Defence Forces Annual Report 2005 · 2018-10-08 · served in Kabul (ISAF), Aceh Monitoring Mission (AMM Indonesia), Sri Lanka (UN Joint Logistics Centre – post tsunami) and Sudan

Defence Forces Annual Report 2005

Defence Forces Annual Report 2005

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Roles assigned by Government to the Defence Forces

1. To defend the State against armed aggression.

2. To aid the Civil Power.

3. To participate in multinational peace support, crisis management and humanitarian relief operations in support of the United Nations and under UN mandate, including regional security missions authorised by the UN.

4. To provide a fishery protection service in accordance with the State’s obligations as a member of the European Union.

5. To carry out such other duties as may be assigned from time to time.

The Minister for Defence

Mr. Willie O’Dea T.D.

Defence Forces ANNUAL REPORT 2005

�

Contents

Statement by the Chief of Staff 2

Defence Overview 6

Introduction 6

Mandate 7

DefenceForcesHeadquartersandCommandArrangements 7

DefencePolicy 7

OrganisationalStructures 8

Defence Forces Mission Statement 10

Mission �0

Roles �0

DefenceForcesStrategicGoals �0

Strategic Goal 1:ToenhancetheDefenceForcescapabilityin �2

contributingtothesecurityoftheState.

Strategic Goal 2:Torecruit,develop,motivateandsustain 28

effectivehumanresourcestosupportthedelivery

ofmilitarycapabilityanddefenceoutputs.

Strategic Goal 3:Toparticipateinmultinationalpeacesupport, 42

crisismanagementandhumanitarianreliefoperations.

Strategic Goal 4:Toprovideemergencyandnon-emergency 56

servicestoGovernmentBodies.

Financial Report 64

Statement by the Chief of Staff

2

IampleasedtopresenttheAnnualReportforthe

DefenceForces2005.

During2005theDefenceForcescontinuedto

deliveroperationsbothathomeandoverseaswhile

transforminganddevelopinggreateroperational

capabilityinkeepingwiththeWhitePaperonDefence

2000,theDepartmentofDefenceStrategyStatement

2005-2007andtheDefenceForcesStrategyStatement

2005-2007.

Performance MeasurementThereportthatfollowsgivesanaccountoftheDefence

Forcesperformancefor2005.SincetheDefence

Forcesarelargelycontingencybased,measurementof

performanceisbasedasmuchonpotentialtodeliver

ifcalledupon,asonactualoperationsdelivered.This

potential,whichisreferredtoasthecontingentbased

capability,withitsdeterrenteffect,isanoutputin

itself,contributingtothedesiredoutcomeofsecurity

andstabilityintheState.Measurementofthisoutput

presentsaconsiderablechallenge,notleastbecauseof

thedifficultyofmeasuringdeterrenteffects,butalso

becausethiscontingentcapabilityprovidesthepool

fromwhichpersonnelandequipmentaredrawn,on

anongoingbasis,forthedeliveryofotheroutputse.g.

PeaceSupportOperations.

With70%oftheDefenceForcesbudgetgoingtowards

personnel,theprimaryresourceforthedeliveryof

outputsispersonnelcosts.Howeverbecauseoneofthe

greatstrengthsoftheDefenceForcesliesinourmulti-

skilling/multi-taskingapproachitisextremelydifficult

tocostspecificprogrammesoroutputs.Forexample

personneldeployedonPresidentialceremoniesinthe

morningmaywellbeonapeacesupportexerciseor

othertrainingexerciseintheafternoonofthesame

day;thesergeantclerkemployedatDefenceForces

Headquarterswillalsoberequiredtoperformrostered

securitydutiesatnightandatweekendsanddeploy

overseaswhenrequired.Furthermorepersonnel

trainedinaparticularskill,forthesecurityofthe

State,mayhavetoreceiverefreshertraininginthisskill

foranoverseasmissionorindeedforanATCPmission


�

makingitextremelydifficulttoapportiontraining

costsagainstparticulargoals.Delegationoffinancial

authoritytotheDefenceForces,whileconsiderable,is

notinlinewithspecificgoals,programmesoroutputs.

Itisagainstthisbackgroundthatthisperformance

reportisframedyetdespitetheseconstraints

considerableprogresshasbeenachievedoverprevious

yearsincapturingperformanceagainsttargetsand

objectives.TheintroductionofthenewManagement

InformationFramework,whichwentliveinJanuary

2006,willprovidefurtherpossibilitiestorefineour

measurementofperformanceagainstDefenceForces

KeyPerformanceIndicatorsandmoreimportantlyto

improveourperformancestandards.

International TerrorismThedomesticresponsibilitiesoftheDefenceForces

centreonthethreatfrominternationalterrorism,

supportingAnGardaSíochána(ATCPtasks)andother

tasksasdirectedbyGovernment.Thefirstlineof

defenceagainstinternationalterrorismliesingood

intelligence.Whilenothingemergedduringtheyear

whichwouldindicateanythingotherthanlowrisk,

neverthelesswehavecontinuedtodevelopmilitary

intelligence,refineourintelligenceprocessesand

proceduresandenhanceourcooperationwithother

agenciesbothnationalandinternational.Inregardto

theconsequencemanagementofaterroristincident,

wehavecontinuedtoplaceemphasisonourcapability

todealwithincidentsofaChemical,Biological,

RadiologicalorNuclear(CBRN)nature.Ouraimisto

provideacapabilityineachofthethreeBrigades,East,

SouthandWestandthisexpertisewillbeavailablefor

bothhomeandoverseas.

Peacekeeping OperationsTheyear2005markedthe50thanniversaryofIreland

joiningtheUNorganisationandmuchreflectionand

debatecentredontheDefenceForcescontributionto

peacekeepingintheperiodsincethen�.Incontrast

totheearlydays,todaythevastmajorityofpeace

supportmissionsareunderChapterVIIoftheCharter

–peaceenforcementmissions.Whileourrecent

equipmentacquisitionsforthenewchallengeshave

beenwelldocumented,ofequalimportanceare

thechangeswehavemadeindoctrineandtraining.

Doctrinalchangesincludetherequirementtoensure

alltroopsdeployedareabletomakethetransition

fromlowtohighspectrumoperationsasthesituation

requires,understandthecomplexityofthecivil-

militarydimensionofoperationsandareculturally

awareoftheareasintowhichtheydeploy.Allofthese

aspectsareassessedonmissionspecificreadiness

exercisesbeforedeployment.

Operationstodayarebasedontheselective

deploymentofpersonnel,basedongoodintelligence

andawareness.Thiscallsforimprovedmeansof

reconnaissanceandsurveillanceandimprovedmeans

ofprocessingandpassingontheinformationgathered.

Inkeepingwiththesedevelopmentsweinitiated

aprogrammefortheprocurementofarmoured

reconnaisanceandsurveillancevehicleswithstateof

theartsurveillancecapabilitiesandremoteweapon

firingstationstoensuremaximumcrewprotectionand

safety.ThesevehiclesarebasedontheMOWAGAPC

platforminservice,thusgivingeconomiesintermsof

maintenanceandsparepartsholdings.Doctrinefor

theuseofthesevehiclesisbeingdevelopedbywayof

CommandPostexercisesusingtherecentlyacquired

simulatorattheDefenceForcesTrainingCentre.The

deployableheadquartersunitspurchasedduring2005,

equippedwiththemostmoderncommunications

suites,willprovidethehubwhereinformationis

assembled,processedandactiondecided.Inthepast

yeartheAirCorpstookdeliveryofthenewEC��5

helicopterwhich,alongwithAW��9helicopterduefor

deliveryin2006and2007,willbeincreasinglyusedin

Armyoperationsandintegratedintotheinformation

network.

TheGovernmentcommitmentofprovidingupto850

personneltoUNauthorisedpeaceoperationsatany

onetimeisawellpublicisedandunderstoodfigure.

Giventhevaryingdeploymentschedules,thismeans

� AspecialcommemorativeeditionofAnCosantóir,theDefenceForcesmagazinewaspublishedtomarktheoccasion(AnCosantóir,Vol65,No.7,

UNSpecial2005).

44

thatduring2005,2,204personnelservedoverseasfor

somepartoftheyear.Inadditionpersonnelundergo

approximatelythreemonthsmissionspecifictraining

beforedeploymentandspecialleaveforonemonth

onreturn.Iwouldliketopaytributetoallwhoserved

overseasandwhilethereportdealsinsomedetailwith

themainmissionsinLiberia,KosovoandBosnia&

Herzegovina,Iwouldliketopaytributetothosewho

servedinKabul(ISAF),AcehMonitoringMission(AMM

Indonesia),SriLanka(UNJointLogisticsCentre–post

tsunami)andSudan(AMISII),aswellasthosewho

continuedtoserveinsmallnumbersinothermissions.

Human Resource ManagementInregardtotheeducationofourpersonnel,two

significantdevelopmentstookplacein2005.Itwas

decidedtowidenthebaseforentrytoOfficerCadet

Schoolbyofferingmorefavourableconditionstoboth

graduatesandenlistedpersonnel.Inlinewiththis

thecadetcoursewasstreamlinedandshortenedand

graduateswereofferedtherankof�stLieutenanton

commissioning.Theagelimitwasincreasedandbonus

marksweregiventoservingsoldierspresentingfor

interview.Thenewarrangementswereagreedwith

theRepresentativeAssociations,implementedandare

provingaconsiderablesuccess.

ThechangingnatureofPeaceSupportOperationshas

requiredthatseniorofficershaveagreaterknowledge

oftheoperationallevelofoperations.Amajorstudy

resultedinthere-orientationoftheCommandand

Staff(C&S)coursefromthetacticaltotheoperational

levelinkeepingwithtoday’sneedsandtrendsand

therequirementforinteroperabilitywithourEUand

UNpeacekeepingpartners.Thenewarrangements

cameintoeffectforthe62ndC&Scourse,which

commencedinSeptember2005.

Inanorganisationwherethereisaconstantturnover

ofpersonnel,wheretheoperationaldemands

requirenewskillsandcapabilitiesonanongoing

basisandwherethevolunteerethosforoverseas

serviceisadheredto,thedemandsonthetraining

infrastructureareenormous.Thisreportoutlines

performanceagainsttargetssetoutintheAnnual

TrainingPlan.Iwouldliketopayaspecialtributeto

theOfficerandNCOinstructorsinourunits,formations

andtheDefenceForcesTrainingCentre,whohave

continuedtoshowgreatcommitment,enthusiasmand

professionalisminmeetingtheincreasingdemands

beingplacedonthem.

Peacekeeping DevelopmentsTheIrishapproachtopeacekeepingishighlyacclaimed

internationallyandwiththeaimofdevelopingour

approachanumberofinitiativeswereundertaken.

TheLeadershipCentreattheUnitedNationsTraining

SchoolIreland(UNTSI),whichwasinitiatedin2004,

wasfurtherdevelopedandanumberofseminars

forofficersandNCOswereconducted.Theseshort

seminarsarebasedonself-developmentandallow

forreflectionanddiscussiononleadershipissues

ontoday’sPeaceSupportOperations.Acentreof

excellenceinInternationalHumanitarianLawand

LOAC(LawofArmedConflict)wasestablishedduring

2005.TenDFpersonnelqualifiedastrainerson

theinternationalinstructorscourseconductedat

UNTSIbytheUNOfficeoftheHighCommissioner

forHumanRightsandthetraininghasbeenrolled

outtoDFpersonnelaswellasengagingwiththe

NationalUniversityofIrelandMaynoothontheir

internationalcourse.Employmentofmilitaryresources

andcompetencies(CIMIC)inconflictandpostconflict

situationsisanotherareaofgrowthinternationallybut

withouttotalagreementontheconcept.TheDefence

Forcesapproachistorespectfullythehumanitarian

spaceandroleofUN,Governmentandregional

5


5

agenciesaswellasNGOs.Irishpersonnelhave,during

2005,obtainedthehighestUNqualificationsinthe

areaofCIMICandindeedsomeofourpersonnel

werecalledontoaddresstheUN’sOfficeforthe

CoordinationofHumanitarianAffairsadvancedCIMIC

Course.Itisintendedtobuildfurtheronthiskey

elementofourpeacekeepingmodusoperandi.

ExercisesTheincreaseddemandsofoperationscontinueto

presentgreaterdemandsintermsofliveexercising

whichmustberealisticandrobust.Regrettablyduring

2005theCavalryCorpslostoneofitsfinestyoung

troopers,JamesDillionwhowaskilledduringan

exerciseattheCurragh.TrooperDillionwasafine

youngsoldierandgreatcomradecomingfromaproud

militaryfamily.Iwouldliketoconveyonbehalfofthe

DefenceForcesourdeepestsympathyandcondolences

tohisfamilyandfriends.GoraibhrathDéaraanam.

Air Corps – Naval ServiceTheAirCorpsandNavalServicecontinuedtomeet

theirrolesnotleastintheareaoffisheryprotection.

BothNavalServicepatroldaysandAirCorpsflying

hourshaveincreasedconsiderablyovertheprevious

year.InthecaseoftheNavalService,2005marked

thecompletionofafive-yearimplementationplan

forimprovedpatrollingactivity,whichshowsa52%

increaseinpatroldaysatsea.

ReserveMembersoftheReserveDefenceForcehaveseen

significantchange,during2005,withthecompletion

ofPhaseIoftheReserveDefenceForce’sReview

ImplementationPlan.Theceremonyonthe�st

OctobermarkingthelaunchoftheReserveDefence

Force(RDF)andthedisestablishmentofAnFCÁ

andAnSluaMuirírepresentsasignificantstepin

therestructuringoftheRDF.Thenewlyestablished

structureoftheRDFmirrorsthestructureofthe

PermanentDefenceForce(PDF),whichenhancesits

abilitytosupportthePDFinitscontingencydefence

rolesinanemergency,asprovidedforintheWhite

PaperonDefence2000.Significantchangenever

comeseasilyandwithouttheprofessionalismand

dedicationoftheofficers,andenlistedpersonnelof

AnFCÁandAnSluaMuirí,thisrestructuringcouldnot

havetakenplaceasefficientlyasitdid.Iwanttoput

onrecordmysincerethankstoallformermembersof

AnFCÁandAnSluaMuiríwhogavesuchmagnificent

servicedownthroughtheyearsandalsotothosewho

continuetoservewithusinthenewRDForganisation.

ConclusionInconclusionIwouldliketothankourMinisterfor

DefenceMr.WillieO’DeaTDforhisongoingleadership

andsupportthroughouttheyearandIwouldalsolike

tothanktheSecretaryGeneralandthecivilianstaff

oftheDepartmentfortheircontinuedcooperation

andsupport.Iwouldliketothankthemembersof

thepublicfortheirgreatsupportofourworkbothat

homeandoverseas.AboveallIwanttothankthemen

andwomenofÓglaighnahÉireannwhocontinuedto

moderniseandtransformourforcewhilecontinuingto

makeavaluablecontributiontopeaceandsecurityon

behalfofIrelandinatroubledworld.

JimSreenan

Lieutenant General

Chief of Staff

Defence Overview

6

IntroductionTheWhitePaperonDefence2000emphasisedthe

needtoensurethatIrelandhasconventionally

organisedDefenceForces,whichareaffordableand

sustainable,andwhicharecapableofcarryingout

therolesassignedbyGovernment.Italsoassessed

theprevailingnationalandinternationalsecurity

environmentsandmappedoutarestructuringprocess

fortheDefenceForces.

SincethepublicationoftheWhitePaperonDefence

2000thegeneralsecurityenvironmenthaschanged

considerablynotleastwiththeattacksofthe��thof

September200�inNewYork,��thofMarch2004

inMadridand7thand2�stofJuly2005inLondon.

Theseeventshavehighlightedaglobalterroristthreat

bringingwithittheneedformeasurestodetect

anddisruptthethreatandtherequirementfor‘

consequencemanagement’inrelationtoterrorist

incidents.TheagreementoftheEuropeanSecurity

StrategyaswellasdevelopmentsinEuropeanSecurity

andDefencePolicy,includingtheHeadlineGoal20�0

alsoimpactonthecurrentsecurityenvironment.

Notwithstandingthesedevelopments,thekey

objectivesmappedoutintheWhitePaperonDefence

2000remainvalid.

n Toprovidealightinfantry-basedforcewithan

appropriatelevelofall-armscapability;

n Toprovidesufficientforcesandcapabilitiesto

meetneedsathomeandtomakeasignificant

contributionabroad;

n Toputinplaceamorecohesiveandbetter-

equippedforcethanexistedin2000;

n Toprovidesignificantadditionalresourcesfor

equipmentandinfrastructurebroadlywithinthe

existingleveloffinancialallocation.

TheDefenceForcesthroughitsStrategyStatement

2005-2007aimstoimproveitscapacitytodeliveron

allcoreactivities,whileatthesametimefulfilling

theotherrolesassignedbyGovernmentefficiently

andeffectively.Thestatementoutlinedfourrealistic,

attainablebutchallengingstrategicgoalstobe

progressedduringthelifetimeofthestatement.

Themainpartofthisreportdescribestheprogress

achievedineachofthefourstrategicgoalsduring

2005,whilethefinalpartdealswiththefinancial

allocationsassociatedwiththeDefenceVoteforthe

reportingyear.

Mandate

Constitutional and Legislative Basisfor the Defence ForcesTheConstitutionofIrelandexclusivelyveststheright

toraiseandmaintainmilitaryandarmedforcesin

theOireachtasandexpresslyprohibitstheraising

andmaintenanceofanyotherforceforanypurpose

whatsoever.TheOireachtasenactedtheDefenceAct,

�954astheprimarylegislativeinstrumentfromwhich

theDefenceForces(Óglaigh na hÉireann)derivesits

legislativestandingpursuanttotheConstitution.

TheDefenceActhasbeenthesubjectofseveral

amendments;mostrecently,theDefenceAmendment

Actof�998,whichprovidesforthere-organisation

ofterritorialboundariesandtheDefenceForces

Headquartersorganisation.

Defence Forces Headquarters and Command

Arrangements

ThemilitaryelementoftheDepartmentofDefence

consistsofaDefenceForcesHeadquarters,which

isheadedbytheChiefofStaff.TheChiefofStaffis

directlyresponsibletotheMinisterfortheoverall

managementoftheDefenceForces,including

responsibilityfortheeffectiveness,efficiency,military

organisationandeconomyoftheDefenceForces.The

ChiefofStaffistheprincipalmilitaryadvisertothe

MinisterforDefence.Legislativeprovisionenablesthe

ChiefofStafftodelegatedutiestotheDeputyChiefof

Staff(Operations)andDeputyChiefofStaff(Support).

MilitarycommandisdelegatedbytheMinisterdirectly

totheGeneralOfficersCommanding(GOCs)ineachof

thethreeterritorialbrigades(Southern,Eastern,and

Western),totheGOCsoftheDefenceForcesTraining

CentreandtheAirCorpsandtotheFlagOfficer

CommandingtheNavalService.Eachoftheseofficers

isresponsibletotheMinisterfortheexerciseofthe

commanddelegatedtohim.Inpractice,mattersin

relationtocommandarechannelledthroughthe

ChiefofStaff.Ineffect,thismeansthatday-to-day

operationalcontroloftheDefenceForcesrestswith

theChiefofStaffforwhichheisdirectlyresponsibleto

theMinister.


7

General

Officer

Commanding

�SBde

General

Officer

Commanding

2EBde

General

Officer

Commanding

4WBde

General

Officer

Commanding

DFTC

GeneralOfficer

Commanding

Air

Corps

FlagOfficer

Commanding

theNaval

Service

ChiefofStaff

MinisterforDefence

Figure�.�DefenceForcesCommandArrangements.

TheChiefofStaffisdirectly

responsibletotheMinisterforthe

overallmanagementoftheDefence

Forces.Day-to-dayoperational

controloftheDefenceForcesrests

withChiefofStaffforwhichheis

directlyresponsibletotheMinister.

TheMinisterforDefenceMr.WillieO’DeaT.D.addressesthetroopswhileona

recentvisittoKosovo.During2005atotalof2,204soldiersservedoverseasfor

somepartoftheyear.

8

Defence Policy

TheState’sdefencepolicyissetoutintheWhitePaperon

Defence2000.Thispolicyisstatedwithaviewtoensuring

anappropriatelevelofdefencecapabilityhavingregard

tothechangingdefenceandsecurityenvironmentbothat

homeandabroad.Thedefenceandsecurityenvironment

isanalysedintheDefenceForcesStrategyStatement

2005-2007asarethenewchallengesarising,includingthe

developmentoftheEuropeanSecurityandDefencePolicy.

TheAgreedProgrammeforGovernment,publishedinJune

2002,alsooutlinestheGovernment’scommitmentsinthe

areaofDefence.

Organisational StructureTheDefenceForcesareorganisedonconventionalmilitary

linesprovidingasufficientlyflexiblestructuretocarry

outalltherolesassignedbyGovernment.TheDefence

ForcesconsistofaPermanentDefenceForce(PDF)and

aReserveDefenceForce(RDF).Theformerisastanding

forceandprovidestheprimarycapabilitiesforjoint

militaryoperationsathomeandcombinedmilitarypeace

supportoperationsabroad.TheRDFprovidesthenecessary

contingentconventionalmilitarycapabilitytoaugment

andassistthePDF,whennecessary.DefenceForces

Headquartersactsasthestrategicheadquartersforthe

Army,AirCorpsandNavalService,andastheoperational

controllingheadquartersfortheArmy.

AirCorpsoperationalHeadquartersisatCasement

Aerodrome,BaldonnelandNavalServiceHeadquartersis

atHaulbowline,CoCork.

Permanent Defence ForceThePermanentDefenceForceconsistsoftheArmy,theAir

CorpsandtheNavalService.

Army

TheArmyisstructuredintothreeall-armsbrigades,

consistingofcombat,combatsupportandcombatservice

supportelements.Eachbrigadeisdesignatedaterritorial

areaofresponsibility,specificgarrisonlocationsanda

recruitmentarea.

TheDefenceForcesTrainingCentre(DFTC)andDefence

ForcesLogisticsBaseattheCurraghsupportthetraining

andlogisticsfunctionsforthePermanentandtheReserve

DefenceForces.8

NAVAL SERVICE

Figure 1.2 Brigade and formation Geographic Deployments

9

Air Corps

TheAirCorps,basedatCasementAerodrome,

Baldonnel,consistsofanoperationalheadquarters,

twooperationalwings,twosupportwings,anAir

CorpsTrainingCollege,andaCommunicationand

InformationServicesSquadron.Theoperationalwings

consistofatraining/lightstrikesquadron;helicopter

squadrons;amaritimesquadron;atransportsquadron

andafixedwingreconnaissancesquadron.The

supportwingsaretaskedwithspecialistmaintenance

oftheaircraftfleet.

Naval Service

TheNavalService,basedinHaulbowline,Co.Cork,has

aflotillaofeightships,anoperationalheadquarters,

anoperationscommand,alogisticalsupportcommand

andaNavalServiceCollege.Theflotillaconsistsofa

helicopterpatrolvesselsquadron,largepatrolvessel

squadron,andanoffshorepatrolvesselsquadron.The

supportcommandisresponsibleforpersonnelandall

logistical,engineering,andmaintenancefunctions.

Reserve Defence ForceTheReserveDefenceForce(RDF)isatpresent

undergoingPhaseIIoftheReserveDefenceForces

ReviewImplementationPlan(RDFRIP),PhaseIhaving

beencompletedwiththelaunchoftheReserve

DefenceForceon�stOctober2005.During2005,RDF

unitswererationalisedandamalgamatedtofacilitate

thenewstructure.TheRDFisorganisedintoaFirst

LineReserveandaSecondLineReserve.

TheFirstLineReservecomprisesformermembersof

thePDFandtheSecondLineReservecomprisesan

ArmyReserveandaNavalServiceReserve.

Army Reserve

TheArmyReservewillbeorganisedintointegrated

andnonintegratedelements.Intotal,therearenine

reserveinfantrybattalionsandeighteencombat

supportandcombatservicesupportunits,withthree

airdefencebatteries.Areservebrigadeheadquarters

hasbeenestablishedineachPDFbrigadearea,

mirroringthePDFbrigadeheadquarters.

Naval Service Reserve

TheNavalServiceReserveisdividedintotwogroups

knownastheEasternGroupandtheSouthernGroup.

Eachgroupconsistsoftwocompanies:Dublinand

WaterfordintheEasternGroupandCorkandLimerick

intheSouthernGroup.


TheMinisterforDefenceMr.Willie

O’DeaT.D.andtheChiefofStaff

examinedecommissionedweapons

atanarmsstoragefacilitynear

Tuzla,whileonvisittoEUFOR.

MissionThemissionstatementidentifiesthecoreactivity

oftheDefenceForces,pointstoadiverserange

ofadditionaltasks,whichmaybeassignedby

Government,andemphasisestheimportanceof

DefenceForcespersonnelandtheneedforaflexible

operationalcapacity.

RolesTherolesassignedbyGovernmentare:

n TodefendtheStateagainstarmedaggression;

thisbeingacontingency,preparationsforits

implementationwilldependonanongoing

Governmentassessmentofthreats.

n ToaidtheCivilPower(meaninginpracticeto

assist,whenrequested,AnGardaSíochána,who

haveprimaryresponsibilityforlawandorder,

includingtheprotectionoftheinternalsecurityof

theState).

n Toparticipateinmultinationalpeacesupport,crisis

managementandhumanitarianreliefoperations

insupportoftheUnitedNationsandunderUN

mandate,includingregionalsecuritymissions

authorisedbytheUN.

n Toprovideafisheryprotectionservicein

accordancewiththeState’sobligationsasa

memberoftheEuropeanUnion.

n Tocarryoutsuchotherdutiesasmaybeassigned

tothemfromtimetotime,e.g.searchandrescue,

airambulanceservice,Ministerialairtransport

service,assistanceontheoccasionofnaturalor

otherdisasters,assistanceinconnectionwiththe

maintenanceofessentialservices,assistancein

combatingoilpollutionatsea.

Defence Forces Strategic GoalsTheDefenceForcespublisheditsmostrecentStrategy

Statement,DefenceForcesStrategyStatement2005

–2007,inNovember2005andforthepurposeofthis

annualreport,performanceduring2005will

bemeasuredagainsttheStrategicGoalsoutlinedin

Figure2.�.

“To contribute to the security of the State by providing for the military defence of its territorial integrity and to fulfil all roles assigned by Government, through the deployment of well-motivated and effective Defence Forces.”

Defence Forces Mission Statement

�0

Strategic Goal 1 ToenhancetheDefenceForcescapabilityincontributingtothesecurityoftheState.

Strategic Goal 2Torecruit,develop,motivateandsustaineffectivehumanresourcestosupportthe

deliveryofmilitarycapabilityanddefenceoutputs.

Strategic Goal 3Toparticipateinmultinationalpeacesupport,crisismanagementandhumanitarian

reliefoperations.

Strategic Goal 4 Toprovideemergencyandnon-emergencyservicestoGovernmentbodies.


��

Figure 2.1

ContextDefenceisacoreresponsibilityoftheStateandan

expressionofthenation’ssovereignty.Thefirstroleof

theDefenceForcesistodefendtheStateagainstarmed

aggression.ThesecurityoftheStatehasbothnational

andinternationalaspects,andtheactivitiesoftrans-

nationalterroristgroupsmustalsobeconsideredinthis

regard.TheWhitePaperemphasisedtheGovernment’s

commitmentandrequirementforthemaintenanceof

aversatileforcethatisequipped,organisedandtrained

alongconventionallinesandwhichcanparticipateina

broadspectrumofmilitaryandcivilsupportoperations.

Thischapterreportsonprogressachievedin2005

basedontheframeworkoftheDefenceForcesStrategy

Statement2005-2007andtheChiefofStaff’sAnnual

PlanfortheDefenceForces2005.

ProgressinachievingStrategicGoal�isoutlinedagainst

fiveObjectives,whichare:

�) Toprovidequalitymilitaryadviceandsupportto

theMinisterforDefence.

2) Toprovideaconventionalbasedmilitaryforceas

requiredbyGovernment.

�) Toeffectivelyaidthecivilpowerasrequiredin

maintainingstatesecurity.

4) Toenhancemilitarycapabilitythrougheffective

logistics,equipmentprocurement,management

andrelatedmaintenanceprogrammes.

5) Todevelopandmaintaininfrastructureand

facilitiestomeettheoperational,training,logistical

andadministrativeneedsoftheDefenceForces.

Military Advice and Support to the Minister for Defence TheChiefofStaffhasoverallresponsibilityforthe

economy,efficiencyandeffectivenessofmilitaryassets

includinghumanresources.TheChiefofStaffisthe

principalmilitaryadvisertotheMinisterforDefence

andprovidessupportintheformofinformation,

assessments,adviceandreportstothisend.This

includesthemilitaryassessmentofthreatstothe

StateandtothesecurityofDefenceForcespersonnel

deployedoverseas.Thetimelinessandqualityof

thissupportisofkeyimportanceanddependson

To enhance the Defence Forces capability in contributing to the security of the State

Strategic Goal 1

�2

DefenceForcesseniormilitaryleadershipandstaffs’

expertise,researchcapacityandeffectivemanagement

informationsystems.

The provision of defence and security assessments During2005,IntelligenceSectioncontinuedtoprovide

timelyandaccuratedefenceandsecurityassessments

totheMinisterforDefenceinrespectofStateSecurity

andthesafetyandsecurityofIrishForcesdeployed

overseasonPeaceSupportOperations.Monthly

IntelligenceSummariesareprovidedtotheMinister

forDefenceandthreatassessmentsandbriefingsare

providedasrequired.TheDefenceForcesintelligence

effortiscloselyharmonisedwiththatofAnGarda

Síochána.Figure�.�belowprovidesanoverviewofthe

numberofbriefingsandassessmentsprovidedduring

2005:

The development of Defence Forces Intelligence OrganisationIn2005theDefenceForcesmadeconsiderableprogress

intrainingpersonnelwiththeaimofincreasingour

effectiveintelligencecapability.Identifiedshortfallsin

trainingfortheintelligencefunctionwereaddressed

throughtheconductofacombinedDefence

IntelligenceandSecurityCoursewhileparticipation

ininternationalcoursesfurthersupportedthe

developmentofcompetenciesinthisarea.Added

emphasiswasgiventotheintelligenceinputfor

battalionandcompanygroupexercisesinorderto

enhancetheDefenceForcescapabilityinthearea

ofcombatintelligence.Intelligencepre-deployment

trainingwasalsoconductedforallkeyappointment

holderspriortodeploymentoverseas.


��

0 10 20 30 40 500 10 20 30 40 50

Minister for Defence

National SecurityCommittee

Pre and Post deploymentbriefings for Personnel

on PSO Ops

Monthly Intelligence andsecurity briefings

Night Vision Equipment 53

Reconnaissance 47

DF Intelligence and 24Security Course

Foreign Intellegence Courses 2

New Syllabi 20%

Syllabi Reviewed 80%

0 10 20 30 40 500 10 20 30 40 50




on PSO Ops



Reconnaissance 47



New Syllabi 20%


AsoldieroperatesanAMSTAR

groundsurveillanceradar

�4

Development of a conventional based military force as required by Government

Whennotengagedinmilitaryoperationseitherat

homeoroverseas,theDefenceForcesareprimarily

engagedindevelopingandmaintainingcapabilitiesto

respondefficientlyandeffectivelytoallGovernment

taskings.

‘The primary focus of the Defence Forces, when not

engaged on operations, is training and preparation

... and is primarily based on conventional military

doctrine’1.

Conventionalmilitarytrainingandeducationisthe

keydriverofDefenceForcescapabilities.Oncetrained

inconventionaloperationstheindividualsoldieror

Unitcanquicklyadapttomeettherequirementsof

peacesupportoperations,aidtothecivilpoweror

humanitarianoperations.Conventionalcapabilitiesare

createdovertimethroughtheintegrationofDefence

Forcesmilitarydoctrineandtraining.DefenceForces

trainingcanbecategorisedintoindividualeducation

andskillstraining,advancedskills/teamtrainingand

collective/unittraining.

Thissectionoutlinestheleveloftrainingdevelopment

andtrainingundertakeninordertodevelopa

conventionalbasedmilitaryforceandthespecific

trainingoutputsachievedduring2005.

Defence Forces Training and Doctrinal CommitteeDoctrineprescribeshowtheDefenceForcesplanand

conductoperations.Itisabodyofknowledgeand

understandingthatisprimarilyderivedfromstudyand

analysisofpracticalexperience.Itdefinesthemost

effectivewayofusingmilitaryassetsonthebasisof

practicalexperienceinordertoachievesuccess.

Doctrinalchangeisgovernedtoalargedegreebythe

contextofoperations.Peacesupportdeploymentsare,

moreandmore,tocomplexintra-statesituations.Very

oftenthemainefforthastobeinthelargercitiesand

townswhereitisalwaysachallengetodifferentiate

betweenthelawabidingcitizenandthetrouble

maker.Winningheartsandmindsismoreimportant

thaneverbeforeandconflictsrequirethedeployment

andapplicationofmorethanmilitaryinstruments

toensuresuccess.Today’sPeaceSupportOperations

requireacombinationofactionsbymilitary,police

andcivilianagencies.Accordinglydoctrinemustbe

developedtoensureacomprehensiveapproachin

theplanningofoperationsandinthemanagementof

operationsinthefield.

Thedecisionwastakeninautumn2005torestructure

theDefenceForcesTrainingandDoctrinalCommittee

inlightofthechangestothestructureswithinthe

DefenceForcesTrainingCentre(DFTC).Thisdecision

resultedinthere-alignmentofexistingstructures

oftheDoctrinalWorkingGroupstomirrorthenew

departmentsoftheMilitaryCollege(seeFigure�.�).

Thesechangeswillmaximisethebenefitaccruingfrom

thecaptureofexperiencesandwillintegratelessons

learnedintoourtrainingprocesses.

�4� WhitePaperonDefence2000,para4-6

The Process of DevelopingOperational Capabilities

�5

Defence Forces Leadership Centre (DFLC)TheDefenceForcesLeadershipCentre(DFLC)was

establishedintheMilitaryCollegeduring2005.Located

withintheUnitedNationsTrainingSchoolIreland

(UNTSI),itsaimistoimprovethequalityofleadership

throughouttheDefenceForcesbyprovidingthe

opportunityforindividualswithintheorganisation

toenhancetheirleadershipskillsthroughouttheir

careers.TheLeadershipCentreworkscloselywiththe

DepartmentofLeadershipandManagementwithin

theMilitaryCollegeinthedevelopmentanddelivery

ofseminarprogrammes.Leadershipseminarshave

beendesignedtomaximisethetimeparticipants

spendintheLeadershipCentre,whilepre-seminar

requirementsensurepersonnelarrivefocusedand

readytofullyengageinthedifferentaspectsofthe

programme.ExternalacademicinputintoSeminar

Programmesensuresthatparticipantsareexposedto

bestinternationalpracticeintheareaofleadership.

ManagementoftheLeadershipCentreisvestedin

aBoardofManagementwhichincludestheSchool

CommandantUNTSI,theHeadoftheDepartmentof

LeadershipandManagementintheMilitaryCollege,the

DirectorofDefenceForcesTraining,theDirectorofHRM

section,theDirectorofOperationsandtheDirectorof

theStrategicPlanningOffice.TheBoardisresponsiblefor

layingdownpolicyfortheCentre,andtheidentification

ofleadershiptrainingneedsonayearlybasis.Three

pilotseminarsweresuccessfullyconductedduring2005,

asshownintable�.�,forJuniorOfficers,SeniorOfficers

andSeniorNCO’softheDefenceForces.

Table 3.1

Date Seminar No of

Participants

��/�4Jul JuniorOfficers(Lt’s) 2�

04/05Oct SeniorOfficers(Comdt’s) 24

�0Nov/0�

Dec

SeniorNCO’s(SgtsMajor,

CompanySergeants)

22


�5

Military

Intelligence

Directorate of Defence Forces

Training

Physical(Defence

ForcesPhysical

EducationSchool)

BattleDrills

And

Tactical

Awareness

Weapons

Combat

Service

Support

Communications PSO

CurrentDoctrinalWorkingGroups

MilitaryCollegeDepartments

Commandant

Military College

Leadership

and

Management

Mobility,

Counter-

mobility

and

Survivability

Manoeuvre

Fire

Support

andAir

Defence

ISTAR*

Combat

Service

Support

(Adminin

thefield)

Command

Controland

Comms

Leadership

and

Management

Mobility,

Counter-

mobility

and

Survivability

Defenceand

Academic

Studies

PSO

*Intelligence,Surveillance,TargetAcquisitionandReconnaissance

Figure 3.3

�6

Change in Defence Forces Training Syllabi DefenceForcestrainingsyllabiarereviewed,assessed

andupdatedonaregularbasis.Giventherangeof

differentcompetenciestaughtintheDefenceForces,

thisisaconsiderableundertaking.Thechanging

requirementsoftheDefenceForcesarereflectedin

thesignificantrestructuringofthesyllabiforinduction

trainingcoursesincludinganewemphasison

battlefieldfirstaid,Chemical,Biological,Radiological

andNuclearwarfare(CBRN),unarmedcombat,

heli-bornetraining,inter-personalrelationshipsand

codesofconduct.TheOfficerCadetSyllabusunderwent

majorrevisionduringtheyearandwasshortened

from2�to�5monthsreflectingtheincreasednumber

ofgraduatesandenlistedpersonnelattractedto

cadetships.SyllabiarenowavailableontheDefence

Forcesintranet,thefirstphaseintheplannedroll-

outofensuringuniformityintrainingusingmodern

technology.

Bytheendof2006alltrainingroomsintheDefence

Forceswillbeabletoaccessup-to-datelessonplans,

presentationsandstreamedvideosacross

theDFIntranet.

Figure�.4Thistableindicatesthelevelofreviewof

DefenceForcessyllabiundertakenin2005:

Foreign Courses and TrainingTheDefenceForcesstaysabreastofinternational

bestpracticeandkeepsuptodatewithmodern

technologiesanddevelopmentsbyparticipation

incoursesabroad,seminarsandbycomputer

anddesktopexercises.Externalaccreditationand

verificationofcapabilitiesisvitalinensuringthat

theoutputsoftheDefenceForcesareinlinewith

internationalbestpractice.Interoperabilitywithother

peacesupportoperationtroopcontributingcountries

underliesallDefenceForcesinvolvementwithother

armedforcesandhasbeenthefocusofinvolvement

ininternationaltrainingexercises.Thesehavebeen

basedoncrisismanagement,disasterreliefandpeace

enforcementandhavebeenconductedeitherunder

theauspicesofIndividualPartnershipProgramme(IPP)

orinconjunctionwithotherneutralcountriesforces.

Table 3.2 Defence Forces involvement in

international activities

Course Category Number of

Activities

DoctrinalMatters ��

BasicMilitarySkills 4

MilitaryCompetitions 5

TrainingExercises* �

*Viking,CombinedEndeavourandCrisisManagementExercise

�6

0 10 20 30 40 500 10 20 30 40 50




on PSO Ops



Reconnaissance 47



New Syllabi 20%


Commissioningdayfor

officercadets.

�7

Defence Forces TrainingTheDefenceForcescontinuetotraininorderto

achievethedegreeofoperationaleffectiveness,

whichourethosandourassignedrolesdemand.

TheultimateaimofallDefenceForcestrainingis

toensuresuccessonoperations.Successisachieved

throughthedevelopmentofcompetentandeffective

leadersandthroughthedevelopmentofoperationally

capablemilitaryunitsandformations(Army,AirCorps

andNavalService).Capablemilitaryunitsarecreated

basedonarangeofskillsatindividual,teamand

unitlevelandthisformsthebasisforthetraining

regime.Ingeneralterms,individualskillsandbasic

trainingiscarriedoutatunitlevelwhileinstructorand

moreadvancedcoursesarecarriedoutattheBrigade

TrainingCentres(BTCs)andintheDefenceForces

TrainingCentre.

Individual skills training

TheuniquenatureanddiverseaspectsoftheDefence

Forcesmissionbothathomeandabroadplacesa

tremendouschallengeonthetraininginfrastructure

inensuringthattheDefenceForceshasamultiskilled

force.

Table�.�belowillustratesthelevelanddiversityof

coursesconductedintheDefenceForcestomeetthis

requirementin2005.

Table 3.3 Defence Forces Individual Skills

Training 2005

Training Outputs DFTC 1S

Bde

2E

Bde

4W

Bde

Air

Corps

Total

BasicInfantryWeaponSkills 202 206 66 �8 492

CBRNCourses �5 47 5� 42 �55

Communicationsand

InformationServicesCourses

�6 �7 57 ��0

Cavalry �2 2� 22 9 66

PublicOrder ��2 454 566

Artillery 52 �9 �2 46 �69

DriverTraining �79 6� 9� �9 550

DespatchRider 5 �0 �5

FirstAid 70 �4 56 �40

Swimming 72 72

Diving �6 �6

Administration,Accountancy

andLogistics

206 2� 227

GlobalPositioningSystem 4� 6 47

OrdnanceMaintenance ��4 ��4

NightVisionEquipment �0 29 �4 5�

FireWardens �4 40 �2 66

UrbanWarfare 2� 2�

HealthandSafety �2 �2 24

LineRiggersCourse 8 8

BasicMountaineering �2 �2

FlightAttendants � �

BasicSurvival 7 7

ArmouredFightingVehicle

Recognition

8 �7 6 ��

AircraftRecognition 8 8

BasicParachute 24 24

BasicReconnaissance �8 �8

BasicCombatEngineer 4 4

Total (number of

personnel trained

1,074 496 712 631 107 3,020


�7

�8

Advanced Skills/Team Training 2005

OncompletionoftheIndividualSkillstrainingitis

necessaryforpersonneltoundergomoreadvanced/

specialisttraining.Advancedtraininginvolvestraining

inspecialisttechnicalareas,operatingwith/commanding

crewweapons,andwhilethemajorityofthistraining

isconductedwithintheDFTCaconsiderableamountof

advancedskills/teamtrainingisconductedwithinthe

BrigadeTrainingCentres.

Table 3.4 Defence Forces Advanced Skills/Team

Training 2005 - DFTC

Training outputs Total

MowagAPCCommandersCourses 69

IntroductiontoMechOps(�)Courses 168

Anti-ArmourCommandersCourses 9

MilitaryPoliceSpecialistCourses 47

SwimmingAssistantCourses 16

AmbulanceSkills(�)Courses 27

FETACProfessionalCookeryCourses 60

FieldCateringCourses 12

StdCateringManagementCourses 12

AllTerrainVehiclesCourses 8

OffRoadDrivingCourses 246

ScaniaDropsConversionCourses 10

DURO(EOD)TrainingCourses 43

ArticulatedTruckDrivingCourses 4

ForkliftTestingCourses 8

HR/AdministrationCourses 171

ComputerTrainingCourses 239

AirDefenceSpecialistCourses 53

EETTechniciansCourses 6

LinuxCourses 21

TacticalBattlefieldManagementSystem

Courses

7

CISDetComdrsCourses 20

HarrisRadioCourses 14

MowagMaintenanceCourses 20

Total 1,290

Table 3.5 Defence Forces Advanced Skills/Team

Training 2005 - Bdes

Training

outputs

1S Bde 2 E Bde 4W Bde Total

Infantry

Support

Weapons

287 254 2�6 777

CBRN

Specialist

�0 �0

Sniper �4 �4

Total 297 268 236 801

Instructor Training

Thedevelopmentofacompetentandcapableinstructor

cadrewithintheDefenceForcesisparamountforthe

provisionofhighqualityinstruction.TheDefence

Forcescommitconsiderableresourcestothetrainingof

instructorsinavarietyofdisciplines.Table�.6below

indicatesthenumberofinstructortrainingcourses

undertakenin2005.

�8

�9

Table 3.6 Defence Forces Instructor Training 2005

Training outputs Number

of

Courses

DFTC

AdvancedInstrsCourse � 20

CBRNDefenceInstrsCourse � 27

FightinginBuiltUpArea

InstrsCourse

� 2�

MachineGunInstrsCourse � 22

PTInstrsCourse � 24

SwimmingTeachersCourse � �2

UnarmedCombatInstrs

Course

� 24

PTSupervisorsCourse � 24

OccupationalFirstAidInstrs

Courses

2 20

MTDriverInstrsCourse � 26

CBRNCollectiveProtection

InstrsCourse

� ��

APCCrewmenInstrsCourse 2 �0

TacticalEngagement

SimulationSystemInstrs

Course

2 22

InfantryLightSupport

WeaponsInstrsCourse

� �6

GlobalPositioningSystem

InstrsCourses

2 4�

�05mmLightGunInstr

Course

� 29

8�mmMortarInstrsCourse � 20

CavalryGunneryInstrs

Course

� 8

CavalryDriverInstrsCourse � 7

Total 23 388

Development of Training in Support of New

Technologies Purchased

OneoftheDefenceForceskeychallengesintraining,

istoensurethatitsmainresource,itspersonnel,are

capableofproficientlyoperatingthenewequipment

andadvancedtechnologiesthathavebeenpurchased.

Coursesontheoperationandmaintenanceof

equipmentnewlyintroducedintotheDefence

Forcescontinuetobedeveloped.Allsuchcourses

areconstantlyreviewedandupdatedonconclusion

ofeachcourseheld.TheDefenceForcesin2005

purchasedtheJavelinanti-armourmissilesystem,

ChemicalBiologicalRadiologicalandNuclear(CBRN)

detectionequipment,MowagAPCs,EC��5Helicopters

andPC-9aircraft.Table�.7outlinestrainingconducted

ontheseequipments.

Table 3.7 Personnel trained on newly

purchased equipment

Course Category Number of

Personnel

Trained

Javelin 46

CBRNDetectionEquipment �0

MowagAPC 450

PC-9 4�

EC-��5 �0

Training Exercises

Collectivetrainingexercisesarethefinalbuilding

blockofDefenceForcescapabilities;assuchtheytest

doctrine,skillsandequipmentpriortooperational

deployment.Thefocusofcollectivetrainingduring

2005wasondevelopingbattalionandcompanylevel

commandandcontroltechniquesandprocedures,

togetherwithconventionalnightoperationsand

maintenanceinthefield.Inadditiontoexercises

conductedaspartofformalmilitarytrainingcourses,

theDefenceForcesalsoconductexercisestoconfirm

themaintenanceoftrainingstandards.Exercises

wereconductedbythe�,2and4Brigadesasperthe

table�.8.


�9

Trainingwiththe

EC��5Helicopter.

20

Table 3.8 Conventional Military Exercises

conducted by the Formations

Formation Number of

Exercises

Numbers

Exercised

�SBde �� 908

2EBde 2� 2,9�9

4WBde �2 2,024

Total 44 5,871

During2005,theAirCorpscarriedoutavarietyof

missionsindirectsupportofconventionalmilitary

training.Thesemissionsprimarilyinvolvedairsupport

fortrooptrainingonmissionreadinessexercisesprior

tooverseasdeployments.Helicopterswereusedtotrain

troopsintacticaltrooptransport,reconnaissanceand

casualtyevacuationprocedures.Missionsalsoincluded

supporttotheDFTCtrainingestablishmentssuchasthe

MilitaryCollege,CombatSupportCollege,andCombat

ServiceSupportCollege.InadditionthefixedwingPilatus

aircraftconductedsimulatedstrikeandcloseairsupport

missionsforthesetrainingexercises.

Table 3.9 Air Corps Exercises

Type of Training Mission Number of

Missions

MissionsinSupportoftheBdesand

DFTC

258

MissionsinSupportoftheARW 40

AirCorpsTrainingExercises 50

TheNavalServicecarriedoutanintensiveprogramme

ofshipwork-up-trainingandexercisesduring2005.This

wasdoneonaphased,incrementalbasis,progressing

toSTPs(ShipTrainingPeriods)whichwerecarriedoutin

smallerTaskGroupsduringroutinepatrols.Thisapproach

enabledconsiderablymorefocusedandintensiveinternal

work-up-trainingtobecarriedoutduetoreduced

positioningtimesandfacilitatedconsiderablygreater

flexibilityandrealism.

Table 3.10 Naval Service Exercises

Type Number Personnel

Exercised

SeaTrainingPeriods �2 54�

FleetExercise � 420

SearchandRescue �7 748

Diving �7 762

NavalCollege 2� �20

JointExerciseswithArmy/

AirCorps

�0 440

Development of Reserve Defence Force (RDF)TheReserveDefenceForceReviewImplementationPlan

coverstheperiod2004-2009andseekstoharmonisethe

characteristicsoftheRDFwiththoseofthePDFinorder

toachieveaDefenceForcesinwhichbothcomponents

canrealisticallybeviewedascomplementary.

Organisation

Thefirstphaseoftheplanwascompletedontargeton�stof

October2005withtheformallaunchoftheReserveDefence

Force.ThecompletionofPhase�sawthereductionofthe

originalstructurefrom47downto27units.

Reserve Training

AtrainingstrategyfortheRDFwaspublishedduring

2005.ThisstrategyreflectsthenewfocusoftheRDF20

Ceremonytomarkthe

launchoftheRDF.

2�

Table 3.11 Training Outputs – RDF 2005

Training Output 1 S Bde Res 2 E Bde Res 4 W Bde Res NS Res Total

Career Courses

RDFOfficersCourse 29 49 �� Nil �09

RDFNCOCourse 8 54 79 Nil �4�

InductionTraining 540 505 445 Nil �,490

1,740

Courses (Others)

SupportWeaponsCourses �9 �5 5� Nil �25

InstructorsCourses �62 �8 �8 Nil �98

ArtilleryCourses 228 99 6 Nil ��

ReconnaissanceCourses 4 � Nil Nil 5

GunneryInstrCourses Nil � Nil Nil �

AML90Courses Nil 5 Nil Nil 5

CombatFieldEngineersCourses �5 Nil Nil Nil �5

CISCourses 2� �5 �� Nil 47

MilitaryPoliceCourses �6 � 20 Nil �7

DriversCourses 79 29 45 � �56

AdministrationCourses 7 �5 Nil Nil 22

MedicalTrainingCourses �9 2 7� Nil ��4

Health&SafetyCourses �5 Nil �5 �0 40

NavalReserveTraining Nil Nil Nil �56 �56

TOTAL 1,274

Table 3.12 Training Outputs – Combined Exercises

Output 1 S Bde Res 2 E Bde Res 4 W Bde Res NS Res Total

PSOExercises �92 �5 �� Nil 320

TrainingwithBdes Nil 47 Nil Nil 47

TrainingwithDFTC 7 Nil 2� Nil 28

TrainingwithARW Nil �6 Nil Nil 16

TrainingwithArtillerySch �6 Nil �6 Nil 32

TrainingwithBTCs �9 Nil Nil Nil 19

InternationalMilitaryPoliceCse Nil �� 5 Nil 28

Table 3.13 Operational Outputs

Output 1 S Bde Res 2 E Bde Res 4 W Bde Res NS Res Total

SecurityDuties 97 207 �2� �07 532

SeagoingNavalVessels Nil Nil Nil 8� 83


2�

withup-skillingofpersonnelandjointtrainingbeing

conductedwithPDFunitsonselectedexercises.The

YoungOfficerscoursewasmodularisedandsuccessfully

conductedthroughacombinationofinstructional

delivery,utilisingDistanceLearning,BrigadeTraining

Centresandanintensive�4-dayperiodoffulltime

trainingintheMilitaryCollege.

AnadvanceDistanceLearningWorkingGroupwas

establishedtoprogressthisaspectoftrainingdelivery.

Ithasmaderecommendationsandcommencedwork

onpreparinganumberofcoursesfordeliveryinpart

byDistanceLearning.

22

Equipment

NewequipmentswereapprovedfortheRDF.These

included

n DenelVektor60mmMortar

n GeneralPurposeMachineGuns

n �2.7mmHeavyMachineGuns

n IncreasedholdingsofSteyrRifles

Aid to The Civil Power Operations (ATCP) – Supporting An Garda SíochánaInternalsecurityisprimarilytheresponsibilityofAn

GardaSíochanáwiththeDefenceForcesplayingakey

roleinprovidingonrequest,aidtothecivilpower.In

thecurrentsecurityclimate,tasksperformedunder

thisobjectiveinclude,theprovisionoftroopsforcash

escorts,prisonerescorts,explosiveescorts,specialist

searchoperations,explosiveordnancedisposal,

hospitalguardsforhigh-riskprisoners,theprovisionof

militaryguardsatanumberofvitalinstallationsand

theprovisionofspecialisttroopsandequipmentfor

counterterrorismoperations.

ATCP Operations ConductedTheDefenceForcesindeliveringoutputsinarmed

assistancetothecivilpowerprovidesavarietyof

militaryoperations.AlthoughthemajorityofAidtothe

CivilPoweroperationsarerequestedinadvanceand

thereforecanbescheduled,certainoperationsarise

outofemergencysituationssuchasEODrequests.This

ineffectmeansthatmilitarypersonnelinvolvedare

requiredtobeonstand-byinbarracksona24-hour

basisyearround.

Table�.�4belowindicatestheDefenceForces

commitmenttoATCPoperationsin2005:

Table 3.14 ATCP Outputs

Type of ATCP Operation Number of

Operations

CashintransitEscorts 2,574

PrisonerEscorts �76

ExplosiveOrdnanceDisposal

(BombDisposal)

8�

MajorTroopDeployments 2

ExplosiveEscort 2�

AirMissionsinsupportofATCP 286

SecurityatKeyInstallations �,682

PatrolsofVitalInstallations �,242

Other �4

Garda Air Support Unit (GASU)ThemissionsundertakenbytheAirCorpsinsupport

ofAnGardaSíochánaduringthefouryears2002-2005

areoutlinedintable�.�5.Itshouldbenotedthatthe

numberofmissionsundertakenbytheAirCorpshas

beensteadilyincreasingsince2002.In2004there

wasanexceptionallyhighincidenceofoperations

relatingtoIreland’spresidencyoftheEU.TheAirCorps

providespilotsforthethreeGardaaircraft.

22

Table 3.15 Missions flown by Air Corps Garda Air Support Unit 2002 to 2005

2002 2003 2004 2005

Missions Flying

Hrs

Missions Flying

Hrs

Missions Flying

Hrs

Missions Flying

Hrs

EcurielLightHelicopter 9�9 587 904 6�� 849 572 775 560

DefenderFixedWing

TwinAircraft

45� 5�7 452 5�4 404 45� 60� 447

EC��5LightHelicopter 48 46 897 626 �,468 �,05� �,282 856

Total 1,418 1,170 2,253 1,773 2,721 2,078 2,660 1,863

2�


2�

Effective Logistics, Equipment Procurement, Management and Related Maintenance ProgrammesThekeygoalsofthedevelopmentprogrammefor

theDefenceForcesoutlinedintheWhitePaperon

Defence2000providethebasisfortheprocurement

ofappropriateequipmentandthedevelopmentof

militarycapabilitiestofulfiltherolesassignedby

Government.Thekeygoal“To provide sufficient forces

and capabilities to meet needs at home and to make

a significant contribution abroad”isofparticular

relevanceintheprocurementofequipmentandthe

developmentofcapabilitiesfortheDefenceForcesto

effectivelyparticipateinPeaceSupportOperations,

HumanitarianAssistanceOperations,AidtotheCivil

AuthoritiesandAidtotheCivilPower.

Themainobjectiveofthestrategicdefensive

equipmentprocurementplanisthedevelopment

andmaintenanceofoperationalcapabilities.The

procurementpoliciesoftheDefenceForcesare

determinedbythepaletteofforcesofferedtothe

HelsinkiHeadlineGoalcatalogue;thePartnership

GoalsunderPartnershipforPeace(PfP)andthe

planningtemplatesforunitscommittedtopeace

supportoperationsundertheUnitedNationsStandby

ArrangementsSystem(UNSAS).TheDefenceForces

requirementsarethenlistedinorderofpriorityin

theDefenceForces�0-YearDefensiveEquipment

ProcurementPlan.

PartnershipGoalsfacilitateinteroperabilitywithother

modernforcesandthedevelopmentofoperational

capabilities.Procurementpolicyhasprioritisedthatthe

DefenceForcesareequippedwiththenecessary:

n ProtectionMeasuresbasedonfirepower,mobility

andarmouredprotection.

n SurveillanceCapabilitydayandnight.

n Command,Control&Communications(C�).

n CBRNProtectionintheareasofDetection,

Individual&CollectiveProtectionand

Decontamination.

24

Defensive Equipment Purchase ProgrammesIn2005furtheradvancesweremadeintheareaof

equipmentpurchasedtoenhancetheDefenceForces

operationalcapabilities.Theseitemsincluded:

Javelin Anti-Armour Weapon System

TheDefenceForcestookfinaldeliveryofthe

JavelinAnti-ArmourWeaponsystemin2005

andthiscompletedtheprogrammeof

procurementinthedevelopmentoftheDefence

ForcesAnti-ArmourOperationalcapability.

Armoured Surveillance & Reconnaissance

Vehicles

TheDefenceForceshascommencedprocurement

offifteennewMowagPiranhaIIIarmoured

vehicles.ThiswillincreasetheDefenceForces

MowagArmouredfleettoeighty(80)vehicles.

Thenewvehicleswillbedeliveredin2007and

willprovidenewoperationalcapabilitiesforthe

conductofreconnaissanceandsurveillancetasks.

Field Deployable HQs Containers

TheDefenceForcesrequirethecapabilityto

deployaDeployableHQsinthefieldwithsuitable

accommodationforcommandandstaffpersonnel.

Apurchaseprogrammebeganin2005tomeet

thisneed.

Night Vision Equipment

TheDefenceForcesabilitytofightatnightwas

improvedwiththeprocurementofthermal

imagingobservationequipmentforlonger-range

surveillanceandtargetdesignation.

Chemical, Biological, Radiological and Nuclear Developments (CBRN)TheDefenceForcescontinuedtodevelopitsCBRN

defencecapability.TheCBRNdefenceplatoonisone

oftheassetsthattheDefenceForceshaveincludedin

its‘PaletteofOffers’madeavailabletotheEuropean

UnionForceCatalogue.During2005theDefence

Forcescontinuedtoprogressdevelopmentofthe

CBRNdefenceplatooncapabilityfordeploymentat

�0daysnotice.CBRNexpertiseisnotonlyforoverseas

operationsbutprovidesacapabilityfordomestic

operationsaswell.CBRNexercisesheldduring

24

AMowagreconnaissancevehicle

equippedwitha�0mmgun.Thesewill

comeonstreamduring2007.

‘Sophie’thermal

imagingequipment.

2005inthe�SBdeandtheDFTCconfirmedthe

capabilityoftheCBRNdefenceplatoon.Inaddition

tothedevelopmentofCBRNdefenceplatoon,the

DefenceForcescontinuetodevelopCBRNindividual

defencecapabilityforallpersonneltotheappropriate

standard.

Individual and Collective CBRN Protection procurementThecontinuationoftheprocurementprogrammefor

CBRNprotectiveequipmentsaw�,200CBRNIndividual

ProtectionSuitspurchasedin2005withanother800

suitsduefordeliveryin2006.Theseprocurements

continuetoenhancetheDefenceForcescapabilityin

theareaofCBRNemergencyplanningcontingency.

AdditionallyCBRNmonitoringanddetectionsystems

werepurchasedforMowagAPCsthataddtothe

reconnaissancecapabilityoftheCBRNplatoons.

TheDefenceForcescontinuetoadvanceitsoperational

capabilitiesthroughthemajorprocurementprojects

currentlyinprogress,asshowninTable�.�6below.


2525

Project

Description

Year

Commenced

Completed Year

CompletedPre 2005 2005 Balance Total Cost

JavelinAntiArmourSystem 200� 9.5M 2.4M 0.4M �2.�M 2006

ArmouredSurveillance&

ReconnaissanceVehicles

2005 Nil �5.�M 2�.4M �6.5M 2008

IntegratedProtection&Load

CarryingSystem

2005 Nil 2.8M 9.4M �2.2M 2006

FieldDeployableHQs

Containers

2005 Nil 0.9M �.5M 2.4M 2006

GeneralPurposeMachine

Gun(GPMG)

2005 Nil �.4M 2.9M 4.�M 2006

CBRNEquipment �999 6.�9M 0.5M Ongoing Ongoing Ongoing

Asoldierdecontaminateshis

CBRNequipment.

Table 3.16

26

CommunicationsTheCommunicationsandInformationServices

Corpsacquiredacapabilitytorapidlydeploy

satellitecommunicationsinfrastructurewiththefirst

elementsofanoverseasforcethusenablingaccess

bythedeployedforcetoDFStrategicApplications

e.g.personnelmanagementsystemandinventory

managementsystem,aswellasprovidingforvoice

communications.

MaintenanceDuetothevarietyandincreasingtechnical

sophisticationofdefenceequipment,upkeep

andmaintenanceisessentialtoensureoptimal

performance.Aspartofthemediumtermstrategyand

annualplanningprocessanumberofmaintenance

programmeshavebeenputinplace.Inadditionto

internalmaintenance,maintenancecontractswith

externalprovidershavebeenputinplace.Forexample

in2005a‘powerbythehour’contractforspareparts

supportwasestablishedwithEurocoptertocoincide

withtheintroductionintoserviceoftheEC(P2)��5

helicopter.

Infrastructure and Facilities Developingandmaintaininginfrastructureand

facilitiestomeettheoperational,training,logistical

andadministrativeneedsoftheDefenceForces

remainsakeyobjectiveofthemodernisationprocess

undertheWhitePaper.TheDefenceForcesdevelops

itsinfrastructurethroughtheongoingreviewand

implementationofarollingfive-yearCapitalWorks

Programme.

Capital Infrastructure Developments.Fundingof_�9.48mwasmadeavailableforcapital

expenditureonbuildingsin2005,anincreaseof

almostamilliononthepreviousyear.Theprovision

andupgradingofaccommodationandtraining

facilitiescontinuedtobeaprioritywithotherprojects

26

27

alsobeingundertakentofacilitatetheefficient

managementoftheDefenceForces.

Majorprojectscompletedduring2005were:

n Theprovisionofaccommodationfacilitiesin:

- CasementAerodrome(�6Bed)

- SarsfieldBarracks,Limerick(49Bed)

- CustumeBarracks,Athlone(22Bed)

n TheprovisionofaHeatTargetRangeinTheGlen

ofImaalhasprovidedtheDefenceForceswith

extendedfacilitiesforanti-armourtraining.

RefurbishmentprojectswerecompletedattwoBrigade

HQsinCathalBrughaBarracksandinCustume

BarrackswhileanotherwascompletedattheDFTCHQ

inMcDermottBarracks.RefurbishmentoftheArmoury

andGuardroominDúnUíMhaoilíosa,Renmorewas

alsocompleted.

Theyearsawsignificantnewprojectsbeing

contractedforwithcompletionsscheduledfor2006.

Accommodationwasagainthepriorityandprojects

inthiscategorywerecommencedin:

CathalBrughaBarracks(�06Bed)

DefenceForcesTrainingCentre(��5Bed)

CustumeBarracks(�62Bed)

DúnUíMhaoilíosa(95Bed)

FinnerCamp(48Bed)

AnewSportsChangingFacilityfortheDFTCwasalso

commencedandwillbeavailableforSummer2006

whilsttheprojecttoprovideanewBrigadeHQand

MedicalFacilityintheoldhospitalbuildinginCollins

Barracks,Corkcommencedlatein2005.


27

ContextThepersonneloftheDefenceForcesareitsmost

valuableresource,andthustheeffectiveleadership

andmanagementofthatresourceisofcritical

importance.HumanResourceManagementisakey

aspectintheachievementoftheDefenceForces

rolesandmissionaslaiddownbyGovernment.This

isreflectedintheWhitePaper,whichemphasisesthe

importanceofofferingrewardingandchallenging

careerstoDefenceForcespersonnelandthe

importanceofacontinuousrecruitmentstrategy.

AHumanResourceManagementstrategyframework

documentfortheDefenceForceswaspreparedin2005

andwillbeissuedin2006.Thisstrategyframework

willpositiontheorganisationtomeetitsHRMneeds

indeveloping,motivating,andsustainingeffective

humanresourcestosupportthedevelopmentof

militarycapabilitiesanddeliveryofdefenceoutputs.

TheHRStrategycoverssuchareasasrecruitment

andretention,leadership,successionplanning,

performanceandcareermanagementandtraining

anddevelopment.




PlanfortheDefenceForces2005.

Progressisoutlinedagainsteight(8)DefenceForces

ObjectivesunderthisStrategicGoal,whichare:

�) TodevelopandimplementaDefenceForces

HumanResourceManagementStrategy.

2) TomaintainDefenceForcesstrengthatalevel

toeffectivelyaccomplishthismissionandroles

assignedbyGovernment.

�) TotrainanddevelopmembersoftheDefence

Forces,sothattheyfulfiltheirroleseffectively

andensurefulfilmentofindividualtrainingand

developmentalgoals.

4) Toencouragepersonneltosetandattaintheir

careergoalsandexperienceprofilesaligned

withDefenceForcesprioritiesthroughimproved

performanceandcareermanagement.

To recruit, develop, motivate and sustain effective human resources to support the delivery of military capability and defence outputs.

Strategic Goal 2

28

Highly

qualifiedstaff

intheHRMsectionenhance

theDefenceForceseffortstoachieveHRM‘best

practice’standards.ThisphotoshowsComdt.TonyMcKennawho

holdsaM.B.S(HRM)andCaptAnitaHoganwhoholdsaM.Sc(Workand

OrganisationalPsychology).

5) Todevelopandpromotepositiveworkrelations

andasecureandsupportiveworkingenvironment

forallmembersoftheDefenceForces.

6) Toprovideafirstclasshealthcaresystemathome

andoverseas.

7) Topromoteandsustainadequatelevelsofhealth

andfitnessofDefenceForcespersonnelinorder

tosupporttheDefenceForcesintheexecutionof

theirassignedroles.

8) Tomodernisethedisciplinarycodeandprocedures

oftheDefenceForces.

HRM Strategy Development & ImplementationThenewlypreparedcomprehensiveHumanResource

ManagementStrategyisfocusedontheessential

HumanResourceoutcomesofprovidingcompetent

andcommittedpeoplewhocontributetoimproved

defencecapabilityandservices.Thisstrategyoutlines

theDefenceForcesHRMObjectives,KeyTargetAreas,

StrategiesandInitiativesandrelatedPerformance

Indicators.Manyoftheinitiativesoutlinedinthe

HRMStrategyhavecommencedin2005andwill

besignificantlyadvancedfollowingitspublication

in2006.Anumberofotherkeyareasthatarevery

importanttooverallDefenceForcesHRMstrategy

implementationare;HRM‘bestpractice’compliance,

HRMadministrativesupport,theGovernment

‘ModernisationAgenda’andtheintroductionofthe

OmbudsmanfortheDefenceForces.

HRM ‘Best Practice’ ComplianceTheDefenceForcesevaluatesprogressintheHRMarea

usingbothinternalandexternalassessment.

AspartofthisassessmenttheDefenceForcesnow

aimtoachievethe‘ExcellenceThroughPeople’Award,

whichisIreland’sNationalStandardforHuman

ResourceManagement.Theprocessofattainingthis

awardbeganin2005withafeasibilitystudy.Asan

initialgoalitisplannedtoachievetheawardin2006

forvariousregionalelementsoftheDefenceForces.

HRM Administrative SupportThedeliveryofeffectiveandefficientadministrative

supportintheimplementationofHRMstrategywas

addressedin2005throughthefurtherdevelopment

ofourInformationTechnologynetworkandthe

PersonnelManagementSystem(PMS)aspartof

theongoingimplementationandrolloutofthe

ManagementInformationFramework(MIF).

Personnel Management SystemTheoverallobjectiveofthePersonnelManagement

System(PMS)istoassistinthestreamliningofUnit

administrationintheDefenceForceswithaviewto

facilitatinginformeddecision-makingthroughaccess

torepositoriesofaccurate,timelyandrealtime

information.Theresultwillbeenhancedtransparency

andefficiencyleadingtoimprovedvalueformoney.


29

�0�0

ThePMShasbeenrolledouttoallofthePermanent

DefenceForceunits.Therangeoffunctionalityincludes

adatabaseofallmembersoftheDefenceForceswhich

outlinespersonaldetails,medicalstatus,healthand

safety,rangepracticeresults,timeandattendance,leave,

securitydutyadministration,overseasservicerecordand

Unitreturns.

UserTrainingwasinitiallyconductedatTheMilitary

AdministrationSchoolintheDefenceForcesTraining

Centre.ThishasnowbeendevolvedtoBrigadesand

Services.

Thepaper-basedUnitadministrativesystemhasnow

beenradicallystreamlinedwiththedevelopmentofthe

PMS.ElectronicUnitadministrativeinspectionshave

beenfacilitatedthroughtheuseofthenewautomated

systemandthishasengenderedthegrowthofamore

proactiveadministrativeculturewithintheDefence

Forces.ItsintegrationintotheManagementInformation

Frameworkcommencedin2005.

Modernisation AgendaTheReviewGroupestablishedtoverifyprogresswith

theimplementationoftheDefenceForcesAction

Plan,preparedonfootoftheGovernment’sSocial

PartnershipAgreement–‘SustainingProgress’,recorded

furthersignificantadvancementintheDefenceForces

modernisationprocess.

Ombudsman - Defence ForcesTheestablishmentandappointmentofanOmbudsman

fortheDefenceForcesonthe�stofDecember2005

marksawelcomeadditiontothelongestablished

grievanceprocedureswithintheDefenceForces.

ConsequentlyarevisedAdministrativeInstructiononthe

DefenceForcescomplaintsprocedurewasdeveloped

andalsobecameeffectivefrom�stofDecember2005.

TheOfficeoftheOmbudsmanisanindependent

statutorybody.WithintheestablishedRedressofWrongs

procedurepersonnelmayforwardcomplaintstothe

Ombudsman’sofficeiftheyfeeldissatisfiedwiththe

responsetheyreceivedfromthemilitaryauthoritiestoa

formalcomplaintunderDefenceActprovisions.

Redress of Wrongs SystemAtotalof25applicationsforRedressofWrongswere

receivedandprocessedin2005.Thisrepresentsaslight

decreaseon2004.Themajorityofredressesrelate

primarilytocareerdevelopmentmatters,(seeFigure

4.�).Reviewsofcareerdevelopmentissues,suchasthe

criteriaforselectionofpersonnelforpromotion,for

careeradvancementcoursesandforoverseasservice

commencedin2004toaddressthemajorcategories

ofcomplaintsreceivedanddiscussionsarecurrently

ongoingwiththeRepresentativeAssociations.

Organisational Strength and RecruitmentTheWhitePaperonDefence2000highlightedthe

importanceofacontinuousrecruitmentstrategyto

0 5 10 15 20 25 0 5 10 15 20

2005

Others

Interpersonal Relations

Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539

Total Strength 10,446

Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400

Pte to Cpl Cpl to Sgt

Sgt to CS/CQMS CS/CQMS to BSM/BQMS

0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005

Army Naval Service Air Corps

4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17

Instrumentalist DFSM (5)Medical Officers (4)

Marine Engineers (1)

Cadets (55)

Heavy Veh Mechanic (20)

Aircraft Mechanic (8)Tech Officers DFSM (2)

2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

OmbudsmanPaulyn

MarrinanQuinn,S.C.,

F.C.I.ArbwithOfficersand

NCOsofthe4WBde.

��


��

maintaintheestablishmentoftheDefenceForces

at�0,500.ItauthorisestheChiefofStafftocontrol

automaticrecruitmentandtheadvertisingbudgetfor

thisisdelegatedtohim.

TheeffectivemanagementofthestrengthoftheDefence

Forcesisimportant,asthenumber,skillsandefficiency

ofpersonnelservingdeterminesthenatureofthe

contingentcapabilityandtheabilitytoeffectivelycarry

outassignedtasksandroles.Theattractionofsufficient

numbersofpeoplewiththerequirededucationaland

physicalfitnessstandardstoserviceintheDefence

ForcesisacornerstoneoftheHRMStrategy.Duetothe

trainingandinvestmentrequiredforpersonneland

ever-increasingmulti-skillingdemandsonthem,the

DefenceForcesmustensurethatitselectsthemost

suitablepeoplethroughimprovedselectionprocedures.

Astrategythattargetedtheseareasofrecruitmentand

selectionwasfurtherdevelopedduring2005toincrease

theoverallstandardofapplicant.

Personnel NumbersTheoverallstrengthofthePermanentDefenceForce

wasmaintainedwithinthepermittedfigureof�0,500in

2005.Atyear-endthestrengthwas�0,446.

Recruitment and RetentionRecruitment

ThepersonneloftheDefenceForcesareakeyelement

ofmilitarycapabilityandmustbeeffectivelymanaged

toensuretherightmixandqualityofhumanresources.

Ultimatelysuccessinthisareawillbeassessedinterms

ofrecruitingtherightqualityandquantityofpersonnel

tofillvacanciesandthedegreetowhichstrengthtargets

aremetacrossallUnitsandFormations.

During2005theDefenceForcescontinuedtoface

thechallengesofrecruitingfromadecreasingpoolof

availablecandidates.Inreplenishing5.�%turnovera

totalof479personnelwererecruited,brokendown

intoGeneralService(�84)andSpecialists(95).Aseries

ofcross-mediaadvertisingcampaignsforbothGeneral

ServiceRecruitmentandSpecialistCompetitionswas

undertaken.Electronicandprintmediawereutilised.

Inaddition,visitstoPost-PrimarySchoolsandThird

LevelInstitutionswereundertakenbyregionalrecruiting

teams.PublicitywasalsosoughtthroughthePublic

RelationsSectionandanumberofarticleswerefeatured

intheprintmediawhilesomeradiointerviewswerealso

conducted.

ThetwonationalCareersExhibitions,inwhichthe

DefenceForcesparticipated,werethe‘HigherOptions’

ExhibitionintheRDS,Dublinandthe‘Opportunities

2005’ExhibitioninCrokePark,Dublin.Feedbackfrom

theseexhibitionswaspositive.Participationintheseand

otherevents,aspartofouroverallrecruitmentstrategy,

iscontinuallykeptunderreview.

AninteractiveApplicationFormwasdevelopedfor

allcategoriesofcompetitionandwillbefeaturedon

theDefenceForceswebsitefromFebruary2006.All

categoriesofcompetitionforentryweresubjectto

interview,andtestingwasundertakeninallcases

bytrainedpersonnel.

General Service

Aprojectedtargetofinductinganestimated�70

personnelforGeneralServicewassetatthebeginning

oftheyear.Theout-turnshowsthat�84personswere

actuallyrecruitedtoreplacelossesinthiscategoryin

2005.TheDefenceForcesreceived�,�25applications

forenlistment,whichindicatesthatGeneralService

continuestobeanattractivechoiceofemployment.

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

�2�2

Note:NorequirementforGeneralServiceintakeintoAirCorpsin2002,

200�,2004&2005.Plannedinductionscheduledin2006.

Induction Training Discharges

OverthepastfouryearstheDefenceForceshas

averagedalossof20%ofpersonnelduringtraining,

alowerpercentagethanothermodernarmedforces.

AnewelementtotheRecruitSyllabusintroducedin

2005allowsfora2-week‘trialperiod’priortothestart

ofRecruittrainingwhereindividualscandecideifthey

aresuitedtoa‘LifeLessOrdinary’.

Analysis of Intake Versus Discharges

Year Intake Discharge

during Induction

Training

Discharge as %

of Intake

200� 827 257 ��%

2002 500 9� �7%

200� 4�6 80 �8%

2004 57� �� 2�%

2005 �84 87 22%

Previouslynostatisticaldatawasgatheredfrom

personswhoexitedtheorganisationduringtraining.

HoweverthemostrecentfeedbackfromapilotExit

QuestionnaireforRecruitsindicatedthat�5%citedan

improvedjobofferwhile2�%statedthatthejobdid

notmeetexpectations(disruptiontofamilylife,harder

thanexpectedorboredom).

AnExitquestionnairewasdevelopedin2005andall

personsdepartingtheDefenceForceswillcomplete

this.Thiswillprovidesolidfeedbackwherebyissues

raisedconcerningtheearlyformativedayscanbe

addressed.

Retention

Whileacknowledgingthatahealthylevelofturnover

isimportant,keepingthebestpeopleandensuringa

goodreturnfromtrainingandeducationinvestment

inhumanresourcesisakeyresultareafortheDefence

Forces.Theoverarchingstrategytoachievethis

reliesonthesuccessfulimplementationoftheHRM

strategyfromrecruitmentthroughtoexit.Additionally

intermsofmilitarycapabilitytheDefenceForces

mustaimtomaintainageprofilesinlinewiththe

recommendationsoftheWhitePaperonDefence2000.

Inrecentyearstherehasbeenasignificantdecrease

inturnoverratesinallservicesbutparticularlyin

theArmyandtheNavalService,withArmyturnover

ratesof9.5%in200�reducingtojustover5%in2005

(SeeFigure4.4).Factorscontributingtothisreduction

includeimprovementsinpay,betterconditions

ofservice,avarietyofoverseaspeacekeeping

opportunities,thechangingcultureoftheworking

environmentandupgradedfacilities.

Note:Turnoverisasapercentageofstrengthatstartoftheyearfor

eachcategory

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

Table 4.1

��


��

Specialist Recruitment

SpecialistrecruitmentrelatestoOfficerCadets,Direct

EntrantsandApprentices(Technicians).Figure4.5

belowshowsthenumberofspecialistinductedinto

theDefenceForcesduring2005:

Officer Cadets

TheDefenceForcesembarkeduponapolicyof

wideningthebaseofentrytoofficercadetships

byincreasingthebonusmarksavailableforboth

graduatesandservingsoldiersandincreasingthe

upperagelimittotwenty-eight.Thenumberof

applicationsforofficercadetshipsin2005increased

by9.�%andtherewasasignificantincreasein

applicationsfrombothgraduatesandservingsoldiers.

Overseas Deployments

�,4�2membersoftheDefenceForcesdeployedto�8

differentMissionsin2005(�7%oftheArmy).TheHRM

SectiononbehalfofDCOS(Sp),alongwithFormation

andUnitCommandersareprimarilyresponsiblefor

theselectionofpersonnelforoverseasservice.The

selectionphase,involvingensuringreasonabletime

betweentoursoverseasaswellasadministrative

aspectoffitnesstests,medicalexaminations,dental

inspections,issueofclothingandequipmentand

processingofpassports,iscriticaltoproducing

appropriatelypreparedpersonnel.

Personnel Selected & Deployed to Overseas

Missions 2005

Mission Offrs NCOs Ptes Total

UNIFIL � � 6

UNMIL 48 2�4 5�0 8�2

UNTSO 7 7

MINURSO 8 8

UNMIK 2 2 4

MONUC 6 6

UNOCI 4 4

EUFOR �0 80 2 ��2

KFOR 56 �70 200 426

OSCE 8 8

EUMM 5 5

ISAF �2 9 2�

EUSudan&DITF 4 2 6

UNNY � �

UNDPKO � �

OSCEVienna � �

EUMS 2 2

PfP/NATO 2 2

Total Required ‘05 200 500 732 1,432

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

CadetTrevorGethinsis25yearsold

andcomesfromLifford,Co.Donegal.

HeenlistedintotheDefenceForces

in200�andfollowingrecruit

trainingwaspostedtothe4th

CavSqn,Longford.Aspartofthe

DefenceForceseducationscheme

hecompletedhisLeavingCertificate

in2004.Heservedoverseaswith

the9�rdInfBninLiberiain2005.

InOctober2005hewasawardedan

OfficerCadetshipandiscurrentlya

memberofthe82ndOfficerCadet

Class.

CadetMartinCrumlishis25years

oldandcomesfromMoville,Co.

Donegal.Followingcompletionofhis

LeavingCertificatein�998hestudied

attheUniversityofUlsterand

graduatedwithaB.Sc.inComputer

Science.InOctober2005hewas

awardedanOfficerCadetshipand

iscurrentlyamemberofthe82nd

OfficerCadetClass.

Table 4.2

�4�4

Whilethemaximumnumberdeployedoverseasat

anyonetime,during2005,was772,thenumber

ofpersonnelrequiredtobeselectedanddeployed

annuallyisgreater,thisisduetovaryinglengthsof

toursofdutyoverseasinlinewithrotationpolicy

(Forexample,deploymentstoUNMILandKFORwith

strengthsof406and2��respectivelyarecarriedout

twiceannually).Therequirementtotrainforand

deployoverseasremainsakeyoperationaloutputof

theDefenceForcesandthusanimportantchallenge

forHumanResourceManagers.

Human Resources Training and DevelopmentAkeycomponentofHRpolicywithintheDFistraining

andcontinuousprofessionaleducation.Itisthe

missionofDefenceForcesTrainingSectiontoseek

todeveloptheenvironment,encompassingdoctrine,

traininginfrastructure,andindividualandcollective

training,inordertoenhanceoperationaleffectiveness.

ToachievethisgoaltheAnnualTrainingDirective2005

establishedtheDefenceForcestrainingplanforthe

yearandassignedresponsibilitiesforthetrainingof

individualsandunits.Thistrainingplancoversthefull

spectrumofDefenceForcesoperations,conventional,

ATCP,PeaceSupportetc.

EducationandtrainingofDefenceForcespersonnel

isconductedbothinternally,withinthetraining

establishmentsoftheDefenceForces,andexternally

innonDefenceForcesInstitutionsbothathome

andabroad.CourseswithintheDefenceForcesfocus

oncoremilitaryskills,careercourses,management

trainingandinductiontraining.Themajorityofthis

trainingisconductedintheDefenceForcesTraining

Centre,theBrigadeTrainingCentres,theNavalCollege

andtheAirCorpsCollege.

ThebreakdownofpersonnelundergoingCareer

MilitaryEducationalTrainingCourses(brokendownby

formation)during2005isillustratedinTable4.�:

Type of Course DFTC AC NS 2 E Bde 1 S Bde 4 W Bde Total

Career-Officers ��7 5 �0 �52

Career-NCO’s 85 �5 66 68 5� �07

Career-Privates 8� 276 99 �� 489

Management-Officers 60 60

Management-NCO’s 22 �5 �7

Cadets �57 22 27 206

Recruits 58 52 �08 �44 �0 592

Apprentices/Technician

Training

22� �2 2��

Studentsofthe6�stCommandandStaffCoursereceivetheir

MA(LMDS)atNUIMaynooth.

Table 4.3

�5


�5

WhereexpertiseorskillsarerequiredwithintheDefence

ForcesbuttheDefenceForceslacksthecapacitytotrain

personnelaccordingly,trainingisconductedexternally.A

widerangeofskills,military,academicandtechnicalare

acquiredbyDefenceForcespersonnelthroughanumber

ofcomprehensiveschemessuchastheAdultEducation

SchemeandtheCoursesNecessaryforDefenceForces

RequirementsScheme.

PersonnelfromtheDefenceForcesparticipatedin

graduatecourses,postgraduatecourses,conferences,

visitsandseminarsbothathomeandabroadthrough

whichtheDefenceForcesobtainednecessaryskills,

qualificationsandexternalvalidationofitsapplicationof

internationalbestpractiseinanumberofcrucialareas.

Table4.4outlinesthebreakdownofexternalcourses

conductedbyDefenceForcespersonnelin2005.

Table 4.4

Type of Course Personnel

ThirdLevelCourses–FullTime �07

ThirdLevelCourse–PartTime �5

ExternalCoursesOtherThanThird

Level

��8

Initial Training of Defence Forces PersonnelThemannerinwhichinitialtrainingisconducted,and

specificallythemannerinwhichtraineesaretreated,

willleavealastingeffectonthenewentrants.Defence

Forcesinitialtrainingsystemsarekeptundercontinuous

reviewwiththeemphasisonthedutyofcareofthe

DefenceForcesforthewelfareofthoseintraining,while

alsoensuringthatsoldiersareproperlypreparedforthe

hazardstheymaymeetinoperations.

Leadership DevelopmentDuring2005theLeadershipCentreintheDefence

ForcesTrainingCentreconductedarangeofseminars

andworkshops.Instructiononleadership,group

dynamics,thepsychologyoflearningandHRissuesin

thetrainingenvironmentwerealsodeliveredtothe�st

AdvancedInstructorsCourse,whichincludedpersonality

questionnairesandfeedbackinterviews,conductedwith

aviewtoenhancingself-awarenessandencouraging

personaldevelopment.Casestudyworkshopsfocusing

onbullying,harassmentandsexualharassmentwere

conductedbytheDefenceForcesEqualityOfficerandthe

DefenceForcesPsychologist,aspartoftheprogrammeof

theLeadershipCentre.

Performance and Career ManagementAcriticalfeatureinmilitaryperformanceandcareer

managementisthedevelopmentoftransparentand

consistentmeasureofperformance.Thelinkingof

advancementanddevelopmentopportunitiesto

performanceiscentraltoHRM.Thestandardsexpected

andobligationsonDefenceForcespersonnelare

communicatedthroughinductionanddevelopmental

courses.Standardsarealsocommunicatedthroughthe

annualappraisalprocesswhichisformallydocumented

andthroughtheday-to-daymanagementprocesses.

Performance Appraisal InthecaseofOfficers,thecontinuousappraisalsystem

isformallylinkedtothepromotionsystem.Arevised

linkofappraisaltopromotionforNCOsandPrivates

wasdevelopedinHRMSectionin2005withthereview

oftheexistingPerformanceAppraisalReportand

PromotionSystemandthisisnowintheC&AForumfor

discussionwiththeRepresentativeAssociation.Infurther

developingtheDefenceForcesappraisalsystemthe

InterpersonalSkillsforLeadersprogramwascontinuedin

2005ineachFormation.

Career ManagementEnlisted Personnel Promotion

�0�enlistedpersonnelwerepromotedin2005.The

declineinthenumberofpersonneldischargedfromthe

DefenceForces,particularlyinthehigherranksoverthe

last4yearsisreflectedbythesefigures(Seefigure4.6).

StudentsoftheStandardNCOsCoursereceiveaHETACHigherCertificateinMilitaryStudiesonGraduation.

�6�6

Career Advancement Courses for Enlisted

Personnel

Therehasbeenasignificantreductionincareer

advancementcoursesforenlistedpersonnelinthelast

4yearsinlinewithdecreasesinturnoverparticularly

inthemoreseniorNCOranks,theeffectofwhich

cascadesdownthroughtheNCOranks.

Officer Promotion Competitions 2005

ThenewOfficerpromotionsystem,whichwasagreed

in2004forArmyandAirCorpsOfficerpromotion,

wasfurtheradvancedin2005withtheagreement

oftheNavalServiceOfficerpromotionsystembythe

PromotionReviewSub-CommitteeofC&ACouncil.

Officers Career Courses

Twoparticularcoursesareanessentialrequirementfor

promotion.In2005,atotalof2�Officerscompleted

theCommand&StaffCoursewhile25Officers

completedtheJuniorCommand&StaffCourseinthe

MilitaryCollege.

Reserve Defence Force (RDF)

Re-organisation

AsysteminrespectofpromotionfromCommandant

tothenewRDFrankofLieutenantColonelwas

developed,agreedwithReserveDefenceForce

RepresentativeAssociation(RDFRA)andformalised

withtherelevantAdministrationInstructionbeing

issuedinAugust2005.PromotionBoardswerethen

appointedandtrained,andlaterconductedinterviews

intheBrigadesandDFTCtheoutcomeofwhichsaw

thesuccessfulcandidatesbeingpromotedonthe�st

ofOctober2005,thedayofthelaunchofthe

re-organisedReserveDefenceForce.

Provision of a Safe and Supportive Work EnvironmentAsafeandsupportiveworkenvironmentisahigh

priority.Progressin2005isassessedunderthe

followingheadings:

n Equality&DignityintheWorkplace

n DefenceForcesPolicyonGenderEquality

n Diversity

n Work-Lifebalance

n Communication

Equality and Dignity in the WorkplaceAnumberofkeyareaswereadvancedin2005relating

toEqualityandDignityintheworkplace.

n TheDefenceForcescarriedoutawarenessbriefings

onallmattersrelatingto‘TheResponsetothe

ChallengeofaWorkplace’withallformations

andservicesbetweenOctober2004andJanuary

2005,whilebriefingsformembersoftheReserve

DefenceForcewereconcludedbytheendofthe

SummerCampsinlateAugust2005.

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

�7


�7

n ASeniorOfficerwithintheDefenceForcesHuman

ResourceManagementSectionatDefenceForces

Headquarterswasassignedresponsibilityforand

taskedwithadvancingEqualitymatters.

n TheDefenceForcesOmbudsmanwasappointedon

the�stofDecember2005.

n AfastdevelopingreviewofDefenceForces

regulationsandprocedureswillensurecompliance

withEqualityandEmploymentlegislation.

n DefenceForcesrecruitmentandcompetitions

procedureswerereviewedin2005andbarriers,

andperceivedbarriers,thatmightbeconsidered

discriminatorywereremovedfromtheinduction

andrecruitmentprocess.

n TheDesignatedContactPersons(DCP)process,

whichaimstoprovideavoluntaryinformal

resourceforpersonnelofanyrank,whomay

wishtodiscussanincidentofallegedbullyingor

harassmentorsexualharassment,wasfurther

progressedwithitsformallaunchinSeptember

2005.ThetrainingofDCPsandDCPTrainerswas

progressedandtheConsultativeTeamatNational

levelchairedbytheDirectorofHRMSection,

asenvisagedbythe‘ResponsetotheChallenge

ofaWorkplace’Report,wassetupandisfully

functional.

n TheEqualityAwarenessprogrammecontinuesto

berolled-outand,asapriority,hasfocusedtodate

ontheBrigadeandFormationCommandersand

theirHumanResourceandrecruitmentstaff.The

overalltargetistoembedequalityineverylevel

andfacetoftheorganisation.

Defence Forces Policy on Gender EqualityIntheDefenceForces,menandwomenhave

‘equalityofopportunity’foremploymentandcareer

advancementonthebasisofmeritandability.This

policyensuresthatdifferencesbetweenmenand

womenarenotusedunjustlyorunfairlytofavour

amanoverawomanorawomanoveraman.

Discriminationisprohibitedandallappointmentsand

ranksareopentoqualifiedpersonnelirrespectiveof

gender.ItisDefenceForcespolicythatallmembers

havearighttobetreatedwithrespectanddignityand

tocarryouttheirdutiesfreefromanyformofsexual

harassment,harassmentorbullying.Thiscommitment

requiresallpersonneltotreatcolleagueswithrespect

andensurethattheirownactionsandbehaviour

donotcauseoffenceorcontributetounacceptable

behaviour.

ThoseapplyingforGeneralService(maleandfemale)

areinterviewedattheendofeachrecruitment

campaignandarethenselectedonanequal

opportunitybasisandlistedinorderofmerit.Theyare

thencalledforenlistmentstrictlyincompliancewith

thislist.

Figure4.8belowillustratesthatfemalenumbershave

increasedfrom4.4%ofoverallstrengthin200�to5%

in2005.ThestrengthoffemalesintheAirCorpshas

notreachedthesamepercentageasintheArmyand

thisstemsfromthefactthattherewasnoGeneral

ServicerecruitmentintheAirCorpsfrom2002to2005.

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

TheMinisterforDefence

Mr.WillieO’DeaT.D.withfemale

NCOsduringarecentvisittoKosovo.

�8�8

Figure4.9belowillustratesthestrengthoffemale

OfficerCadetsasapercentageofArmyOfficerCadet

strength.

WhilefemaleapplicantsforGeneralServiceare

relativelylowtheDefenceForceshas,infiveyears,

doubledtheaveragepercentageintakeoffemale

OfficerCadets.Thisrepresentstheattainmentof

animportantequalitygoalinthatfemalejunior

commanders(supervisorsanddecisionmakers)are

beingpostedtoandareservinginlineUnits.

DiversityTheDefenceForcesconformstocurrentemployment

andequalitylegislationandadherestothe

Governmentstatedpolicyondiversity.Current

practicesintheDefenceForceshaveasabasisthe

mainobjectivesoftheGovernment’scommitment

ondiversity.AsearlierindicatedDefenceForces

recruitmentandcompetitionswerereviewedand

barriersandperceivedbarriersthatmightbe

considereddiscriminatorywereremovedfromthe

induction/recruitmentprocess.TheDefenceForcesis

committedtoembracingtheemergingdiversityinIrish

society.

Work-Life Balance TheDefenceForcescontinuedtoimplementvarious

work-lifebalanceinitiativesinlinewiththemilitary

ethosandcapabilityoutputs.

Table 4.5

Work-Life Balance

Leave Category Officers Enlisted

Personnel

Adoptive - �

Carers - �

Maternity �� 28

UnpaidMaternity 4 �

Ante/PostNatalCare - �

Paternity 24 84

TermTime 2 6

Inadditiontowork-lifebalancepolicydevelopment,

theDefenceForcesalsoprovidesanumberofwelfare

services.WelfareintheDefenceForcesconsistsofall

means,whichenrich,developorenhancethequality

ofthelivesofpersonnelandtheirfamilies.The

DefenceForcesoperatesaPersonnelSupportService

(PSS),whichisaconfidentialinformation,education,

supportandreferralservicedesignedtogiveour

personnelaccesstoinformationandservicesboth

fromwithinthemilitarycommunityandoutsideit.

TheDefenceForcescontracted‘StaffCare’toprovide

anindependent‘Helpline’andconfidentialcounselling

service,externaltotheservicesprovidedbythePSS,

forpersonnelinneedofemergencycounselling.This

serviceiswidelypublicisedwithintheDefenceForces.

Thenumberofcallsin2005isanindicatorofthelow

levelofworkplaceinterpersonalissuesnowbeing

encountered.

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25

% C

adet

Str

engt

h

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2002 2003 2004 2005

2004

2003

2002

Army 8,539


Naval Service 1,055

Air Corps 852

0

50

100

150

200

250

300

350

0

50

100

150

200

250

300

350

2 E Bde

1 S Bde

4 W Bde

DFTC

NS

0

50

100

150

200

250

0

50

100

150

200

250

Potential NCOs Cse

2002 2003 2004 2005

Standard NCOs Cse

0 100

2005

2004

2003

2002

200 300 400 500 0 100 200 300 400



0 5 10 15 20 25 30 350 5 10 15 20 25 30 35 40

Personal Work

2

3

4

5

6

7

8

9

10

2

3

4

5

6

7

8

9

10

2001 2002 2003 2004 2005


4

5

6

4

5

6

% C

adet

Str

engt

h

2005 11 9

2004 19 17



Cadets (55)



2001 2002 2003 2004 2005

0

5

10

15

20

25

0

5

10

15

20

25%

Cad

et S

tren

gth

2001 2002 2003 2004 2005

Perc

enta

ge T

urno

ver

�9


�9

CommunicationPartnership (C&A)

TheDefenceForcesPartnershipSteeringGroup

continuedtomeetonaregularbasisandestablished

anumberofsub-committeeswhichdealtwith

specificissuessuchastherolloutofthePartnership

Frameworkintheorganisationandchildcarefacilities.

TheBrigade/ServicesPartnershipCommitteeswere

establishedthroughouttheorganisationandthese

committeeswillundergoformaltraininginthe

PartnershipConceptin2006.

FOI Requests

TheFreedomofInformationOfficereceivedatotalof

2�9requestsin2005,whichrepresentedanincreaseof

�7requests(�8%)on2004.Theincreaseinrequestsin

2005isattributabletothenumberofapplicationsfrom

unsuccessfulcandidatesinthe2005CadetCompetition

whorequestedfeedbackontheirperformance.

Journalistsmade6requests,businessgroupsmade4

requests,servingpersonnelsubmitted�07requests

and�22requestscamefromothersourceswhich

includedformermembersandfamiliesofdeceased

formermembers.

Table 4.6

Journalists Business Staff Others Total

2004 � � ��6 80 202

2005 6 4 �07 �22 239

Decisionsweremadeon2�5requestsduringtheyear

(andonerequestwastransferredandonerequest

waswithdrawn).�05requests(45%)weregranted,75

requests(�2%)werepart-grantedand�8requests(7%)

wererefused.�7requests(�6%)weredealtwithoutside

ofFOI,whichoriginatedmainlyfromunsuccessful

applicantsfortheCadetCompetition.�2requests(5%)

werereceivedforInternalReviewandfiverequests

wereacceptedbytheInformationCommissioner.

Table 4.7

Granted Part

Granted

Refused Transferred Withdrawn Total

2004 84 77 24 � �9 207

2005 �05 75 �8 � � 200

Duringthesummerof2005,internalprocedures

wereamendedtoallowservingpersonnelaccessto

theirpersonalfileatUnit,BrigadeandDFHQlevels.

Itisexpected,therefore,thatthenumberofrequests

forpersonalinformationfromservingpersonnelwill

decrease.

Table 4.8

StatusofInformationRequests

RequestsLive0�.0�.2005 7

Numberofrequestsreceived2005 2�9

NumberofDecisionsmade2005 2�5

TransferredandWithdrawn 2

NumberofrequestsLive��.�2.2005 9

Health CareDefenceForceshealthandfitnesspolicyaimsto

encourageahealthylifestyleforallpersonnelthrough

theuseofannualfitnesstesting,healthrelatedfitness

assessmentandthroughthedevelopmentofsports

policyandhealtheducation.ThereviewofDefence

Forcesmedicalservices,inpartnershipwiththe

RepresentativeAssociations,continuedin2005andwill

befinalisedin2006.Itwillseekasaprioritytoaddress

theshortageofdoctorsintheDefenceForces.Itwill

formthebasisoftheDefenceForcesHealthPolicy.

4040

Health & Fitness

Defence Forces Fitness Testing Table4.9belowoutlinesthepercentageofDefence

Forcespersonnelwhosuccessfullycompletedthe

DefenceForcesfitnesstestfrom2002to2005.

Table 4.9

Formation 2002 2003 2004 2005

�SBde 79% 72% 70% 68%

2EBde 56% 79% 68% 69%

4WBde 80% 69% 72% 70%

DFTC 62% 55% 49% 5�%

NavalService 4�% �8% �7% 46%

AirCorps 40% 62% 54% ��%

Total 64% 70% 62% 63%

Compulsory Random Drug Testing TheDefenceForcescommencedthethirdyearof

CompulsoryRandomDrugTesting(CRDT)in2005.

TheDefenceForcesDrugTestingTeamconductedall

testingoperationsinaccordancewithEUguidelines

forlegallydefensibleworkplacedrugtesting.Inthe

testingyear�,2�8personnelweretested(�,�84PDF

and54RDF)ofwhom7PDFpersonneltestedpositive

forcontrolledsubstances.Administrativeprocedures

wereinstigatedimmediatelyagainstthosethattested

positive.Table4.�0showstestingresultsfrom200�to

2005.

Table 4.10

Compulsory Random Drug Testing

Year Total

Tested

Positive

Tests

Administrative

Discharge

Scheduled/

Completed

200� �086 4 4

2004 ��0 4 4

2005 �2�8 7 7

Defence Forces Sports, Defence Forces Athletic Association (DFAA) & Conseil International Du Sport Militaire Participation (CISM)Thosevaluesthataremostreadilyassociatedwith

sportingprowessandabilityarealsothosethatare

mostsynonymouswithandequallyvaluedinthe

militarysphereofendeavour.Theseincludeleadership,

teamwork,dedication,fitness,andstamina.TheDFAA

nowcatersforfourteendifferentteamsports,which

includesbothMen’sandWomen’steams.In2005a

totalof27DefenceForceschampionshipstookplace,

and��representativegamesinalldisciplines.

TheInternationalMilitarySportsCouncil(Conseil

InternationalduSportMilitaire),knownbyitsacronym

“CISM”,isaninternationalsportsassociationopento

thearmedforcesofallnations.TheaimsofCISMare

todevelopfriendlyrelationsbetweentheArmedForces

ofmembernationsandpromotephysicaleducation

andsportsactivities.

In2005,theDefenceForcescompetedinatotalof

sevenCISMsportsandover�00personneltravelled

abroadrepresentingtheDefenceForcesinlocations

rangingfromKarachiinPakistantoSouthAfrica(See

table4.��over).TheDefenceForcesachievednotable

distinctionsbywinningtheDefenceForcesfirstCISM

GoldmedalintheBoxingChampionshipswithPte

HenryCoylewinninginSouthAfrica,andtheDefence

Forcessoccerteamwinningthebi-annualgame

againsttheFrenchforthefirsttimeinthehistoryof

thecompetition.

ThesixdisciplinesgovernedbytheDefenceForces

CouncilforAdventureTraining(DFCAT)support

confidencetrainingwhichisavitaldimensionof

militarylifewhereconfidenceinone’sphysical

andmentalabilityandequipmentisanessential

requirement.In2005anumberofcourseswere

conductedinallDFCATsports,toincreasethenumber

ofparticipantsandqualifiedpersonnelineacharea.

Theongoingprocurementofequipmentandcontinued

trainingofpersonnelthroughcoursesbothathome

andabroadwillcontinueinordertoensurethatbest

practiceandinstructionisavailabletoallDefence

Forcespersonnel.

PteHenryCoyle

celebratesonreceipt

ofhisgoldmedal.

4�


4�

Table 4.11 CISM Championship Events - 2005

Competition Competitors Location

Athletics-

Marathon

� CISMWorldC/ships

-Italy

Soccer 20 CISMBiannual-

France

Orienteering �2 CISMWorldC/ships

-Finland

Golf 6 CISMWorldC/ships

-Pakistan

RifleShooting 2 CISMC/ships-

Switzerland

Rugby 25 CISM-SouthAfrica

Boxing 2 CISMWorldC/ships

-SouthAfrica

Disciplinary Code & Administrative ProceduresIn2005theDefenceForcescontinuedtheprocess

ofreviewingitsDisciplinaryandAdministrative

Procedures.TheDefenceForcesLegalSectionin

conjunctionLegislationBranch,DODandtheOffice

oftheAttorneyGeneralundertookafundamental

reviewoftheDefenceForcesdisciplinarycode.This

reviewinvolvestheamendmentoftheDefenceAct,

withparticularreferencetoPartV-Discipline.The

subsequentamendmentoftheDefenceActwillbeput

beforetheOireachtasin2006.

TheDefenceForcescompletedreviewsofDefence

ForcesRegulationns(DFRs)relatingtotheintroduction

oftheOmbudsman(DFRA7),therestructuringofthe

ReserveDefenceForce(DFRR5)andtheintroduction

andTrainingofCadets(DFRA�).Additionallyanew

AdministrativeInstructionA�5wascompletedrelating

toOfficerpromotions.

TheDefenceForcesalsocommencedreviewsof

regulationsrelatingtoLeave(DFRA��),Criteriafor

continuanceinservice,extensionsandre-engagement

(DFAA�0)andDress(DFRA9).Reviewswerealso

commencedofAdministrativeProceduresrelating

toCompulsoryRandomDrugTesting(Administrative

InstructionA7,Chapter�)andOverseasService

(AdministrativeInstructionPart26).

ContextArticle29.�oftheConstitutionstates‘Ireland affirms its

devotion to the ideal of peace and friendly co-operation

amongst nations founded on international justice

and morality’.TheWhitePaperonDefence2000sets

outDefenceForcespolicyrequirementsinrelation

tointernationalandregionalresponsibilitiesarising

frommembershipoftheUNandourcommitment

toEuropeansecurity.TheDefenceForceshavea

proudtraditionofsuccessfulparticipationinpeace

supportoperations.Theoperationalexperience

gainedcontinuestoformasolidfoundationfrom

whichtofacethechallengesposedbythechanging

natureofinternationalconflictpreventionandcrisis

management.TheGovernmentdecidesonacase-by-

casebasiswhether,whenandhowtocommitDefence

Forcespersonneltosuchoperations.DefenceForces

participationisbasedonthetriplelock–Government

approval,DáilapprovalandUNauthorisation.

Thecontextforpeacesupportoperationshaschanged

significantlyfromearliermissionswhenconflicts

wereusuallyinter-stateandforcesnormallydeployed

followingapeaceagreement.Today’sconflictsare

moreoftenintra-stateorcivilwaroftenwithcross

borderdimensionsandifapeaceagreementisin

placeitisnotalwaysadheredtobyallpartiesto

theconflict.Theresponsetosuchsituationsisthat

peacekeepingmandatesarenowmorerobusttypically

underChapterVIIoftheUnitedNationscharter

andforcesmustbepreparedaccordingly.Ofthe�4

missionsthattheDefenceForcesnowparticipatein7

aredeployedunderChapterVIIoftheUnitedNations

Charter.

OneofthekeygoalssetoutintheWhitePaperon

Defence2000istheprovisionofalightinfantrybased

forcewithanappropriatelevelofallarmscapability

andtoprovidesufficientforcesandcapabilities

tomeetneedsathomeandtomakeasignificant

contributionabroad.Thesecapabilitiesareformally

expressedinourcommitmentstoInternational

Security,DefenceandCrisisManagementasfollows:

To participate in multinational peace support, crisis management and humanitarian relief operations.

42

Strategic Goal 3

n UNITED NATIONS STANDBY ARRANGEMENTS

(UNSAS):IrelandsubscribestotheUNSASunder

whichtheStateoffersupto850personnelon

overseasserviceatanyonetimeunderaUN

mandate.

n PARTNERSHIP FOR PEACE (PfP):Irelandhas

indicatedunderPfPthatitcanmakeavailableon

acasebycasebasisuptoanInfantryBattalion

GroupwithaNationalSupportElement(NSE),forPfP

activities.

n EU HELSINKI HEADLINE GOAL (HHG):850troopsare

offeredtotheHHG.Thetroopsareon�0daysNotice

toMove(NTM)fromthetimetheEuropeanCouncil

decidesthattheEUwilldeployaCrisisManagement

Operation.TheHHGPaletteofOffersprovidesfor

manycombinationsofunitsuptoamaximum

commitmentof850asshownintable5.�below.

Table 5.1

HHG Palette Of Offers

Type of Unit Strength

LightInfantryBattalion 650

LightInfantryBattalionGroup 750

LightInfantryCompany �00

Platoon–ArmyRangerWing 40

NBCPlatoon �0

TruckCargoContainerCompany �00

CIMICTeam �0

ExplosiveOrdnanceDisposalTeams �0

Augmentees �0

MilitaryPolice �0

Observers 20

Press/MediaGroup 06

InpreparationtomeettheseGovernmentcommitments

theDefenceForceshavedesignedaprocessthat

addressesandimprovesthesecapabilitieswithannual

DoctrinalReviews,OperationalAssessments,Mission

ReadinessExercises,OverseasDeployment,AfterAction

Reviews,LessonsIdentifiedandLessonsLearned.

In2005,OperationalAssessmentswereconductedto

determineprogressbeingmadeinregardtothe

preparationsfordeploymentofaStand-By-Battalion,

andotherelementsofthePaletteofOfferstothe

HelsinkiHeadlineGoal.Theaimoftheoperational

assessmentswastodeterminethestatusofBrigade

preparednessandoperationalreadinesstoparticipate

inoverseasoperations.Theassessmentswerean

in-depthexaminationofthelevelofpreparedness

oftheBrigadesintermsoftraining,personnel,

administration,logisticsandequipment.Theassessment

alsodeterminesCombatSupportandCombatService

Supportassetsthatcouldbedeployedandsustained.

TheresultsoftheOperationalAssessmentscanbeseen

inthesuccessfuldeploymentofunits,primarilyto

LiberiaandKosovobutalsotoBosnia&Herzegovina

andothermissionsoverseasasreferredtointhe

followingpagesofthissectionoftheAnnualReport.

Preparationsfortheprovisionofoverseasunitsare

basedonthe‘LeadBrigade’Conceptwherebynominated

Brigadeshavetheresponsibilityfortheprovisionofa

LightInfantryBattalionduringitsperiodonstandby

whichisnormallyforaperiodoftwelvemonths

incorporatingasixmonthpre-deploymentphasein

Irelandfollowedbyasixmonthdeploymentphase

overseas.Table5.2depictstheoperationoftheLead

BrigadeConcept.In2005theLeadBrigadeconcepthas

provedaneffectiveoperationaltoolinthepreparation

andprovisionofpersonneltomeetGovernment

commitmentstoUNSAS,PfPandtheHHG.


4�

44

Table 5.2 Lead Brigade Concept Periods of Stand-by & Deployment 2004- 2006

BDE/YEAR 2004 2005 2006

�SBDE KFOR

(Apr-Oct04)

UNMIL

(Dec04-Jun05)

KFOR

(Oct05-Apr06)

UNMIL

(May-Dec06)

2EBDE KFOR

(Oct0�-Apr04)

UNMIL

(Jun-Dec04)

KFOR

(Apr05-OCT05)

UNMIL

(Dec05-May06)

4WBDE UNMIL

(Dec0�-Jun04)

KFOR

(Oct04-Apr05)

UNMIL

(Jun-Dec05)

KFOR

(Apr06-Oct06)

DFTC TaskedwithsupportingtheLeadBdethroughout

Duetoitscurrentoverseascommitments,eachofthethreeDFBdeswilldeployasLeadBdetoeitherUNMILorKFORduringthecalendaryear.

DuringtheperiodimmediatelypriortodeploymenttheBdeinquestionwillbedesignatedasStand-ByBde.TheDFTCistaskedwithsupporting

therespectiveLeadBdes.

44




PlanfortheDefenceForces2005.Progressisoutlined

againstthree(�)DefenceForcesObjectivesunderthis

StrategicGoal,whichare:

�) Toprovidemissioncapablemilitarypersonnel,

logisticsandequipmenttofulfillinternational

security,defenceandcrisismanagement

commitments.

2) TotrainDefenceForcespersonneltocontemporary

peacesupportstandardsincludinginteroperable

capabilitiesthatwillreadilyintegratewithother

armedforcesintheconductofmultinational

operations.

�) TocontributetothedevelopmentoftheEU

SecurityandDefencePolicy(ESDP).

Peace Support OperationsPeaceSupportOperations(PSO)mandatesare

increasinglyrobustandcomplex.Itisessential,

therefore,thatpersonneldeployedtothesemissions

arepreparedinaccordancewithawell-developed

threatassessment.Itisalwaysadvisabletoprepare

foraworst-casescenarioparticularlyinthecaseof

UNoperationswhereoutoftheatrereserveforces

arenotusuallymaintained.Thepreparationand

maintenanceoftheDefenceForcesalongconventional

linesfacilitatestheprovisionofthesepeacesupport

units,togetherwiththeuseofwell-preparedmission-

readinesstrainingexercisesandevaluation.Inthis

regardthereisconsiderablecrossoverbetweenthe

outcomesinStrategicGoal�andStrategicGoal�.

Thisisalsotrueintheareaoflogisticsdevelopment.

During2005,theDefenceForcescontinuedto

deploypersonnelonUNauthorisedpeacesupport

missionswiththeUNinLiberia,theEUinBosnia&

45

Herzegovina,NATO/PfPledmissioninKosovoand

withOSCEintheBalkans/EasternEurope.Inaddition

individualpersonnelandteamsmadevaluable

contributionsinplacesrangingfromAfghanistan,

Sudan,andDemocraticRepublicoftheCongo,The

IvoryCoast,WesternSahara,IndonesiatotheMiddle

East.In2005atotalof2059DefenceForcespersonnel

servedoverseaswiththreemaintroopcontributing

missions:

n UNMIL-��08

n KFOR-6�9

n EUFOR-��2

Meeting Government Commitments - Operations In2005theDefenceForcesdeployedunits/personnel

todesignatedmissionareas,therebyensuringthat

GovernmentcommitmentstoUN/EU/NATO-PfP/OSCE,

inrelationtotroopcontributionsforoverseasservice

werefulfilled.Table5.�overleafshowsthemissions

andtotalsofDefenceForcespersonneldeployedon

overseasserviceon�stJanuaryand��stDecember

2005.


45

Preparingforadawnpatrol

inKosovo(KFOR).

PatrollingavillageinLiberia(UNMIL).

Table 5.3 Defence Forces Overseas Strength – 2005

Mission 01 Jan 2005 31 Dec 2005 Remarks

UNITED NATIONS LED PEACE KEEPING OPERATIONS

UNMIL(Liberia) 428 4�9

UNMILFHQ 6 6

UNTSO(MiddleEast) ��

MINURSO(WesternSahara) 4 4

MONUC(DemocraticRepofCongo) � �

ONUCI(Coted’Ivoire) 2 2

UNMIK(Kosovo) 4 4

UNFICYP(Cyprus) � NIL ClosedMay’05

UNIFILHQ(Lebanon) 5 6

UNNY(NewYork) � �

UNJLC(SriLanka) 4 NIL ClosedMarch’05

TOTAL (UN) 473 460

EUROPEAN UNION LED CRISIS MANAGEMENT OPERATIONS

EUFOR(Bosnia&Herzegovina) 52 55

EUSPtoOPALTHEA(Belgium) � �

EUMM(TheBalkans) 5 6

AMM(Aceh) NIL �

DITF(Sudan) � � AddisAbaba

EUMS(Brussels) 6 5

ESDP(Brussels) 4 4

TOTAL (EU) 69 75

NATO/ PfP LED PEACE SUPPORT OPERATIONS

KFOR(Kosovo) �96 20�

KFORHQ �2 �2

ISAF(Afghanistan) 7 7

NATO/PfPStaff(Belgium) � �

TOTAL NATO/PfP 218 223

OSCE LED OPERATIONS

OSCE �2 8

TOTAL (OSCE) 12 8

TOTAL PERSONNEL OVERSEAS 772 766

4646

Toursofdutyareforfour,six,twelveortwenty-four

monthsresultinginatotalof2,204personnelserving

overseasforsomepartof2005.

Allelementscompletedpre-deploymenttrainingand

weresuccessfullydeployedtotheirassociatedmission

areasduringtheperiodinquestion.Agreedlevels

ofdeploymentonallmissionsweremaintained.

Figure5.�overshowsthemissioncategoriesinrespect

ofallDefenceForcesoverseasdeployments

in2005.

47

United Nations Mission In Liberia (UNMIL)

TheDefenceForcesmaineffortin2005,continuedto

betheUnitedNationsMissioninLiberia(UNMIL).The

IrishBattalioninLiberia,withaSwedishMechanised

companyunderoperationalcommand,continuedto

providetheQuickReactionForce(QRF),whichisthe

ForceCommander’sReserveunit,preparedforany

situationthatmightarise.Threeunits–the92nd,9�rd

and94thBattalions–sawserviceinUNMILduring2005.

During2005thefocusofUNMIL’seffortswastocreate

asecureandstableenvironmenttoenableLiberians

toelectademocraticgovernment,infreeandfair

elections.TheQRFwastaskedwithFramework,Reserve

andReactiveoperationsinsupportofthisgoal.

TheconductofLiberianelectionsforthePresidency,Vice

Presidency,theSenateandtheHouseofRepresentatives

onthe��thOctober2005andthePresidential‘run-

off’pollon9thNovember2005,markedthebusiest

operationalperiodforthe9�rdBattalion.Essentially

thegoaloftheUNMILoperationwastoensurethat

theelectionscouldbeheldinafairandopenmanner

andtopreventanybuildupofviolencethatmight

interferewiththeelectoralprocess.ThroughoutOctober

andNovembertheQRFwastaskedtomaintainahigh

profile,particularlyinthecityofMonrovia,whichis

recognisedasthe‘centreofgravity’forLiberianaffairs.

TheQRFdeployedtwomechanisedcompaniesinto

thecityconducting‘roundtheclock’patrollingfor

theperiod,andpreparedtoimmediatelyreacttoany

threateningsituationthatdeveloped.Afurthercompany

wasmaintainedonahighstateofreadiness(�hours

noticetomove)incampthroughouttheoperation.

Theplanwassuccessfulasthehighlyvisiblepresence

ofwell-equippedtroopsonthestreetsofthecitywasa

deterrenttoanypotentialtroublemakers.Thesecurity

providedbyUNMILpriortoandduringtheconduct

ofnationalelectionsinOctoberandNovember2005

contributedinnosmallwaytothesuccess.

“The peaceful conduct of the recent elections in

Liberia is a concrete testament to the invaluable

contribution they (the Defence Forces) have made as

that tragic country struggles to emerge from a cruel

civil war”1.

On2�November2005theNationalElectoral

CommissionreturnedMrsEllenJohnsonSirleafasthe

victorinthePresidentialelection,andsecurityplanning

commencedforherinaugurationinMonroviaon�6th

January2006.

Inlate2005theUNMILmandatewasfurtherextended

underthetermsofUNSecurityCouncilResolutions�626

and�6�8toprovidesecuritysupporttotheSpecialCourt

forSierraLeone(SCSL)inFreetown,inneighbouring

SierraLeone.Onthe�5thDecember2005,theIrish


47

0 5 10 15 20 25 0 5 10 15 20

2005

Others


Career Development

2004

2003

2002

NATO/PfPLed PSO (666)

OSCE Led Ops (13)

EU Led CrisisManagement (161)

UN PeaceKeeping (1,364)

� PresidentMaryMcAleese.Connect,Vol�0,Issue��,December2005

governmentauthorisedadditionalrolesforIrishtroops

servinginUNMILinrespectoftheSCSL.

SpecialCourtforSierraLeonebuildinginFreetown.

Theconceptofoperationsenvisagesthatshouldthe

needarisefortheevacuationofthestaffoftheSCSL

orthedetainees,amechanisedcompanyoftheQRF

wouldbedeployedintoSierraLeone.TheIrishledQRF

playsapivotalroleinthesecuritynecessaryforthis

courttooperateandbringtojusticethoseresponsible

forwarcrimesandcrimesagainsthumanity.

Theadoptionoflocalhumanitarianprojectsisa

featureofIrishpeacesupportoperations.During2005,

theIrishBattalion,undertookanumberofworthy

projectsthroughoutLiberia.

Thesehumanitarianeffortsweregreatlyassistedby

theannualcontributionof_�0,000fromIrish Aidfor

expenditureonapprovedprojects.Thefundraising

effortsoftheIrishtroopsgeneratedanadditional

_55,000.TheprojectsassistedbytheIrishBattalion

during2005included:

n AidsHospice–Monrovia

n AlfredandAgnesOrphanage

n HolyFamilySchool–Monrovia

n CarpentryApprenticeSchool–Saniquellie

n AdultEducationScheme–JatondoIDPCamp

n StDominic’sTechnicalSchool–Tubmanburg

FrGO’Neill,Chaplain92ndBattalionwithsomeLiberianchildrenat

anorphanage.

Kosovo Force (KFOR) TheDefenceForcescontinuedtoprovideanInfantry

GrouptotheNATO/PfP-ledKFORmissioninKosovo.

ThemajorityofIrishtroopsarepartoftheCzech

RepublicledMultinationalBrigadeCentre(MNB(C)),

whichalsoconsistsoftroopsfromFinland,Latvia,

SlovakiaandSweden.TheKFORmission,inaccordance

withUNSCR�244andinsupportoftheUnitedNations

MissioninKosovo,‘is to maintain a safe and secure

environment by keeping the initiative, having a firm

control of the key communities, and upholding its own

freedom of movement in order to set the conditions

for a peaceful and democratic society in Kosovo’.Irish

troopsaspartofMNB(C)successfullyimplementedthis

missionduringayearinwhichthesituationinKosovo

remainedvolatilebutrelativelycalm.KaiEide,the

UNSecretaryGeneral’sSpecialEnvoycompletedhis

reportontheComprehensiveReviewofStandardsfor

KosovoandfollowinghisrecommendationtotheUN4848

SecurityCouncilinSeptember2005,theUNtookthe

decisiontobegintalksonthefuturestatusofKosovoin

early2006.KFOR’sabilitytomaintainasafeandsecure

environmentwillbekeytothesuccessfuloutcome

tothesetalks.Amongsttheirwidevarietyoftasks,

DefenceForcespersonnelconductstandard‘framework’

operationssuchaspatrollingandtheconductof

vehiclecheckpoints;theyalsoparticipateincross

boundaryoperationswhicharedesignedtoenhance

inter-operabilitywithothercontingentsandfamiliarise

personnelwithkeyareas/locationsthroughoutKosovo

whichareoutsideoftheirownareaofoperations.

IrishtroopsonpatrolintheDrenicaValleyKosovo.

In2005,Irish Aidprovidedfundingof_50,000tothe

DefenceForcesunitsinKFORforthecompletionof

threeapprovedhumanitarianprojectsintheirareaof

operations,namely:

n Theconstructionofaclassroomextension,the

diggingofanewwellandthebuildingofanew

toiletblockforthelocalschoolinthevillageof

Banjica.

n Theconstructionofanoutdoorsportsfacilityin

GornjaGusterica.

n Theconstructionofanoffice/trainingfacilitythe

villageofStimljefortheHandikosorganisation

workingwiththephysically/mentallyhandicapped.

InadditiontotheIrish AidprojectsIrishtroopsserving

inKFORraisedapprox_�5,000whichwasusedto

supportotherhumanitarianprojectsintheirareaof

operations.

RenovationstolocalschoolinBanjicainprogress.

European Union Force (EUFOR) – OPERATION ‘ALTHEA’ – Bosnia & HerzegovinaOn2ndDecember2004,SFOR(NATO-ledmission)was

replacedbyanEUmilitarymissionundertheEuropean

SecurityandDefencePolicy(ESDP),knownasOperation

‘ALTHEA’orEUFOR.TheDefenceForcescontinuesto

fulfilitscommitmenttotheAustrian-ledmulti-national

TaskForcebasedinTuzlaandprovidesStaffOfficers

andpersonneltoEUFORHQinSarajevo

HazardouswinterroadconditionsinBosnia&Herzegovina.

AspartofamultinationaltaskforceinBosnia&

Herzegovina,Irelandcontinuestoactas‘leadnation’

forthemilitarypoliceunitandtheverificationteams,

thusprovidingacentralheadquartersroleinrespectof

theseelements.TheDefenceForcesmilitarypolicerole

involvestheprovisionoftheProvostMarshalforthe

TaskForceandenablesittobuildontheexperienceof

itspreviousmilitarypolicedeployments.

49


49

Theverificationteams,towhichFinlandandPortugal

alsocontributedin2005,wereinvolvedininspecting

weaponandammunitionstoragesites,monitoring

themovementofarmsandtroopsandsupervisingthe

trainingofthetwo(2)forcesinBosnia&Herzegovina.

Thisistoensurebothsidescomplywiththeir

obligationsundertheDaytonaccord.

International Security Assistance Force (ISAF) – AfghanistanThroughout2005theDefenceForcescontinuedto

deploypersonnelonafour(4)monthtourofduty

toISAFHQandtotheKabulMulti-NationalBrigade

(KMNB)aspartoftheInternationalSecurityAssistance

Force(ISAF)inAfghanistan.ThePresidentialelection

heldinlate2004wasthefirstelectiontobeheldin

Afghanistansincethe�960’s.PresidentHamidKarzai

wassworninon7thDecember2004.Parliamentary

andlocalelectionsweresuccessfullyconductedin

2005andtheinauguralmeetingoftheParliamentary

houseswereheldinJanuary2006.Notwithstandingthe

ongoingsecurityissuestheinternationalcommunity

hasreaffirmeditscommitmenttoAfghanistan

withtheAfghanConcept,issuedinJanuary2006,

whichseeslargeinternationalcontributionsfurther

developthecountryinthecomingyears.IrishStaff

OfficersoperatinginISAFHQoperatewithinthe

informationoperationsbranch,whichcontributes

totheHQ’sinformationstrategy.Thisinvolvesacting

asliaisonbetweenISAFHQandtheGovernmentof

Afghanistan,InternationalOrganisationsandNon

GovernmentalOrganisations.Personnelareemployed

intheCombinedJointOperationsCentreISAFHQ

andintheKabulMultiNationalBrigade(KMNB).

ThepersonnelintheKMNBareemployedasliaison

teamswithspecificresponsibilityforliaisonwiththe

UnitedNationsAssistanceMissiontoAfghanistanand

theAfghanSecurityPartners.Thisinvolvesregular

meetingsandcoordinationwithmanyAfghani

GovernmentDepartments,theUnitedNationsand

otherinternationalorganisations.

MapofAfghanistan

United Nations Joint Logistics Centre (UNJLC) – Sri Lanka

InresponsetotheIndianOceanTsunamithattook

placeon26thDecember2004theDefenceForces

deployedateamofspecialistlogisticofficerstothe

UnitedNationsJointLogisticsCentre(UNJLC)inSri

Lankafromthe�7thofJanuaryuntil�0thofMarch

2005.TheUNJLCoperatedundertheauspicesofthe

WorldFoodProgramme(WFP),aninteragencyfacility

whosemandateistocoordinateandoptimisethe

logisticscapabilitiesofhumanitarianorganisationsin

large-scaleemergencies.

TheIrishteamwereassignedtasksinrelationtoroad

andtransportassessmentsaswellaswithgathering,

compilinganddisseminatinginformationforallUN

Agencies,ForeignMilitaryandInternationalNon

GovernmentalOrganisations(INGOs).TheIrishteam

alsoparticipatedatMilitaryCoordinationmeetings

hostedbytheSriLankanArmyandattendedbysenior5050

ComdtMaryCarrollservedas

InformationOperationsPlanning

OfficerintheTheatreInformation

CoordinationCentreinISAFHQ,

Kabul,Afghanistanduring2005.

Shewasresponsibleforthe

planningandmonitoringof

InformationOperationscampaigns

intheISAFAreaofOperations.

Comdt.DamienMcEvoyinspects

thedamageintheaftermathoftheTsunami.

Irish in KABUL

representativesofallforeignmilitaryforcesproviding

supporttoSriLanka.

Disaster Relief – USAIntheaftermathofHurricaneKatrina,themost

destructivenaturaldisasterinthehistoryoftheUnited

StatesofAmerica,theDefenceForcesconducted

contingencyplanningtodeploytotheNewOrleans

declareddisasterareatoprovidehumanitarian

assistanceinordertosupporttheEUreliefeffort.

TheDefenceForcesofferedtoprovidematerialsand

personnelandtooperateinahumanitarianassistance

role.

TheDefenceForcesplacedthefollowingitemson

standbyintheeventoftheirbeingrequired:

nCampIreland–atentedaccommodationcampfor

500displacedpersons

nSupplyandoperatetwowatertreatment/

purificationplants,and

n�,000rationpacks.

CyprusTheDefenceForcesassociationwiththeUNForce

inCyprus(UNFICYP)endedinMay2005.Sincethe

inceptionofUNFICYPin�964,membersoftheDefence

Forcescompletedsome9,655toursofdutyonthe

island.

Aceh Monitoring Mission FollowingarequestfromtheEUtoMemberStates,the

DFdeployedateamofofficerstotheAcehMonitoring

Mission(AMM)inIndonesia,whichwaslaunchedby

theEUonthe�5thofSeptember2005.Theaimofthe

missionistomonitortheimplementationofthepeace

agreementconcludedbytheGovernmentofIndonesia

andtheFreeAcehMovement(GAM)onthe�5thof

August2005.Thekeytasksofthemissionare:

nTomonitortherelocationofnon-organic

Indonesianmilitaryforcesandnon-organicpolice

personnel;

nTomonitorrespectfortheendofhostilities

betweentheparties;

nTomonitorthedemobilisationofGAMfightersand

todecommissiontheirarmaments;

nTomonitorthereintegrationofGAMmembersinto

civilsociety;

nTomonitorthehumanrightssituationinthe

contextofthedisarmamentanddemobilisationof

activeGAMmembers;

nTofulfillcertainresponsibilitiesinrulingon

disputedamnestycasesinlinewithagreeddispute

settlementprocedures;

nToinvestigateandfulfillresponsibilityinrulingon

complaintsandallegedviolationoftheMOU.

Observer & Staff MissionsIn2005theDefenceForcessuppliedobserversto7

UN/EU/OSCEObservermissions,coveringatotalof

�4differentcountries,includingSudan,Democratic

RepublicofCongo(DRC),WesternSaharaandtheIvory

CoastinAfrica,toJerusalem,BeirutandDamascusin

5�


5�

During2005BQMSJoeQuigley

deployedtoAddisAbabaas

AdministrationOfficertothe

EUSpecialRepresentative.

TheEUSeniorMilitaryOfficer

hadthistosayofBQMSQuigley

“He was entrusted with very large

sums of money to pay bills for

accommodation, air travel, vehicles

and offices for the EU Officers

deployed in support of the AU

mission in Sudan (AMIS). His honesty

and integrity were at all times

beyond reproach. Additionally he

had to take care of the multi-million

euro CIS account and keep control of

all the EU equipment issued to

officers in Ethiopia and Sudan”.

TheFlagisloweredfor

thelasttimeonIrish

participationinthe

UNmissioninCyprus

(UNFICYP)

ComdtBHughes

acceptingthelast

GAMweaponto

besurrenderedto

theEUweapons

decommissioning

teams.

52

theMiddleEast,theBalkansandGeorgiainEurope.

InadditiontheDefenceForcescontinuedtosupply

asmallcomplementofstafftotheUNIFILFHQin

Lebanon.Officersarealsodeployedtothemilitary

staffsatUNHQinNewYork,theEUandNATO/PfPat

BrusselsandOSCEinVienna.TheDefenceForcesalso

deployedpersonneltoAddisAbabaaspartoftheEU

advisorygrouptotheAfricanUnion(AMIS��)mission

inDarfur.

Development of capabilities to participate in multinational Peace Support Operations

“When I attended the opening of your United

Nations Training School in 1994, I remarked that

the founding of the school was evidence of Ireland’s

commitment to ensuring a quality contribution to

United Nations missions. I am gratified to see that,

eleven years on, that commitment remains strong”2.

Thesecondkeyobjectiveassociatedwiththisstrategic

goalrequirestheDefenceForcestotrainunitsand

personneltocontemporarypeacesupportstandards,

toensuretheymeettherequisitestandardsof

proficiencyandoperabilityinamultinationalpeace

supportoperation’senvironment.TheDefenceForces

UnitedNationsTrainingSchoolIreland(UNTSI),

whichisbasedintheDefenceForcesTrainingCentre,

developsdoctrine,andconductstrainingcourses

andseminarstoprepareDefenceForcespersonnel

priortoservingoverseas.UNTSIalsoprovides

instructiononPeaceSupportOperationstostudents

attendingcourseswithintheMilitaryCollege.The

schoolalsotrainsIrishandInternationalstudents

forUNPeaceSupportOperations.Inadditionto

coursesandseminars,UNTSIreceivesandbriefs

membersoftheDiplomaticCorps,IrishandForeign

AcademicsandDefenceAttachesaccreditedto

Ireland.UNTSIisamemberoftheInternational

AssociationofPeacekeepingTrainingCentreswith

Staffattendingpeacekeepingseminarsbothnationally

andinternationally.UNTSIstaffalsoparticipatein

instructorexchangeprogrammeswithanumberof

peacekeepingtraininginstitutionsinothercountries.

During2005UNTSIconductedabroadrangeofcourses

andseminarsandthisisdetailedinTable5.4.

522 KofiAAnnan,SecretaryGeneralUN,AnCosantóir,UNSpecial2005

Figure 5.2

Mapshowingthelocationofthevarious

missionsinwhichDefenceForcespersonnel

participatedduring2005.

MINURSO

5�5�

Table 5.4

Course Title No. of

courses

conducted

Number of

personnel

InternationalHuman

RightsTraintheTrainers

CourseforMilitary

Personnel*

� 40

UNMilitaryObserver

Training

� �0

Debrief9�InfBnUNMIL � 29

Debrief28InfGpKFOR � �0

ISAF(Afghanistan)

Training

� ��

KFOR(Kosovo)Training � 74

CivilMilitary

CooperationCourse

2 62

UNMIL(Liberia)Training 2 9

UNTSO(MiddleEast)

Training

� 2

InternationalMilitary

ObserverandStaff

OfficersCourse

� 20

EUFOR(Bosnia)Training � 2

InternationalMPCourse � 22

UNSeminar � �6

*ConductedinUNTSIbyUNofficeofHCHR

Law of Armed Conflict (LOAC) and Human Rights Law UnitedNationsTrainingSchoolIreland(UNTSI)has

beendesignatedbytheChiefofStaffasacentreof

excellencefortraininginHumanRightsLawandthe

LawofArmedConflict(LOAC).Thecentrewasmade

availabletotheUNOfficeoftheHighCommissioner

forHumanRights,inMarch2005foraninternational

instructorscourseonHumanRightsformilitary

personnel.TenDefenceForcespersonnelqualifiedas

trainersonthiscourse.Followingthisinitiativethe

DefenceForceshavedevelopedacoherentdoctrine

onhumanrightsandtheLOAC,conformingto

internationalbestpractise.AllDefenceForcescareer

coursesnowincludeinstructiononHumanRights

LawandtheLOAC.Allpersonneltravellingoverseas

attendLOACandhumanrightslecturesduringpre-

deploymenttraining.TheDefenceForcesalsoassisted

theNationalUniversityofIrelandMaynooth(NUIM)

ontheirInternationalCourseonHumanRights,

conductingexercisesforstudentsintheDFTC.Human

RightsandLOACnowformanintegralpartofDefence

Forcesoperationaldoctrine.

Civil Military Co-Operation (CIMIC)CivilMilitaryCo-ordination(CIMIC)involvestheuseof

militaryresourcesinsupportofthecivilianpopulation.

Theprovisionofmilitarysupportisalignedwith

nationalactivities,GovernmentagenciesandNGOs.


InstructorsandstudentsoftheInternationalHumanRightsTrain

theTrainersCourseforMilitaryPersonnel.

54

DefenceForcesCIMICdoctrineisbasedonaccumulated

experiencefrommanymissionsabroad,andisfirmly

routedininternationalbestpractice;itrespects

humanitarianspaceandtheroleofbothUNagencies

andNGOs.2005sawtheDefenceForcesexpandits

involvementinCIMICoperationswithpersonnel

servinginCIMICappointmentsinLiberiaandBosnia&

Herzegovina.Projectscompletedinco-operationwith

agencies,NGO’sandconsultantsincludedthebuilding

ofbridges,distributionofvaccines,conservationof

anationalpark,thereturnofinternallydisplaced

personsandtherepatriationofprisonersofwar.

Peace Support Operations - Preparation AllmembersofIrishcontingentstravellingoverseas

during2005underwentacomprehensiveseriesof

briefings,whichpreparedthemfortheirdutiesin

mission.Thesebriefingscoveredareassuchassecurity

awareness,cultureandcustoms,andrefreshedtheir

knowledgeofLOAC,HumanRightsandCIMIC.

ThepreparationforIrishcontingentstravellingto

KFORandUNMILinvolvedaspeciallydesignedfour

phasetrainingprogramme.Phase�encompassed

preparationandadministrationofindividualsfor

overseasservice.InPhase2thetroopsunderwent

refresher/continuationtrainingandup-skillingbased

onconventionalmilitaryskillsrequirements.Phase�

involvedatailoredpre-deploymentprogrammelasting

fourweeksstartingwithmissionspecificbriefingsand

modulesonparticularskillsrequiredforthemission

andmovingtointensivetacticaltrainingmodules.It

includedstafftrainingwiththeCommandandStaff

trainersimulator.Tacticaldrillsandprocedureswere

practicedbyalltroopsduringspeciallydesigned

pre-deploymentsituationaltrainingexercises.The

unitscompletedlivefiretacticaltraininganda

Battleinoculationexercise.Thephaseculminated

inaMissionReadinessExerciseforeachUnit.This

exercisehasundergoneconsiderabledevelopment

inrecentyearstoensureitcomprehensivelyverifies

andvalidatesallaspectsofpredeploymenttraining.

In2005itinvolvedthedeployingunitsmechanised

companiesbeingevaluatedinahightempoexercise

overaseventy-twohourcontinuousperiod.Inthe

missionarea,trainingcontinuedbothwithinthe

contingentandonacollectivebasiswithother

nationalities.Alltrainingwasgearedatmission

readiness,inensuringthattheIrishcontingentwas

fullyinteroperablewithotherUNMIL/KFORelements

andcapableofrespondingtoallmissionrequirements

especiallycontingenciesthatwerenotforeseenpriorto

deployment.Table5.5outlinesthenumberofpeace

supportexercisesconductedin2005.

54

AMOWAGAPCpassesthe

flagofSierraLeone.On

the�5thDecember2005,

theIrishgovernment

authorisedadditionalroles

forIrishtroopsservingin

UNMILinrespectofthe

SpecialCourtforSierra

LeoneinFreetown.

MinisterforDefenceMr

WillieO’Deapaysacourtesy

visittoMrPaddyAshdown,

EUSpecialRepresentative

toBosniaandHerzegovina,

duringavisittotheEUFOR

Mission.

55


55

European Security and Defence Policy (ESDP)ESDPcontinuestoevolveowingtochangesinthe

Europeangeopoliticallandscape.Increasingly,

proactiveandpreventativeapproacheswhichentail

arangeofco-ordinatedinstruments(political,

diplomatic,humanitarian,policing,economicand

military)intheformofregionalcrisismanagement

operationsareseenasnecessarytoensurestabilityand

todefendagainstthreatstosecurityintheEuropean

sphere.IrishstaffatBrusselssupportedbyhomestaff

continuetocontributetothedevelopmentofESDPin

accordancewithGovernmentpolicy.

TheRequirementsCatalogue,developedduring2005

isbasedonabroadrangeofscenariostakinginto

accountarealisticlevelofthreat,includingterrorist

threat,andsettingsforman-madeandnatural

disastersagainstwhichcapabilityrequirementshave

beenderivedforplanningpurposes.

Partnership For Peace PartnershipforPeace(PfP)waslaunchedinJanuary

�994asaco-operativesecurityinitiativedesignedto

intensifypoliticalandmilitaryco-operationinEurope,

promotestability,reducethreatstopeaceandbuild

strengthenedrelationshipsbypromotingpracticalco-

operationamongstitsparticipants.

ArisingfrommembershipofPfP,Irelandagrees

PartnershipGoals(PG)throughthePlanningand

ReviewProcess(PARP)onabi-annualbasis.The

individualgoalsarefocusedoncontinuallyimproving

ouroperationalcapabilityandreadinessforPeace

SupportOperations.

In2005theDefenceForcesundertookaSurveyof

OverallInteroperabilityinPARP.Thesurvey,whichwas

conductedbyanexternalvalidationteam,isadetailed

analysisoftheDefenceForcesprogressinachieving

itscurrentPGpackageofthirty-threegoalsfor2004

–2006.Generallygoodprogresswasreported,afact

thatwillunderpintheprocessofagreeinganupdated

packagefor2006–2008.

In2005,theDefenceForcescarriedoutits2005

IndividualPartnershipProgrammewherebythe

DefenceForcesparticipatedinoverseventy-eight

events.TheseeventsenabledtheDefenceForces

toensurethatitmaintaineditsawarenessofthe

bestinternationalPeaceSupportOperations,Crisis

ManagementOperationsandHumanitarianRelief

practiceanddoctrine.Theinsightsgainedfromthese

eventswereusedinthedevelopmentandrefinement

ofDefenceForcesproceduresanddoctrine.

Table 5.5 PSO Mission Readiness Exercises 2005

Exercise Number of

Exercises

Conducted

Number of Personnel Exercised

DFTC 1 S Bde 2 E Bde 4 W Bde

HumanRightsFieldExercise � 28

MissionReadinessExercises–KFOR 2 2�5 240

MissionReadinessExercises–UNMIL 2 492 ��7

CommandPostExercises � 22

PeaceSupportOperationsExercise‘NEW

DAWN’

� 5�6

Total 7 28 77� 7�2 ��7

WesternPartrol,Kosovo.

Onthe7thNovember2005Col

FergusBushellwasappointedasthe

EUMilitaryStaffLiaisonOfficerto

theUNinNewYork.ColBushellis

responsibleforliaisonwiththeUN

Secretariat,inparticularwiththe

DeptofPeacekeepingOperationson

militaryanddefencematters.

ContextSupportofessentialservicesinanemergencyoran

industrialdispute,isprimarilytheresponsibilityof

thefunctionalGovernmentDepartment.However,

occasionsmayarisewhenthecivilauthoritiesrequest

theassistanceoftheDefenceForcesincarryingoutthe

taskofmaintainingandrestoringessentialservices.

TheDefenceForceshasarangeofcapabilitiesthat

canbeutilised,whenavailable,toprovideservicesto

Governmentdepartmentsandagencies.

Contingency planningContingencyplanningforAidtotheCivilAuthority(ACA)

operationsisanongoingprocesstoprovideforthe

variousACAoperationsthatmayoccur.Aspartofthe

planningprocess,co-ordinationandliaisonwithrelevant

Governmentdepartmentsandlocalauthorities(including

InterdepartmentalWorkingGroupsandotheragencies)is

conductedonaregularbasis,toensurethatappropriate

arrangementsareinplacetomeetcontingencies.

Theprimaryfocusistosuccessfullysupportthecivil

authoritiesinmaintainingandrestoringessential

services.

OneofthemajorGovernmentsupportservicesprovided

bytheDefenceForcesisfisheryprotection.TheNaval

ServiceandAirCorpsareresponsibleforthejoint

deliveryofthissupportservicetotheDepartmentof

Communications,MarineandNaturalResources(DCMNR).



Statement2005-2007andtheChiefofStaff’sAnnualPlan

fortheDefenceForces2005.

ProgressisoutlinedagainstfourDefenceForces

ObjectivesunderthisStrategicGoal,whichare:

�) Tomeettheneedsofgovernmentinprovidingfishery

protection.

2) Toensurethatthedeliveryofemergency,

non-emergencyservicesandassistancetothecivil

authoritiesiscarriedoutefficientlyandeffectively.

�) TocontributetothedevelopmentofEmergency

Planning.

56

To provide emergency and non-emergency services to Government Bodies.

Strategic Goal 4

Duringthe50thanniversaryofIreland’saccessiontotheUNon�4th

Dec2005,theMinisterforDefenceMr.WillieO’DeaT.D.meetsCongo

veterans,Cpl.MichaelConnolly,Sgt.GerardHigginsandSgt.Timothy

O’Sullivan.

4) Tosecureworkingprotocolsbymeansof

ServiceLevelAgreements(SLAs)withallclient

departments,agenciesandservicerecipientsfor

theprovisionofservices.

Provision of a Fishery Protection ServiceTheWhitePaperonDefence2000assigns,tothe

DefenceForces,theroleofproviding‘a fishery

protection service in accordance with the State’s

obligations as a member of the European Union’1.

Ireland’sexclusivefisherylimitsextendto200nautical

milesandencompassanareaof��2,000squaremiles.

InthisseaareaIreland,togetherwithothermembers

oftheEU,hassovereignrightsovertheseafisheries.

Inadditiontothisseaarea,Irelandhasexclusive

sovereignrights,ofvaryingsignificance,overalmost

250,000squaremilesofseaarea.Ireland’ssovereign

rightsovertheseabedandthesub-seabedresourcesin

thisareaarenotopentootherEUmemberstates.

Thefisheryprotectionserviceisjointlydeliveredtothe

DepartmentofCommunications,MarineandNatural

Resources(DCMNR)bytheNavalServiceandAirCorps.

TheNavalServiceisthemainproviderandisassisted

inanair-monitoringrolebytheAirCorps.

Naval Service Patrol Days Fromatargeteffortof�680patroldaysin2005,the

NavalServicemetitstargetwith�682daysonPatrol.

Ofthesedays,�565days(or9�%ofthetotal)were

dedicatedtoFisheriesProtectionduties.Thisfigure

amountstoanincreaseof77daysoverthatwhich

wasachievedin2004,whichrepresentsanincrease

ofjustover5%.Thisincreaseisagainconsistentwith

theNavalServiceImplementationPlanforFishery

Protection.

Table6.�breaksdowntheNSFisheryProtectioneffort,

asof��stDecember2005.

Table 6.1

Nationality Sightings Boardings Detentions Warnings

Irish �,20� 899 22 78

IrishRegSpanish 27 2� 2 �

Spanish 588 50� 4 6

UK 89 78 0 6

UKRegSpanish 98 82 2 �

French �8� �24 8 ��

Belgian �7 �2 0 �

German ��

Dutch 25 �5 0 2

Russian 76 �6 0 0

Norwegian ��5 55 0 0

Japanese 2 � 0 0

Faroese 22 �0 0 0

Portuguese � � 2 0

Total 2,677 2,068 41 111

Air CorpsTheAirCorpsoperatestwoCASACN2�5maritime

patrolaircraftinsupportoftheNavalService.In

additionCessnaaircraftareusedtomonitorinshore

fishing.In2005,theAirCorpsflew278maritime

surveillancemissionsinsupportoftheNavalService

intheirfisheryprotectionrole.Thesemissionstotalled

over�,�82hoursand2882sightingsoffishingvessels

weremade.


57� WhitePaperonDefence2000,Para�.�.�

L.E.Niamh

departson

FisheryPatrol.

58

Table 6.2 Offshore patrols conducted by the

Air Corps in 2005

Aircraft Patrols Flight

Hours

Vessels

Logged

CASA 247 �,�07 2,882

CESSNA �� 75 N/A

Total 278 1,382 2,882

Aid to the Civil Authority DefenceForcespersonnelprovidedassistanceto

localandcivilauthoritiesacrossabroadspectrumof

activitiesduring2005.Foroperationalandprocedural

purposes,ACAoperationsarecategorisedasfollows:

n Majoremergenciesandnaturaldisasterssuchas

fires,explosions,floods,gasreleases,spillageof

dangeroussubstances,animaldisease(footand

mouth),blizzardsormajoraccidents.

n Maintenanceofessentialservicesarisingfrom

industrialdisputessuchasbus,ambulance,fire,

prison,fuelsupply,watersupplyorrefusestrikes.

n Provisionofnon-emergencytaskssuchascourier

service(electionsorreferenda),technicalengineer

adviceandassistance,andcateringandtransport.

TheDefenceForcesprovidedassistancetothecivil

authorityduring2005asfollows:

Prison Officers DisputeDuring2005theDefenceForcespreparedandtrained

2,000personnelforabroadrangeofsupporttothe

IrishPrisonService.Thesepersonnelremainedon

generalstandby;intheeventthesupportwasnot

required.

Ambulance Drivers DisputeTheDefenceForcesconductedcontingencyplanning

inrespectofthemaintenanceofessentialservices

threatenedbyindustrialactioninvolvingSouthEastern

HealthBoardambulancepersonnel.TheDefence

ForceswerepreparedtoprovideanEmergency

AmbulanceServicefromMay2005toassisttheSouth

EasternHealthBoard,ifrequired.Theindustrialaction

wasresolvedandDefenceForcesassetsandresources

werenotrequired.

Provision of a Ministerial Air Transport Service (MATS)TheMATSprovidessecuretransporttoAntUachtarán,

AnTaoiseach,AnTánaiste,membersofGovernment

andtheirstaffs.Internationalflightsarecarriedoutby

theGulfstreamGIVexecutiveaircraft,theLearjet45

andtheBeechcraft.Atotalof287missionswereflown

with�088hrsflyinghoursrecorded.

Table 6.3 Number of MATS carried out by the

Air Corps in 2005

Aircraft Missions Flight Hours

GulfstreamIV �02 508

Learjet45 �0� �64

Beechcraft 82 2�6

Total 287 1,088 hrs

Provision of an Air Ambulance ServiceTheAirCorpssuppliesairtransportservicestothe

DepartmentofHealthandChildreninanumberof

areas.Theseare:

n Inter-hospitaltransferofseriouslyillpatients.

n Neo-nataltransfersrequiringimmediatemedical

intervention.

58

59

n Airtransportoforganharvestteamswithin

theState.

n Airtransportationoftransplantspatientsto

theUK.

n Airmedicalevacuationsfromoffshoreislands

toon-shorehospitals.

Table 6.4 Number of Air Ambulance Missions

carried out by the Air Corps in 2005

Aircraft Missions Persons

Assisted

Flight

Hours

Alouette 5 8 �4

Dauphin �8 �9 5�

EC��5 � � �

CASA �9 �9 �9

Beechcraft � 5 5

Learjet45 9 �� 4

Total 55 63 126 hrs

Naval Service Search and Rescue (SAR) NavalShipswereinvolvedinatotalof�6Search

andRescueoperationsatseainsupporttotheIrish

Coastguard.

Naval Service Diving Section

TheNavalServiceDivingSection(NSDS)carriesout

tasksforanumberofStateAgencies.Aswellas

providingdivingcapabilityto50metres,theNSDS

haveunderwatersearchequipmentattheirdisposal,

includingaRemoteOperatedVehicle(ROV),SideScan

SonarandMagnetometer.TheseallowtheSectionto

searchandsurveytoamuchgreaterdepththandivers

canoperate.TheROVcanoperateindepthsofover

�,000metres.Indeepwaterwheredivingisseverely

restrictedorunattainable,thesearchequipmentallows

theNSDStosearchandrecover.TherolesoftheNSDS

aremanyandvariedandtendtochangeonafrequent

basis.Themainrolesare:

SearchandRecovery

UnderwaterSurvey

ExplosiveOrdnanceDisposal

UnderwaterEngineering

Tables6.5and6.6belowbelowoutlinetheoperations

conductedbytheNSDSduring2005.Eachtableis

comparedwiththetotalnumberofdaysspentonthe

sameoperationsin2004.

Table 6.5 ACA – Missing Persons

(2004 – 42 days)

Location Task No of

Days

Middleton,

CoCork

Searchformissingperson 4

Clifden,

CoGalway

Searchformissingperson 6

CorkCity Searchformissingcar&person �

Wexford Searchformissingfisherman 7

Doolin,

CoClare

Searchformissingpersons(�) 2

CorkCity Searchformissingperson 8

Limerick Searchformissingperson 2

Kilmore

Quay,

Wexford

Searchformissingfishingvessel

andmissingpersons(2)

�4

Total 44 days

Table 6.6 ACA – Customs Searches

(2004 – Nil)

Location Nature of the Search No of

Days

Foynes29/�0

Aug05

SearchofsuspectMerchant

Vessel

2

Foynes5/6

Sept05


Vessel

2

Foynes�/4

Oct05


Vessel

2

Total 6 days


59

60

Naval Service International Ship and Port Security (ISPS) Project

During2005,theNSISPSProjectTeamwasinvolvedin

thereviewofseveralmainportfacilitiesattherequest

oftheMaritimeSafetyDirectorateoftheDCMNR.

Thesereviewswereoffacilitiesthathadreceived

temporaryapprovalin2004andwereawaitingthe

completionofinfrastructuraldevelopmentstogainthe

normalfive-yearapproval.

Naval Service Foreign/Home Waters Visits – 2005TheNavalServiceconductsvisitsabroadtoparticipate

innavalreviews,courtesyvisitsandothermaritime

events.Animportantfunctionofthesevisitsisthe

promotionofIrishcultureandbusinessinterestson

theinternationalstage.Thisisachievedinconjunction

withtheDeptofForeignAffairs,EnterpriseIreland,

BordBiaandotheragenciesinvolvedinthepromotion

ofIrelandabroad.

60

Unit Dates Destination Remarks

P�� 06May–09May NI(Derry) FoyleDays–4Days

27Jun-05July UK(Portsmouth) Int.FleetReview-9Days

09Sep–��Sep NI(Derry) NICancerFund–�Days

�7Dec–�9Dec NI(Derry) MaritimeHeritageW/End

–�Days

P52 �7Jun–27Jun GY(Kiel) KielWeek–��Days

�2Nov–�7Nov UK(London) InternationalTourism

Mart–6Days

P5� 07Mar–��Mar USA(NewYork) Courtesy–25Days

P2� �6May–2�May FR(St.Nazaire) Courtesy–8Days

07Jul–��Jul BE(Ostend) FleetReview–5Days

P22 �4Jul–�8Jul FR(Cherbourg) TallShips–5Days

P2� 26Aug–0�Sep PO(Lisbon) Courtesy–7Days

P42 �8Jun–22Jun UK(Liverpool) MerseyFestival–5Days

P4� ��Sep–20Sep SP(Bilbao) Courtesy–8Days

Table6.7belowindicatesthenumberofforeignvisitsundertakenbytheNavalServiceduring2005.

L.E.Eithne

onrouteto

Portsmouth.

Table 6.7

6�

Provision of Military Ceremonial ServicesTheDefenceForcescontinuetoparticipateinabroad

rangeofceremonialevents.Militaryinvolvement

encompassesliaisonwithGovernmentdepartments,

planningceremonialactivities,eventco-ordination

andmilitaryparticipationintheevent.Participation

maycompriseoneormoreofthefollowingelements:

guardsofhonour;escortsofhonour;artillerygun

salutes;militarybands;colourparties(i.e.flag

bearers);militarypolice;representativebodiesand

marshals.Inaddition,bearerparties,pallbearers,firing

partiesandroute-liningtroopsmayberequiredfor

Statefunerals.Thenumberofpersonnelinvolvedina

particularelementmayvaryfromthreeinthecaseof

colourpartiesto�07foraCaptain’sGuardofHonour.

State Ceremonial EventsAStateceremonyusuallycomprisesanumberofthe

militaryelementsmentionedabove.Forexample,

ontheoccasionofthepresentationofcredentials

byanambassadortoAntUachtaránanescortof

honour,guardofhonour,militaryband,temporary

aides-de-camp,marshalsandmilitarypolice,some

��0personnelintotalwillpartakeintheceremony.

Whiletheactualceremonyisoftenbrief,considerable

additionaltimeandeffortisrequiredtotrainand

preparetothehighstandardsexpectedofpersonnel

representingtheDefenceForcesandtheState.

Ceremonialelementsarealsoprovidedfornon-State

eventssuchasministerialreviewsofunitsdeploying

overseas,orwreath-layingceremoniesbyvisiting

dignitaries.Inaddition,therearenumerousrequests

fromorganisationsformilitaryinvolvementinvarious

civilianevents.TheserangefromtheRDSHorseShow

tolocalfestivalscountrywide.Normally,theserequests

areaccededtoandmayinvolveemployingtheArmy

bandsorassigningavarietyofceremonialtaskstoPDF

orRDFtroops.

During2005theDefenceForcesparticipatedinabroad

rangeofCeremonialeventsbothathomeandabroad.

Inthiscontextthemajorceremonialoutputswerethe

continuingprogrammeofbringingMinisterialReviews

ofdepartingoverseasunitsaroundthecountry.There

wasalsothesignificantceremonialassociatedwith

thestand-downofAnFCÁ/SMandthelaunchofthe

newRDF.Theothernotableceremonyin2005was

themajorparadeheldinDublintomarkthe50th

AnniversaryofIreland’smembershipoftheUnited

Nations.Table6.8outlinestheactivitiesfor2005.

Table 6.8 Defence Forces participation in

Ceremonial Events in 2005

Ceremonial Event Number

of Events

Number of

Personnel

StateVisitbyAntUachtarán � �95

StateVisitstoIreland 2 �90

OfficialVisitsoutsidetheStatebyAn

tUachtarán

� 252

PresentationofCredentials �� ,729

�9�6Commemoration � 2�8

NationalDayofCommemoration � �95

UNMILReviewsinAthloneandDublin 2 �,0�2

KFORReviewsinDublinandLimerick 2 522

ChiefsofStaff(Foreign)visits 2 2�8

RDSHorseShow � �02

StandDownParadeforAnFórsa

CosantaÁitiúil

� 560

50thAnniversaryofIrelands

MembershipoftheUnitedNations

� 455

TOTAL 30 6,108


6�

62

Military BandsThebandsoftheDefenceForcescontributetomany

militaryandStateceremonialoccasionsthroughout

theyear.TheDefenceForcesSchoolofMusic(DFSM)

consistsofthreebands,locatedinDublin,Corkand

Athlone.TheDFSMalsotrainsmusiciansforthePipe

Bands.PersonneloftheNo�ArmyBandandthe

bandsoftheSouthernandWesternBrigadesare

appointedasfull-timeprofessionalbandsmen,while

thoseofthepipebandsaresoldiersofoperational

unitswhoperformtheirmusicaldutiesinadditionto

theirnormalmilitaryoccupations.

62

Table 6.9 Band Engagements 2005

Category Army No.1

Band

1 S Bde

Band

4 W Bde

Band

Total

Military �0� 9� 87 279

StateCeremonial 22 2 0 24

FreePublicRecitals �� 2� 20 56

FreetoFestival 2 9 �7 28

CivilianPaid �0 � � �2

SchoolConcerts �� 6 �� 62

Trumpet+Drummer 44 �9 �9 �02

InstrumentalistPaid 5 � 0 6

Total 2�0 �82 �77 569

Official Languages Act 2003Inthelatterpartof2004a‘ComhairleGaeilge’

wasestablishedtoassistwithcoordinatingIrish

languagedevelopmentwithintheDefenceForces.An

ChomhairleGaeilgeproducedanOfficialLanguages

PolicythatcameintoeffectinNovember2004.

TheaimofthispolicyistoensurethatÓglaighna

hÉireannfulfilsitsobligationsunderthetermsof

theOfficialLanguagesAct200�andthatitabidesby

theprinciplesoftheQualityCustomerServiceasset

outbyGovernmentundertheStrategicManagement

Initiative(SMI).Significantprogresswasachieved

inimplementingthispolicyin2005,includingthe

establishmentofIrishlanguagecommitteesinthe

Brigades/Services/DFTC.AnIrishLanguageTraining

CampwasalsoheldinDúnUíMhaoilíosainMay

2005andinthelatterpartoftheyeartheComhairle

Ghaeilgebegandraftingthelanguage‘Scheme’

requiredundertheOfficialLanguagesAct.

Ongoing Emergency Planning TheDefenceForcesarerepresentedonthe

GovernmentTaskForceonEmergencyPlanningand

InterdepartmentalworkinggrouponEmergency

planning.Thesearethetop-levelstructures,which

coordinateandoverseetheemergencyplanning

6�

activitiesofallGovernmentDepartmentsandpublic

authorities.TwoDefenceForcesofficersaremembers

ofthestaffoftheOfficeofEmergencyPlanning,

DepartmentofDefence,oneofwhichprovides

technicalexpertisethatsupportstheMinisterfor

DefenceaschairmanoftheGovernmentTaskforceon

emergencyplanning.

Development of Memoranda of Understanding and Service Level AgreementsOneofthemainobjectivesassociatedwiththisgoal

isto secure working protocols by means of Memoranda

of Understanding (MoU) and Service Level Agreements

(SLA) with all client Departments, agencies and service

recipients for the provision of services.Whilethe

DepartmentofDefencenegotiatespecificMoUsand

SLAsataninterdepartmentallevel;theNavalService

andAirCorps,asthemainserviceproviders,have

significantinputintothedeterminationofservices

tobeprovided.In2005,thisobjectivehasbeen

progressedmainlybytheNavalServiceandAirCorps

elementsoftheDefenceForces.

Naval Service MOUsTheNScontinuedtodevelopMOUsandSLAswiththe

IrishCoastguardandtheMarineSafetyDirectorate.

ApartfromtheMOUagreedwithDCMNRthefollowing

arethosealreadyinplace:

n UCC,inrelationtotheCoastalMarineResource

Centre.

n MetÉireannfortheprovisionofobservational

data.

n TheDepartmentofEducationandSciencewith

regardtotheNavalService’spartnershipwith

CorkInstituteofTechnologyandNationalMarine

CollegeofIreland.

n TheSouthernHealthBoardwithregardtothe

provisionoftheMedicoservice,whichisdesigned

toprovideemergencymedicalassistanceatsea.

Air Corps

Air Ambulance Service

In2004,theAirCorpsagreedadraftSLAfordiscussion

betweentheDepartmentofDefenceandDepartment

ofHealthandChildrenfortheprovisionofair

ambulanceservices.ThisSLAwasfinalisedandsigned

inDecember05.

SLA Fisheries Protection/Maritime Patrolling

During2005theAirCorpsupdatedandamended

itsServiceLevelAgreement(SLA)withDCMNR.The

updatedagreementwassignedonthe��Sept05.


6�

64

Financial Report

The2005BookofEstimatesprovisionforDefenceSubheadswas_7�7.982million.99.�9%ofthisprovision

wasexpended.

Table 7.1 Defence Expenditure 2005 and 2004

Subhead 2005

Provision

_’000

2005

Outturn

_’000

2004

Provision

_’000

2004

Outturn

_’000

A DODAdministration 22,858 2�,�� 2�,662 20,787

Defence Forces & Pay Allowances

B PermanentDefenceForce’sPay 422,�79 4�2,�80 400,000 �94,�08

C PermanentDefenceForce’sAllowances 5�,222 5�,6�6 55,0�5 49,649

D ReserveDefenceForce’sPay �2,55� �0,542 �2,�29 ��,2�4

E Chaplain’sPay&Allowances �,�50 �,�58 �,�80 �,07�

F CivilianEmployeesPay �9,270 �6,949 �8,�55 �7,64�

Defence Forces Non-Pay Expenditure

G DefensiveEquipment �5,�55 46,498 �4,540 �7,��2

H Aircraft 4�,200 44,2�7 44,800 55,�92

I MilitaryTransport �0,020 ��,244 8,292 ��,957

J Ships&NavalEquipment ��,444 �2,86� 9,284 �0,8�5

K BarrackExpenses&EngineeringEquipment �4,7�� 5,9�6 ��,�77 �4,087

L Buildings ��,447 �2,98� �0,�� 29,79�

M Ordnance,Clothing&Catering �4,969 �4,8�0 �2,458 ��,570

N Communications&InfoTechnology ��,0�6 �4,248 7,540 �0,48�

O MilitaryTraining(Courses&Equipment) �,558 2,27� �,569 �,568

P Travel&Freight 4,495 4,582 �,85� 4,904

Q MedicalExpenses �,080 �,09� �,005 �,028

R LandMaintenance&Rents �,02� �,0�� 997 980

S Equitation 952 �,006 929 �,008

T Compensation �4,000 5,902 24,000 �0,672

U MiscellaneousExpenses 2,682 2,�65 2,480 �,294

V EUSecurity&DefencePolicyCosts �,200 289 - -

Other Services

W CivilDefence 5,767 5,767 5,59� 5,59�

X IrishRedCross(Grant-in-Aid) 888 888 866 866

Y CoisteanAsgard �,�2� �,�2� 69� 69�

Z AppropriationinAid (26,200) (26,7�9) (�7,292) (�7,5�5)

Total Defence Expenditure 737,982 731,971 697,656 695,028


65

66

Table 7.2 Ratio of Pay to Non-Pay Expenditure

Pay to Non-Pay Ratios

Year Pay Non-Pay

�997 78% 2�%

�998 76% 24%

�999 74% 26%

2000 7�% 27%

200� 66% �4%

2002 68% �2%

200� 69% ��%

2004 7�% 29%

2005 71% 29%

Source:DeputyChiefofStaff(Support)FinancialReports,�997to2005.

Table 7.3 Government Financial Allocation to Defence 1995-2005

Government Financial Allocation

Year Defence Vote

Outturn _’000

% GNP Total Govt Budget

Outturn _’000

Defence Vote as %

Of Govt Budget

�995 47�,482 �.� ��,0�5,960 �.62

�996 489,�57 �.� ��,694,540 �.57

�997 54�,2�8 �.� �6,��,872 �.�2

�998 54�,�56 �.0 �6,��9,4�� .�2

�999 577,42� 0.9 �8,��8,006 �.�5

2000 626,097 0.8 20,65�,924 �.0�

200� 7�2,054 0.8 25,�40,2�2 2.80

2002 7�2,9�8 0.8 28,849,696 2.47

200� 70�,075 0.7 �0,7�6,65� 2.28

2004 695,028 0.7 �2,502,685 2.��

2005 731,971 0.7 35,559,035 2.05

Source:TheDeptofFinanceRevisedEstimatesforPublicServices�995to2005andtheAnnualReportoftheController&AuditorGeneral200�

to2004.

66

67

Table 7.4 Non-Pay Expenditure by Function

Comparison of Spending by Function

Year Spend

_’000

Equipment

_’000

Maintenance

_’000

Operating

Costs _’000

Buildings

_’000

Training

_’000

2000 �68,800

�00%

74,900

44.50%

27,900

�6.50%

40,000

24.00%

22,800

��%

�,200

2.00%

200� 2�7,000

�00%

86,000

�9.50%

��,000

�4.50%

�9,000

�8.00%

55,000

25.50%

6,000

2.50%

2002 209,547

�00%

85,�9�

4�.��%

�4,�08

�6.�7%

4�,250

�9.69%

4�,076

�9.60%

6,722

�.2�%

200� 205,0�6

�00%

97,720

48.00%

�2,�55

�5.50%

45,7�8

22.00%

24,248

�2.00%

5,�75

2.50%

2004 200,229

�00%

95,9�2

47.9�%

�4,0�7

�7.00%

46,6�9

2�.28%

�8,4�9

9.2�%

5,200

2.60%

2005 228,928

100%

122,748

53.63%

37,369

16.32%

46,523

20.32%

19,284

8.42%

3,003

1.31%

Delegation of Financial AuthorityFinancialauthorityinrespectofapprox.5�%oftheDefenceForcesnon-payexpenditureisdelegatedtotheChief

ofStaff.


67

Training (1.31%)

Equipment (53.63%)

Maintenance (16.32%)

Buildings (8.42%)

Operating Costs (20.32%)

Figure 7.1

68

Table 7.5 Multi-Annual Expenditure

Major Ongoing Capital Investment Projects (excluding buildings)

Project Description Year

Commenced

Pre 2005

_’000

Expenditure

2005

_’000

Balance

_’000

Total

_’000

Planned

Completion

Date

Light/UtilityHelicopter 2004 �4,�70 13,617 ��,2�� 6�,000 2008

PC-9(PilatusTrainerAircraft)

InclWeaponsPackage 2002 55,089 9,400 - 64,489 2005

CASA-Mid-lifeUpgrade 2005 - 4,500 7,500 �2,000 2007

APC(Phase�) 2005 - 15,100 2�,400 �6,500 2008

MRATGW-Javelin 200� 9,500 2,400 400 �2,�00 2005

IntegratedProtection&Load

CarryingSystem 2005 - 2,800 9,400 �2,200 2006

FieldDeployableHQs 2005 - 900 �,500 2,400 2006

GPMGWeapons 2005 - 1,400 2,900 4,�00 2006

Command&StaffTrainer 200� 4,0�� 238 - 4,249 2005

DigitalIndoorRangeTheatre

(DIRT)

�999 2,2�7 - �50 2,567 2006

*MIFProject 200� 4,629 4,300 - 8,929 2006

PRR(PersonalRoleRadio) 2002 507 803 - �,��0 On-going

*Includescostassociatedwithinfrastructureupgrade,whichwasnecessarypriortorolloutoftheMIF.

68

Significantprogresswasmadein2005inrelation

toMilitaryProgrammeswithexpenditureinthis

areaup€29.49million(�.4�%)over2004.Thiswas

particularlysignificantintheareaofequipmentwhere

anadditional€28millionwasspentin2005over

andabovethatof2004.Muchofthisisaccounted

forbythecommencementofPhase�oftheMowag

procurementplan,withtheplacementofacontractfor

fifteen-specialistroleMowagreconnaissancevehicles,

whichwillbedeliveredoverthenexttwo(2)years.

Financial ReformFinancialReformcontinuedthroughout2005with

preparationfortherolloutoftheManagement

InformationFramework(MIF)inJanuary2006.This

involvedamajorreforminthelayoutandpresentation

oftheDefenceForcesEstimates.Allexpenditurein

futurewillfallintooneofthreecategories,‘Capital

Item’,‘Inventory Item’or‘Expense Item’.Allfinancial

transactionswilltakeplaceontheManagement

InformationFramework.Thiswillpresentmanagement

withtimelyandaccurateinformationontheday-to-

dayworkingsoftheorganisationandgreatlyassistin

theplanninganddecision-makingprocessatalllevels.

ThelayoutoftheDefenceForcesFinancialReport

continuestobebroughtinlinewiththestandard

formatusedinbestbusinesspractice.Thishasallowed

foraclear,accurateandtransparentpresentationof

thefinancialperformanceoftheorganisation.This

processofimprovementwillcontinueintothefuture

soastomakethebestuseoffinancialinformation

providedbytheMIF.

Documents

Defence Forces Annual Report 2005 · 2018-10-08 · served in Kabul (ISAF), Aceh Monitoring Mission (AMM Indonesia), Sri Lanka (UN Joint Logistics Centre – post tsunami) and Sudan