Even if the figures were 5,000 and 12,500, I agree with the Deputy that, if you look merely at a Regular Force of 12,000 and 5,000 and nothing more, from the point of view of effectiveness, you have not gained an awful lot by having 12,000, but that is not the point of the argument. What we have to visualise is a force which will, first, give you the skeleton of such emergency army as you are going to have, if you need it, a skeleton on which you can build your whole military defensive plans; and secondly, a skeleton that will have within itself a certain element available for immediate effective deployment, because it may be a matter of hours. It is on that basis that our attitude has been adopted that we should maintain the minimum establishment which the Staff calculated was necessary.
I am running the risk of repeating things which some of us said in great detail, particularly in 1948, 1949 and 1950, but it does go to the kernel of the whole thing in so far as we are at an argument about the strength to be maintained. It has arisen again on this Estimate because, in particular, of Deputy O'Donnell's interventionand the attitude he adopted. Why do we say that it is unwise to cut below the minimum which the staff said was necessary? Without repeating all that has been said on the matter before from the purely Regular Army point of view, I should like to have it looked at from this angle, in addition. We hear people talking about the inadequate training of the F.C.A., about the inadequate servicing of the whole-time personnel and about the inadequate maintenance of the Reserve and Deputies are now pointing to the serious position of the First Line Reserve. Some of us saw that coming as far back as 1946, 1947 and 1948 and pointed out the grave threat there was to the First Line Reserve. Those Deputies such as Deputy MacBride who mentioned it this year as if it were something new should look back on the records where they will see that these dangers were precisely pointed out as far back as that time under the system we were then operating.
All these points are made on the one hand and on the other, the point is made that we are maintaining too strong a force. The answer is very simple and it has been given a number of times. The effectiveness of all your Defence Forces, their standard, their maintenance and even their strength, depends very largely on the effectiveness of the Regular Force which is the skeleton for the whole lot. If the strength of that Regular Force is not maintained at least up to the minimum I have tried to indicate, its effectiveness is impaired and with it everything else suffers. In fact, it can very nearly go altogether.
In the history of the Defence Forces here, we can find some salutary lessons and we should look at them absolutely objectively and without worrying very much as to who in the past was to blame, who made a wise decision or an unwise decision. The fact is that, after the demobilisation in the '20's, in a very different set of circumstances, admittedly, and particularly different world circumstances, the Defence Forces were depleted to a point where they rapidly became ineffective, in the sense of being a Defence Force at all, as various officers on the staffs at that time pointed out. The first effort to supplementthem with voluntary reserves was made by the Cumann na nGaedheal Government and the second by their successors. These efforts, whereas they were, in part, successful, brought out a number of valuable lessons of which one was that there is a limit to the size of the voluntary force you can maintain and that that limit is very definitely posed by the size of the Regular Army you have.
Quite apart from that, there is the whole question of the training of the Regular Army itself. At the risk of repeating what I said here in 1948 when, I think, I gave a very thorough and very accurate resumé of the history of the Army on the first Estimate of the Coalition Government for Defence, I may say that we pointed out that during that period the strength which was round about the 5,000 mark that Deputy O'Donnell is talking about was so low that it was impossible to train at all. Quite apart from equipment difficulties, men were absorbed in guard duties and routine duties. They could never be got together for training. It was possible to give battalions annual training at that time only because certain reserve battalions were mobilised for annual training and did garrison work in the city. Do you see what that means? It means that at that time things were so bad that when you got your reserve battalion for annual training all you did with them was to make them do garrison duty and you tried to get a little bit of field training for the regular battalion instead. When the voluntary elements were provided, there were not the troops, the facilities and the officers available to train them, notwithstanding the fact that in the case of the Volunteer force experiment a number of officers were specially recruited for the purpose.
All that is the experience of that time which in itself very definitely points to the fact that the figure mentioned by Deputy O'Donnell is just not workable. It is not a question of opinion. It is a question of something proved by the fact and by the record of that period. At that time we were spending a considerable amount of money, even by standards in thosedays, on the Defence Force and it meant that you were spending £1,000,000 to £2,000,000 every year on the Army with a very serious risk that when the Army was needed it would not be able to answer the function for which it was provided.
Those of us who were through the emergency of 1940 realise that, I think. The General Staff realise it. We realise that by a great combination of good fortune and good luck we were able to meet the 1940 emergency, through the fortunate situation that you had the so-called phoney war period to condition people and to get them accustomed to maintaining a bigger Army, that we had a first mobilisation eight or nine months before the actual emergency of 1940, that we had been trying to make up for lost time in the previous 18 months. Notwithstanding all that, the situation was so bad that if there had been any real pressure put upon us beyond the point to which it had been put, I doubt if the machine could have borne the strain.
If anybody should care to do a calculation, he will find very quickly that when you try to provide for all the elements that are necessary it is not, on first look at the problem, 12,000 you will need; it is 15,000 or more. Look at it this way: First of all you have to make an estimate as to what emergency force you could reasonably hope to have when an emergency would come. You go to build for that. That of necessity, must be largely composed of part-time soldiers—Reserves and F.C.A. You cannot leave it all or beyond a certain percentage to emergency recruiting when the time comes. To maintain these part-time elements you will find that you need a certain regular skeleton for each unit and for each formation.
Take, for instance, the case of an ordinary infantry battalion. If you look at the organisation of an infantry battalion even as it was during the emergency—I should imagine the argument would apply even more strongly now than then—you will find that it is futile to think of it in terms of being completely part-time personnel. That was all right in the days when the riflewas your only armament, when it was only a question of rifles and men but now, with the various relatively complex armaments that you have and with the difficulties that are brought into the situation by air power and complications in transport, and so forth and so on, you will find that if you are going to have an effective battalion, even an effective Second Line Reserve battalion, you will have to allot to that battalion certain whole-time administrative personnel. If it is going to be a battalion at all, it is going to have equipment which will be relatively complex and will take some time in minding. That pre-supposes whole-time personnel on the quarter-master's side to look after that equipment.
The organisation of the unit itself is more complicated than formerly. That pre-supposes that if it is going to be run efficiently somebody will have to be whole-time and you need someone on the adjutant's side.
Then there is the training, which is much more complex for every individual man in it. When you work that out you find that you need a number of N.C.O. instructors and officer instructors, at least one or two officers and N.C.O.s for sub-parts of that battalion. These will need for various purposes an odd private soldier here and there. When you reckon the whole thing up you will find very quickly that, although this is to be a battalion of 800 or 900 men, say, of the F.C.A. or of some other Reserve, in order to make it effective, to make it worthwhile maintaining you will have to have a number of whole-time personnel allotted. When you work out the essential allotment of whole-time or Regular personnel, you will find that you have a substantial number to account for.
If you do that over every unit that you will have in your Defence Force you will find straight away, before you do anything else, that you have made a significant hole in your establishment; you will find you have absorbed a considerable number, a significant number of the 12,000 allowed by the Staff.
That situation is aggravated by another fact, that in modern times there are a number of units, in the specialist end particularly, where the proportion of whole-time to part-time could be very high because of the nature of the work, that is, if that unit is to be effective at all.
Apart from that, there are certain complete or nearly complete units of the Regular Army itself required to meet an emergency occasion. As some of us have pointed out, you may have a pre-emergency period or you may have the opening stages of an emergency where you want something available straight away while you are mobilising, if for nothing more than the protection of vital points or vital garrison duty. If you are to be able to supply that immediately, that pre-supposes certain regular units as such.
Then, again, in the case of specialist arms, having regard to the long time it is likely to take a purely voluntary or part-time organisation to get effective in these circumstances, you will have to supply, to make the remainder of your forces effective, a certain number of part-time or virtually part-time special units of various classes. You can proceed with your calculation along these lines and you will come to the figure. When you come to that figure, you will probably find that it is a great deal in excess of the existing figure. The next problem is to reduce that to the minimum. That is, in fact, what the General Staff did when it was arriving at these figures. There was more or less that kind of approach to see what was the barest minimum that could be got without making the whole thing a sham.
There is another aspect to it, too, and that is the interest and the effectiveness of the personnel. I should like to deal with that separately. I have not by any means put the argument for maintaining the establishment completely or thoroughly, because I feel that has been done on other occasions, particularly in the debate in 1948 and in 1949, and it is hardly necessary to repeat it again. But there are some other aspects on which I might touch. One of thedesperate things that happened back in the late '20's and the very early '30's was that the strength was so low that people were absorbed in routine duties so much that they could not train. Officers were killed with the routine duties and they had no men to train, nor had they the time, because their time was occupied in long terms as orderly officers or in guard duties. It has a desperate effect on morale. It prevents Defence Forces from preparing or keeping themselves fit for the purpose for which they are there. In fact, one who saw it at that time can only wonder that they were capable of the effort they were capable of after such a demoralising experience.
Now there was inevitably bound to be a tendency towards the same type of demoralisation after the emergency. There was a contraction of numbers after the emergency as men went out, and so forth. But I think that the strengths were let go too low and did, in fact, go dangerously near the position that you had in those times to which I refer. From 1947 onwards the strength fell sharply and that was bound to have its repercussions on the morale of the Army. Significantly, with the increase back to a workable establishment it makes it much easier for men to be interested in their job and to carry out their duties efficiently.
Apart from that, there is the whole question, shall I say, of opportunity. Some Deputies said that we did not pay our soldiers or officers enough. Personally, I subscribe to that view. But one must also look at it from the point of view of the community as a whole and realise that this service is in the nature of an insurance; that there are other things that must, from day to day, be regarded as in priority to it; that in our circumstances we cannot afford to pay more; and that that is the situation which you have. One of the very important things in such a situation is that there should be as many chances as possible for advancement to personnel in this force and, of course, the larger the force the better the opportunities.
One of the deplorable things that results from any policy of cutting down the size of the Army is that you immediatelyrestrict the future of good men in that force. At the moment, if your establishment is, say, 12,000 and you are keeping up to it, there is a certain prospect for any good officer, N.C.O. or man to go a little bit further. In other words, there are so many potential vacancies, so many niches, if you like, for higher appointments, whether to the higher grades of N.C.O. or commissioned rank, or even in the higher establishments where there is extra pay for the private category. If you halve that, you automatically cut down the opportunities for promotion and with it the stimulation to interest.
I wonder does Deputy O'Donnell realise that a direct consequence of what he has suggested would be to cut out the possibilities for promotion? If I understood him aright, his proposition was to cut the number down to 5,000 and pay them more. Very good. From the purely personal point of view of the soldier, I suppose there is something to be argued there. But, even from that point of view of cutting down the size of the force, you are cutting down the opportunities for promotion.