Written Answers. - Review Group.
Michael Creed
Question:
123
Mr. Creed
asked the
Minister for Defence
the plans, if any, he has to implement the Price-waterhouse report on the Naval Service and Air Corps; the status of the Pricewaterhouse implementation plan following the publication of the White Paper; and if he will make a statement on the matter.
[8844/00]
John Browne
Question:
127
Mr. Browne (Carlow-Kilkenny)
asked the
Minister for Defence
the number of meetings he has chaired as head of the implementation group of the Pricewaterhouse review of the Naval Service and Air Corps since his appointment as chairperson in 1998; if this group will continue meeting; and if he will make a statement on the matter.
[8845/00]
I propose to take Questions Nos. 123 and 127 together.
The 1998 Pricewaterhouse report on the Air Corps and the Naval Service set out a range of recommendations for more effective and efficient air and sea services. Some of these recommendations could be proceeded with fairly quickly while others would take longer to implement. It is important that the recommendations be implemented in a structured and coherent way that contributes to the overall development of the Defence Forces.
I have always emphasised the importance of involving all of the relevant stakeholders in the process. Accordingly, I have established a special consultation group to provide a forum for the input of the key stakeholders in relation to the State air and sea services. This consultation group, which I chair, comprises representatives from the civil and military branches of my Department, from the Department of the Marine and Natural Resources, the Department of the Taoiseach, the Department of Finance and the Department of Justice, Equality and Law Reform. To date, the group has held an initial meeting at which I invited stakeholders to make their inputs to the process and appropriate contacts have been made at official level to facilitate this.
In October 1998, I directed the chief of staff to arrange for the general officer commanding the Air Corps and the flag officer commanding the Naval Service to submit implementation plans that would give effect to the effectiveness and efficiency recommendations in the Pricewaterhouse report. Draft implementation plans for both services were submitted to me late last year. After careful consideration of both plans, I decided that additional work needed to be done to augment the draft implementation plan for the Naval Service. I am currently awaiting a revised draft plan from the Chief of Staff before I can advance the process. Once this plan has been received, the consultative group's principal work will begin. Further meetings of the group will occur as the planning and implementation process develops.
As with the reorganisation of the Defence Forces, the changes in the Air Corps and the Naval Service will be of a positive nature aimed at ensuring the ongoing development of these services consistent with the needs of the State and the taxpayer. The main features of the Air Corps plan to implement the effectiveness and efficiency recommendations made by Price-waterhouse are: a new organisational structure based on a division between operational and support, elements with a total manpower of around 930; service level agreements with principal clients such as the Department of the Marine and Natural Resources and new measures to address personnel training and retention.
The principal elements of a plan for the Naval Service to implement the effectiveness and efficiency recommendations made by Price-waterhouse are: a new organisational structure based on operations and support divisions with an overall manpower level of around 1,144; a planned approach to sea/shore rotation of personnel based on a two year period of commitment to sea-going duties followed by a two year period away from such duties; service level agreements with principal clients such as the Department of the Marine and Natural Resources; regular recruitment and other measures such as schemes for the commissioning of enlisted personnel to address personnel shortfalls; enhancement of the Naval College and development of proposals for a joint initiative with Cork Institute of Technology in order to meet changing needs and keep pace with the increased demand for maritime education and training responses and continu ation of a programme of investment at the naval base to improve thebuildings and other infrastructure.
The broader development of both services has been dealt with in the context of the White Paper on Defence which presented a positive opportunity to develop the Defence Forces for the long term. Investment in both services continued during the White Paper process and I have very recently announced significant investment programmes that will enable the purchase of new aircraft by the Air Corps and an offshore patrol vessel similar to the LE Róisín as a replacement for the LE Deirdre which has been in service for nearly 30 years and is approaching the end of its economic service life.
