Brendan Howlin
Question:19 Mr. Howlin asked the Minister for Defence when he expects to receive the report of the Reserve Defence Forces Review Implementation Board; and if he will make a statement on the matter. [13824/02]
Other Questions. - Defence Forces Review
I am advised by the military authorities that a military board, the Reserve Defence Forces Review Implementation Board, on which the FCA is represented, has been set up at Defence Forces headquarters to formulate specific plans for the implementation of the recommendations of the reserve steering group. I established the special steering group in 1998 to undertake a study of the reserve and the group reported to me in September 1999. Under the aegis of the military board, structures have been put in place in each brigade and in the Naval Service to facilitate consultation with FCA and Slua Muirí personnel throughout the country. Given the dependence of the reserve on voluntary service, I was anxious that there should be an ongoing process of consultation before proposals are finalised. The military authorities have advised that the process of formulating revised structures for the Reserve Defence Force is nearing completion and I have been advised that I will receive a copy of the draft Reserve Defence Forces Review Implementation Board report from the Chief of Staff very shortly.
The Permanent Defence Force is now organised in a three-brigade structure and a Defence Forces training centre. The Reserve Defence Force will be similarly reorganised and restruc tured and it is envisaged that the implementation of these changes in the Reserve Defence Force will take place over a period of approximately six years.
The White Paper on Defence recognised that a notable and important feature of the existing FCA organisation is its countrywide geographical spread. This particular aspect will, in general terms, be retained in the future. The full organisational and establishment details of the new reserve force will be determined in the course of the ongoing detailed implementation process.
In general terms, the blueprint for the new Reserve Defence Force will involve replacing An Fórsa Cosanta Áitiúil with an Army reserve consisting of two elements. One element will provide personnel who will integrate with Permanent Defence Force units to bring them up to full operational strength in a contingency situation. Personnel who opt for a period of integrated service will be provided with enhanced military training. The larger element will provide the overall Army Reserve, organised into three reserve brigades.
I emphasise that the steering group was particularly mindful of the need to preserve and to retain the many traditional and well established strengths of the current reserve system, not least the admirable spirit of individual voluntary commitment, close social links with local communities and a good depth and scope as regards nation-wide geographical spread.
How many people are currently in the FCA? In this context, do the new proposals match the proposals to align the new Reserve Defence Force with the Permanent Defence Force in terms of the three brigade structure? Is another recruitment drive necessary or are there sufficient numbers to meet demands?
The blueprint is for an Army Reserve with a total strength in the region of 12,000. One element, comprising 2,656 personnel, will provide people who will integrate with the PDF units to bring them to full operational strength and the other element of 9,300 personnel will provide an overall Army Reserve for the PDF. We have a dedicated Naval Service Reserve – Slua Muirí – of about 400.
It is reasonably close to the numbers we already have even though there is some doubt as to exact numbers. About 9,000 participated in training exercise last year and there are indications that there could be 3,000 or 4,000 who were unavailable for some reason.
However, if one examines the geographical spread, there are some areas which are very poorly represented so we need to target our cities and other parts of the country with recruitment programmes. The challenges include changing economic circumstances, less free time, employment opportunities, a diminution of the voluntary ethos and greater materialism which make recruitment a struggle, but there is confidence that we can surmount these obstacles.