Billy Timmins
Ceist:52 Mr. Timmins asked the Minister for Defence the number of officers in the rank of lieutenant and captain that left the Defence Forces between 1997 and 2001, inclusive; and if he will make a statement on the matter. [11708/02]
Written Answers. - Defence Forces Personnel.
Minister for Defence (Mr. M. Smith): One hundred and eighty captains and ten lieutenants retired or resigned from the Permanent Defence Force between 1997 and 2001 inclusive. Commissioned officers may leave the Defence Forces by voluntary retirement or resignation of their commissions.
As one might reasonably expect, members of the Permanent Defence Force, across all ranks, take up offers of civilian employment in times of economic prosperity. While this trend would also apply to some extent to certain other categories of public sector employees, there are two quite distinctive factors which specifically impinge upon the general PDF situation.
The PDF pension schemes are among the most generous within the public service. In the case of commissioned officers, a pension is payable immediately, along with a lump sum after the completion of only 12 years military service. For example, an officer, such as an army captain, may retire from the PDF in his or her late 30s and immediately receive a military pension for life along with a retirement lump sum. While exact amounts would of course vary by rank and service in individual cases, typical cases at captain level could attract a pension of about €14,000, £11,000, per annum for life, linked to future movements in captain's pay, and a tax-free gratuity of about €28,000, £22,000.
It is widely recognised, not least by private sector employers, that the programmes of personal development and training available in the Defence Forces are second to none and can stand comparison with the best in the private sector. Nowadays, military skills training encompasses a very broad range of well recognised courses of training in highly marketable specialisms such as computer software and information technology. Many military personnel, in all ranks, are increasingly educated to diploma, degree and indeed to post graduate degree level in such readily marketable specialisms. Obviously, such personnel, already pre-trained and well experienced to the highest levels, are a tempting target to the private sector. In addition, the unique leadership and management skills of military officers has made them a very attractive target for managerial recruitment.
The majority of officer retirements are currently voluntary in so far as they are not com pulsorily determined by the reaching of a prescribed maximum retirement age by the incumbent. Relatively few officers would stay in the PDF for the maximum period possible, that is, to their prescribed retirement age in rank and nor would this be desirable. The positive features of turnover within officer ranks, and the consequential flow of promotions for younger officers, must be actively borne in mind.
Moreover, the prestigious annual cadetship competition continues to draw an applicant pool of well educated and academically talented school leavers. There are 1,098 individual applicants for the 2002 cadetship competition, which will result in the award of 70 cadetships.
There is a need for the Defence Forces to retain highly trained and experienced young officers. The loss of young officers is attributable to numerous contributory factors. Two aspects that immediately come to mind are the perceived lack of opportunity for more rapid career advancement for the most talented and able young officers and, as I have already mentioned, the very attractive lump sum and pension arrangements available for departing officers. Of course, in recent years, there have been great opportunities in the burgeoning private sector for such well qualified and highly motivated personnel.
I remain convinced that the Gleeson Commission's recommendation that a mechanism be developed under which officers of exceptional ability might expect to reach the rank of lieutenant colonel, while still in their thirties, would help to reduce the loss to the private sector of at least some of the most experienced officers with skills that are in demand.
In this regard, a merit-based promotion scheme that will enable the best and brightest young officers to progress swiftly up the ranks is necessary, and it is my sincere hope that RACO will work with the official side to devise a scheme that meets this objective. The planned review of the 1997 promotion agreement will provide an opportunity to address these issues.
As set out in the White Paper on Defence, the Government decided that an updated Integrated Defence Forces personnel management plan would be prepared by military management as a matter of priority. This plan will set down policies and goals to ensure that personnel policies and practices keep pace with the current best practice to the benefit of the Defence Forces. The integrated personnel management plan will establish a comprehensive intake policy and active personnel management framework to address the Defence Forces officer requirements in the coming decade.
I am conscious that the shortage of junior officers in the Defence Forces is causing some difficulties. I believe that this matter requires a creative, dynamic and innovative response. Among the initiatives that must be examined in this context are graduate recruitment, short service commissions and a much more active programme of commissioning from the ranks.