I propose to take Questions Nos. 80 and 81 together.
Contingency planning at both a domestic and an EU level is focused on three areas: preparing for a no-deal scenario or so-called “disorderly Brexit”; preparing for a transition period based on the “status quo”; and preparing for the future EU-UK relationship.
While the outcome of the December European Council and the move on to Phase 2 has lessened the likelihood of a disorderly Brexit, very detailed work on a no-deal or worst-case-scenario is advancing intensively through the cross-Departmental coordination structures chaired by the Department for Foreign Affairs and Trade. This work is also informed by ongoing stakeholder engagement. Separately, a new preparedness unit in the Commission is considering EU-level responses.
All this work provides a baseline scenario for the policies and sectors impacted, which can then be adapted as appropriate in light of developments in the EU-UK negotiations. In this regard, it is welcome that the direction of travel is now firmly towards achieving a “status quo” transition period. Agreement on a “status quo” transition will provide certainty to individuals and businesses while also aiming to avoid any cliff edge effects between the UK leaving the EU and a future relationship agreement coming into force. The period will provide time for businesses and citizenship to prepare for the UK’s withdrawal from the EU based on the outcome of the negotiations on the framework for the EU’s future relationship with the UK. In this respect, the expectation is that the European Council will adopt additional Guidelines at its meeting on 22-23 March 2018 on the framework for the future EU-UK relationship. These guidelines – as well as further clarity on the UK position, which has been sought by the European Council – will provide a clearer picture of the direction of travel in the negotiations.
The Government’s contingency planning continues to be firmly grounded in the extensive work and outreach that has already been undertaken by individual Departments and agencies, as well as by stakeholder organisations, academics and others. Much of this is in the public domain.
While Brexit does not give rise to fundamental strategic issues for Defence Forces operations or Defence Policy, the UK has been an important interlocutor for Ireland and both countries have generally adopted similar policy positions in our engagement in the EU's Common Security and Defence Policy (CSDP). Building a broader network of alliances at EU level has been an ongoing objective in recent years but has gained increased importance with the future departure of the UK. The Department of Defence is currently conducting an internal review and analysis of issues where we have aligned with member States other than the UK. We will cross reference this with peacekeeping partners on UN, CSDP and NATO/PfP operations and like-minded States more generally as part of an ongoing process of identifying and building new alliances on the Security and Defence Agenda at EU level. The results of this analysis will help inform our bilateral engagement at Ministerial and Official level over the coming period.
As Defence operates in a support role to a range of other Departments, Defence will assist and support those Departments/Agencies in any analysis or research they are conducting which has implications for the level and nature of support offered by/required from Defence. To this end, Defence is engaging with lead Departments and Agencies as appropriate and the Defence Forces are engaged in prudent planning.
Regarding resources, matters relating to Brexit are currently being absorbed and dealt with within existing Departmental structures and resources. Accordingly there is currently no dedicated Brexit funding allocation required in the Department of Defence, nor are there any additional Brexit related roles envisaged at this time.
The structures put in place in the Department of Defence to address the potential challenges arising from Brexit include the assignment of responsibility to a senior official at Assistant Secretary General level in relation to Brexit related matters. The senior official is leading the Department’s input to deliberations within the framework established across Government and is supported in their role by a number of Branches in the Department. The senior official represents the Department on the Senior Officials Group chaired by the Department of An Taoiseach and the Interdepartmental Group on EU and Brexit which is chaired by the Department of the Foreign Affairs and Trade and is engaged with the identification of key strategic, operational and policy issues arising from Brexit. In addition, the Management Board is acting as a clearing house for Brexit and maintains oversight on an on-going basis.
