Commission on the Public Consultation Response

Establishment of a Centralised Army Recruit Training Depot

Introduction Currently, initial induction training within the takes place over 29 weeks. The first 17 weeks (Recruit Training) is a foundation phase which instil the basics of military knowledge and fitness, producing a Two Star Private Soldier. This is followed immediately by 3 Star Training, a 12 week advanced course which produces a qualified Private Soldier in the Army.

Both phases of induction training are conducted at unit level by Infantry Battalions, in the Defence Forces Training Centre (DFTC) by 1 Mechanised Infantry Company (1 Mech) and 1 Armoured Cavalry Squadron (1 ACS), and by the Brigade Training Centres (BTCs) in Dublin, Cork and Athlone. It is the recommendation of this submission that this practice be discontinued and that Recruit Training be replaced by a newly established and centralised Recruit Training Depot.

Capabilities This section will examine the current impact which initial induction training imposes on both line (operational) units and established training institutions within the Army, necessitating the creation of a Centralised Recruit Training Depot.

1. The Impact on the Capabilities Operational Units

a. The use of Operational Units to train new inductees constitutes a major draw on the already meagre resources of the conducting unit. A single Recruit or 2-3 Star Platoon will require the full time detachment of one (1) Lieutenant, one (1) Sergeant and at least eight (8) Corporals, all handpicked as the most enthusiastic and experienced junior officers and NCOs available – a unit commander will rightly want their best people instructing new entrants.

b. Furthermore, the successful completion of this training requires significant oversight and involvement of a Commandant (the Company Commander) the Company Second- In-Command (a Captain), the Company Sergeant, Company Quartermaster Sergeant, Physical Training Instructors and the Company Orderly Room to assist in the administration of the Recruits, all of whom must maintain their designated roles of leading and administering an operational Company of 130 qualified personnel in addition to supporting inductee training.

c. In essence, the efforts of an entire Infantry Company or Cavalry Squadron becomes consumed by the necessity of providing the robust and quality training our new entrants deserve. In doing so, this unit does not have the capacity to maintain its own continuation training and during periods of heavy operational tasking (such as a Portlaoise Prison rotations or when the Battalion is the lead unit for an overseas deployment) there are significant strains imposed.

2. The Impact on the Capabilities of Training Units

a. As mentioned in the introduction, initial induction training is also conducted by 1 Mech (the Army’s Armoured Personnel Carrier (APC) Training Unit) and the BTCs in Dublin, Athlone and Cork. Whilst not operational in nature, these units conduct vital continuation training and career courses for qualified personnel. It is suggested that the ability of these institutions to conduct such courses is adversely impacted by their requirement to conduct Recruit and 2-3* Courses which leads to a subsequent skills gap in the Army at large.

b. For instance, the BTC in Collins Barracks, Cork cannot run a Potential NCO Course to promote Privates to Corporal if they are required to train several Recruit and 2-3* Platoons, resulting in a deficiency of junior leaders within the Army. Similarly, if 1 Mech are tasked to run induction training they will be unable to fulfil their core role of training APC crewmen, thus resulting in a dearth of suitably qualified personnel available for overseas service.

c. The establishment of a Central Depot for Recruit Training would ensure that the training establishments within the Army are utilised for the purpose of honing existing skills, establishing new capabilities and continuing to produce quality junior leaders to lead our soldiers at home and overseas.

Structures and Staffing In this section the structure of the proposed Recruit Training Depot will be examined and suggestions advanced as to the establishment of the Depot in terms of manpower and facilities necessary for its successful operation. This section will also make suggestions as to the recruitment of Instructor Staff and terms of service within the depot.

1. Size of the Depot It is suggested that the Recruit Training Depot mirror the existing structure of an Infantry Company. a. As such, a Commandant as Officer in Command (O/C) with a Captain and Second in Command (2IC), a Company Sergeant (CS) as Senior Enlisted Advisor and a Company Quartermaster Sergeant (CQMS) to oversee logistics.

b. Additional personnel required are a CQMS Stores Party (4 personnel), a Company Orderly Room to administer training (5 personnel) and Physical Training Instructors (PTIs – one (1) per Platoon).

c. A Logistics Section comprised of Drivers and Cooks sufficient for the transport and rationing of personnel. Additionally, the Personnel Support Services (PSS) and Chaplaincy Service must be available

d. Actual training of the inductees would be conducted utilising four (4) separate platoons, each comprised of a Lieutenant as Platoon Commander, a Sergeant as 2IC and eight (8) Corporals (with four (4) as Section Commander and four (4) as Section 2IC). This structure will facilitate up to 40 Recruits per Platoon.

e. It is suggested that the Platoons stagger the commencement of training in order to deconflict resources. For instance, a three (3) week gap between intakes would immediately deconflict concurrent demands on resources such as Ranges or Transport.

f. Furthermore, no more the three (3) Platoons should be in training at any one time with the staff of the fourth preparing for the next inductees.

g. Instructors Terms of Service: It is recommended that Instructors in the Recruit Training Depot are employed for a period of no more then two (2) to three (3) years in order to reduce the effect of “burn out” amongst staff. Furthermore, it is recommended that Instructor Staff receive Specialised Instructors Pay to reflect the additional workload and responsibilities that these positions incur.

2. Location of the Depot There are a number of suitable venues available for the establishment of a Centralised Recruit Training Depot, however, additional capital investment will undoubtedly be required. Locations for consideration are listed below:

a. The , DFTC.

b. Coolmoney Camp, Glen of Imaal.

c. Gormanstown Camp.

d. Kilbride Camp.

e. Lynch Camp, Kilworth.

f. , Athlone.

Conclusions and Recommendations

3. The Irish Army is unique in its approach to the reception and training of new inductees. Every other contemporary military has chosen to train its new soldiers in specialised training centres. It is therefore recommended that the Irish Army adopts a bespoke Centralised Training Depot in order to:

a. Increase the ability of line units to meet operational requirements at home and overseas

b. Enable operational units to conduct meaningful continuation training, currently impeded by the necessity of training new entrants.

c. Allow Training Units conduct skills and career courses in a manner which meets Army requirements in terms of career progression, skill retention and capacity development thus maintaining the Army’s fighting edge and ability to deal with kinetic situations at home and abroad.

d. Establish a Centre for Excellence in terms of Induction Training, ensuring that our new entrants are graduates of a programme, supported dedicated facilities and personnel which imbues the Defence Forces ethos, values and skillset.