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Defence Forces Drafted by G Craughwell^J 09-03-2021

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SUBMISSION TO THE COMMISSION ON THE DEFENCE FORCES BY INDEPENDENT ELECTED MEMBERS OF CORK COUNTY COUNCIL • Critical National Infrastructure Resides in Cork/Kerry • The Region is a powerhouse of industry and business • Defence Forces (DF) is critical in security these assets • Cork/Kerry needs balanced regional development • DF Reserve units need a footprint throughout the region The Southwest Region of Cork and Kerry The Cork/Kerry Region is a significant powerhouse driving Ireland’s economy. Its drivers include pharma, IT, medtech, agriculture, agribusiness, tourism, marine/maritime, shipping and chemical companies, SMEs. The region is blessed with high grade 3rd Level universities. Political stability, Foreign Direct Investment (FDI) and a highly educated/trained available workforce enables this success. Economic success requires a stable security environment; it reassures investors. This security umbrella is provided by An Garda Siochána (GS), and significantly, by the Defence Forces (DF). In Cork, Commercial/Critical National Infrastructure (CNI) such as Cork Airport, Cork Deep Water Port, Kinsale Gas Fields, Inch Natural Gas Terminal, National Oil Refinery Whitegate, Biotech/Pharma Plants in Cork Harbour, Inniscarra/Clondrohid hydro dams, Aghada Power Generating Station, Kilbarry Power Junction need reassuring protection. Kerry attracts 2.3 million tourists annually; fintech cyber security is critical; seafood/fishing, agri-food, onshore/offshore windfarms, tourism structures need state protection. The specialist contingent security assets to protect these sites rest in the DF. The Defence Forces (DF) struggles to fulfil its mandated roles in Cork/Kerry. Experienced/highly trained Army/Army Ranger Wing (ARW) and Naval Service (NS) personnel are voluntarily leaving. Retention of personnel is at crisis point. The misjudged 2012 DF Reorganisation, mostly effecting Army brigades, must be reversed. The only “workhorse infantry” unit in South Munster, the historical 4th Infantry Battalion, was also shamefully disbanded in 2012. Balanced Midwest Regional Development and the Port of Cork Long-term government policy seeks balanced regional development, currently, “Project Ireland 2040; Balanced Regional Development”. Our region must benefit by increasing the DF footprint here, starting with restoring 470 4th Battalion army posts in Cork City for both DF operational and military careers reasons. The Naval Base and Dockyards (NBD) at Haulbowline occupy a strategic position in one of the world’s largest natural harbours. NS’s imminent procurement of a multi-role vessel with helicopter deck/hanger provides impetus for a possible deployment of an Air Corps (AC) detachment to the NBD. Potential future requirements to operate in the littoral space may provide justification for the creation of amphibious infantry units. With these factors in mind, the possibility of new AC and Army units permanently stationed in the NBD, and the development of additional facilities there to meet these demands, should be urgently and energetically explored. DF and Counties Cork and Kerry Linkages between the DF, Permanent Defence Forces (PDF) and the Reserve (Res), are longstanding in Cork/Kerry. Until 2012, Res units dotted rural/urban Cork/Kerry. Reorganisation unwisely reduced this DF footprint, notably PDF personnel deployed locally with Res units. It wasn’t policy compliant supporting a regional DF footprint. Res service allowed young men/women to join a learning state 1 service The Res, embedded in local communities, provided multi-discipline new opportunities in leadership and management formation. The Res was a proven conveyor belt to fulltime DF service. That is now ruptured, negatively effecting DF recruitment. Business and community leaders laud key leadership and management skills learned during their Res service. Reorganisation ruptured this unique and valued multiplier. PDF manned Res units need to be reformed in Bandon, Bantry, Macroom, Kilworth, Tralee, Cahersiveen, Killarney, Dingle and Listowel, at a minimum. A lack of Res service opportunities negatively diminished rural communities. The Operational and Manpower Challenges Post 2012 The “Operational Cycle” of the Army element of DF was ruptured in 2012. Since then, recruits trained at 1st Southern Brigade’s Training Centre in Cork are posted on “passing out” chiefly to brigade units in Kilkenny, Limerick and Galway. For young soldiers from South Munster, in particular, on meagre wages, this results in financial hardship commuting home to family/loved ones/sports clubs when off duty. The loss of 470 posts in Cork in 2012 directly and negatively causes ongoing real-time personnel challenges. For some time, to overcome increasing manpower shortages in South Munster, and to help prevent early voluntary soldier retirements, DF leadership directed that 100 soldiers of private rank be “attached” to Cork from Kilkenny/Limerick/Galway units. No junior officers/junior non-commissioned officers accompanied them. It’s an admission manpower gaps from disbanding 4th Infantry Battalion in Cork; it contravenes military command/control which requires oversight/mentoring of soldiers; reduces the cohesion of brigade units these soldiers came from. A re-established 3 Brigade Army would enable a viable Operational Cycle to return. DF of the People for the People which We Must Protect Uniquely in mature states our GS are double hatted, police and intelligence organs of State. Uniquely too, the DF is double hatted; state/intelligence defence, and 30+ bespoke security services in Ireland. No other state service is capable to deliver them. Some are “contingent capabilities” all responsible democracies retain as sovereign insurance. These are attached in the Annex. insecurity is a world norm; we are not immune to hybrid and cyber-attacks. Defence/security in Ireland are interwoven, not linked with international militarism. It concerns safety of our citizens, on land, at sea, in the air, our cybersecurity, enabling confidence underpinning FDI, on call to guard Critical National Infrastructure (CNI), Aid to the Civil Power (ATCP) operations with the GS, supporting first responders and Local Authorities in Aid to the Civil Authorities (ATCA) operations for floods, fires, storms, pandemics, withdrawal of essential services disputes. The DF provides HSE surge Covid capacity. It is losing highly trained eXperienced personnel daily. Recruitment cannot keep pace with voluntary retirements; it cannot recruit its way out of this crisis. Retention of personnel is the ONLY solution. This crisis must be arrested, now. Pay, Conditions and DF Structures In 2016, the DF commissioned a report by UL to eXamine its working conditions. The findings of the ‘Workplace Climate in the Defence Forces’ make unhappy reading. It highlights a host of serious problems brought on by poor pay and working conditions. The DF are not exempt from the “Working Time Directive”, which when fully implemented will necessitate significant numbers of additional troops to reach compliance. The DF cannot recruit its way out of this crisis. Retention is the key. The ill-judged 2012 Reorganisation eliminated/significantly reduced the PDF and Res national footprint; it reduced DF employment and career opportunities in the regions, lessened DF economic and social benefit to those areas, and ruptured the leadership contribution of DF personnel to rural communities. Voluntary and sporing clubs is where culture and community thrive, creates energy sparking entrepreneurial spirt, wellbeing and the correct mix of work-life balance. 2 ANNEX: Representative Sample of Bespoke DF Outputs Provided by the Army (including Army Ranger Wing), Aer Corps, Naval Service and Reserve Helicopter fast roping and abseiling. Essential in terrorist attack/hostage scenarios on land and at sea. VIP Close Protection. Specialised sniping surveillance assistance to the GS for visiting Heads of State. Directorate of Intelligence (D Int) Counter Intelligence Electronic Surveillance. Both the GS and DF are authorised in law to deploy such assets subject to the rigorous legal oversight enshrined in the process. D Int and Directorate of Communications and Information Systems (D CIS) Cyber Security Capability. The DF CIS Corps has historically been a leading state agency with leading edge personnel and equipment in this space. Air Defence (AD). During VIP/Heads of State Visits. The Artillery Corps deploy its AD and associated Target Acquisition Radar systems. Explosive Ordnance Disposal (EOD). Commonly known as the Bomb Squad. This is delivered nationally by the Ordnance Corps. Explosive Ordnance Reconnaissance (EOR). Delivered by the Corps of Engineers when a clear and safe route needs to be secured in order for the EOD Teams to begin work on the main device. Medical. DF provide advanced combat first aider training for identified personnel. In each ARW combat team, and in all combat arms units of the D there are highly trained unit and specialist medics. State Ceremonial Services. Visiting Heads of State, Ambassadorial Credentials, State Funerals, National Commenm0rations. Maritime Counter Terrorism. Maritime reconnaissance and interdiction to include, ships, passenger ferries, oil/gas rigs, offshore wind farms, international undersea interconnector cables (covert approach and assault), beach landing areas, reconnaissance. Maritime Surveillance. Monitoring and tracking suspicious shipping, yachts and pleasure craft in support of national and international police forces and specialist
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