Mr. Maurice Quinn:

I very much welcome the opportunity to engage with the joint committee on the development of a new strategy statement for the Department of Defence and the Defence Forces for the period 2017 to 2020. With my colleagues, I look forward to gaining the insights of the committee in the preparation of the new strategy statement.

As committee members are aware, in accordance with section 4(1)(b) of the Public Service Management Act 1997, as Secretary General, I am required to submit a new strategy statement to the Minister within six months after the appointment of the new Minister to have charge of the Department. That work is under way. In keeping with the collaborative approach outlined in A Programme for a Partnership Government and consistent with the approach taken to preparing the existing strategy statement for the period 2016 to 2019, I again wrote to seek the views of the committee.

The current strategy statement was approved by the then Taoiseach and Minister for Defence in November last year. It followed a lengthy and comprehensive process of consultation with stakeholders.

For this reason, the Minister approved our proposal to follow broadly the structure of the current version for the new strategy statement. The committee has been provided with a copy of the current statement, a briefing note and a copy of the White Paper on Defence. The current strategy statement establishes the high level goal of the defence organisation as to provide for the military defence of the State, contribute to national and international peace and security and fulfil all other roles assigned by Government. This high level goal comprises three broad strategic dimensions: defence policy, ensuring the capacity to deliver and defence forces operational outputs. Under each, a number of strategic goals are identified which in turn lead to priority objectives and actions.

The Department has a civil-military structure and under the direction of the Minister, responsibility for implementation falls to both military and civil branches. Implementation is overseen by the high level, joint civil-military strategic management committee on a continuous basis. This civil-military approach ensures that both civil and military business planning follows a shared view of the strategic goals, objectives and actions. Our combined aim is to ensure that the requirements of Government across all roles assigned are met.

As members of the joint committee will be aware, in August 2015 the White Paper on Defence was published. This provides the policy framework for the period up to 2025. The White Paper is developmental in nature. The White Paper, the programme for Government and the available resource envelope will once again drive the identification of priorities over the three-year period covered by the new strategy statement. The policy framework set out in the White Paper is flexible and responsive given the dynamic nature of the security environment. It sets out the roles assigned to the Defence Forces as approved by Government. As well as providing for the defence of the State from armed aggression, the roles assigned include: continued provision of supports to An Garda Síochána; the defence contribution to international peace and security; and the defence contribution to major emergencies and civil contingencies. These non-security supports maximise the utility to the State of defence assets and improve the value for money achieved from defence expenditure.

A key feature of the White Paper is the geopolitical and domestic security environment assessment. This provided the basis for the defence policy response and other policy requirements that are set out and which, in turn, led to the consolidation of those requirements into revised roles for both the Permanent Defence Force and the Reserve Defence Force.

Human resources are the key component of capability. The White Paper sets out an ambitious programme aimed at ensuring that the defence organisation can continue to meet the challenges of a changing world. We face HR challenges, similar to other areas of the public service, in recruitment and retention of personnel. Military personnel have a skillset that is very attractive to prospective employers. We have challenges in recruitment to the Reserve Defence Force. Significant and prioritised military and civil work is under way across the full spectrum of HR matters.

On the equipment front, the immediate requirement is to fully support the Defence Forces in undertaking the tasks required of them. Major equipment platforms will be replaced over the life-time of the White Paper. Programmes well under way include the upgrade of the Army’s fleet of armoured personnel carriers, the Naval Service vessel replacement programme and the replacement of the Air Corps’ Cessna fleet.

There were 88 separate White Paper projects identified to be completed over a ten-year period. A joint civil military White Paper implementation facilitation team was established to support and monitor progress. To date, 36 projects have been initiated and are at various stages of development. Projects were prioritised taking account of the Programme for a Partnership Government, existing workloads, available resources, linkages identified during the project planning phase and initiatives that were already under way.

The White Paper introduced a new process of fixed cycle defence reviews to occur at three-year and six-year intervals. I can confirm that the first such review will be commenced by the Department in July 2018 with a White Paper update and this will include a review of the geopolitical and domestic security environment. The intention is to remain adaptable and to focus on Ireland's participation in the collective response to emerging challenges to our security.

Our commitment to the relationship with veterans’ policies, the Defence Forces representative associations and partnership will be restated in the statement. The development of the important contribution of Civil Defence and of the Office of Emergency Planning will be included.

The strategy statement will recognise that there are important cross-departmental dimensions to the work of defence. Meeting our goals and objectives is often critically dependent on the inputs and co-operation of other Departments and State agencies and vice versa. Department officials and Defence Forces personnel are represented on a number of interdepartmental groups and committees which consider a range of cross-cutting issues that impact on Government. The importance of whole-of-Government approaches to the security of the State will again be pursued. We will continue to collaborate with a range of Departments and agencies that have security responsibilities as well as the newly-established Cabinet committee F and the Government task force on emergency planning. The Department of Foreign Affairs and Trade will continue as a key strategic partner, with which we have a close and effective working relationship in areas such as UN peacekeeping, Common Security and Defence Policy, international security policy, disarmament, non-proliferation and arms control and sustainable development.

As always, the new draft will be produced through civil-military collaboration. While I am statutorily required to submit a strategy statement to the Minister, I will as always proceed on the basis of having an agreed approach with the Chief of Staff on the content of my proposals. Furthermore, the Defence Forces representative associations have also been invited to contribute to the process and we look forward to receiving their views.