Mr. Drew Harris:

I will address the question on the operating model and the community policing model. The rationale for the operating model was to try to minimise the amount of administrative effort in the divisions and districts. We effectively went from 99 administrative units – the districts – to 23 divisions. Part of this is to streamline the command structure and provide more autonomy to the chief superintendents, in that they would have more personnel, which would allow a degree of specialisation. Many of the benefits of the operating model are seen across the country, in that there are detective superintendents in place in each division, which was not the case prior to the operating model. There is also an inspector on duty 24-7. We increased the number of inspectors significantly to provide additional supervision and support to gardaí while on duty. We have also increased the number of sergeants. This was all in response to various reports, including our 2017 internal audit, where gardaí reported that they were not getting enough support in terms of front-line supervision. That support is now being delivered. It is also being delivered to local units to deal with issues of domestic abuse, child abuse, etc. These are all positives for the service we provide.

The operating model is based on community policing. We would have functional areas, but the main focus would be on smaller areas within a division led by an inspector and sergeant with a community policing team. They would be local contacts and address local issues. The inspector and sergeant would effectively be at the front of the house when addressing issues with other agencies. As the new community safety legislation is enacted and that approach is taken, it will have an effect on how we work with other agencies.

The organisation’s model was not handed down to us on a stone tablet. It can be subject to review. The previous model stood the test of 100 years, but it was no longer fit for purpose. Too much serious and specialised crime was being dealt with as though everyone was omni-competent and could deal with everything that came through the door.

Much of our approach has to be far more specialised around cybercrime, fraud and other crimes, as I have already said, including domestic abuse, rape and child abuse. That is what we sought to achieve. We are continuing to recruit and to increase the numbers in the organisation. That is our stated intention and we are supporting the Government to do it. All the divisions will see the numbers assigned to them uplifted. That is our intention.

The issue of the pay review body has been raised. The associations can make a strong argument in that respect. There are many issues around pay and conditions, allowances, mileage, subsistence allowance, accommodation allowance and pensions that have sat unresolved for a considerable period. There has been a recent uplift in the student allowance. That allowance had remained static for many years. These are issues that in the overall, a pay review body could assist with. These factors are leading to a sense of disillusionment. They are impacting members because their allowances are not keeping pace with the cost of living. They are falling behind. Some of the rules in respect of those allowances are antiquated and not fit for the modern way of working. There is a lot to be said for a pay review body that would specifically look at our terms and conditions, even for a dedicated period. That would be helpful.

In respect of injured members, I will turn to Ms Cooke to talk about the process. I would be alarmed to hear that someone who has been injured in duty is allowed to languish and suffers in respect of pay. If there is a specific case, we would want to know about it immediately.