Willie O'Dea (Limerick East, Fianna Fail)

In March 2002, Dr. Eileen Doyle and the external advisory committee group presented their report, The Challenge of a Workplace, to my predecessor, Deputy Michael Smith. The contents and recommendations of the Doyle report were accepted in full.

Action to implement the recommendations of the report has been a priority since that time. The follow-up action was driven by an independent monitoring group established in May 2002 to oversee the implementation of recommendations arising from the report. This group met regularly to oversee the implementation of the report's recommendations.

The independent monitoring group's progress report, Response to the Challenge of a Workplace, was launched by my predecessor, Deputy Michael Smith, on Friday, 24 September 2004. This describes the progress achieved to date since the publication of the original Doyle report in 2002.

The monitoring group has overseen the conduct of a major educational awareness programme throughout the Defence Forces. Considerable progress has been made in the past two years. Firm guiding principles had already been set out in the Defence Forces dignity in the workplace charter.

A new administrative instruction on interpersonal relationships was introduced in March 2003 and a user's guide was distributed to every member of the Defence Forces. The new instruction describes the six key relevant domains of interpersonal relationship within the Defence Forces. It sets out contemporary best practice for policy and procedures in dealing with negative workplace behaviours. It lists the full set of formal and informal complaint procedures that may be utilised by any party wishing to institute a complaint. Some 200 trained designated contact persons are being put in place throughout the organisation to facilitate the operation of these procedures.

An independent and external confidential free telephone helpline and counselling service has been set up by expert consultants from Northern Ireland staff care services. Each serving member of the Permanent Defence Force was informed of this service. A pilot project to record the experiences and views of outgoing members of the Defence Forces was conducted by the Dublin Institute of Technology research centre.

The particular challenges of the military training environment were identified in the Doyle report. This area has been given particular attention in the past two years, especially the key pivotal roles of non-commissioned officers in leadership and training within brigade formations. The monitoring group has made a series of important recommendations concerning the ranking, selection, training and reward systems for officer and NCO instructors in the cadet school. An immediate change in the training regime for cadets will have a vital demonstration effect.

Additional information

It has been decided therefore that the process of introducing these changes will begin with the 2004 cadet intake. Some of the changes will take longer to implement and will be addressed through the conciliation and arbitration process or the overall review of Defence Forces organisation.

The equality steering group was established in autumn 2003 and has conducted its own independent study under a Labour Court chairperson of Defence Forces regulations and administrative instructions, policy and procedures. Its comprehensive audit examined policy and procedures in the light of existing civil statutory requirements such as employment equality and equal status and best civil employment practice.

The Ombudsman (Defence Forces) Bill completed all Stages in the Dáil in July and has now been introduced to the Seanad. The Bill should pass all Stages before the end of October. The provision of a statutory ombudsman for the Defence Forces will provide a further significant impetus in support of the major transformation in culture and practice which has been initiated and which is now well under way.

The Defence Forces are in the process of developing an active and strategic human resource management model of personnel management, development and leadership under the new integrated personnel management system. This is an important step that will facilitate and hasten the achievement and consolidation of our shared objectives. The tangible end result will be a modern and contemporary Defence Forces that can serve as an international role model.

Every member of the Defence Forces has a right to be treated with respect and dignity and to work within the Defence Forces free from harassment, sexual harassment, bullying and discrimination. The monitoring group has explicitly recommended that a further independent review and audit of progress within the Defence Forces be carried out no later than 2007 and that the results should be made public.

See this speech in context