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Page 1: defence forces annual report defenceDefence Forces Annual Report 2002 5 Mission Roles Defence Forces Annual Report 2002 6 Contingent Military Capability Defence is a core responsibility

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defenceforcesannualreport2002defenceforcesannualreport2002defenceforcesannualreport2002

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This is the fourth annual report for the Defence Forcesand my third as Chief of Staff. As with previous years2002 was a busy year for the Defence Forces.As well as delivering on defence services during theyear, a number of important strategic issues wereadvanced. The publication of the White Paper onDefence in 2000 provided me with a firm basis for myoverarching strategy as Chief of Staff of the DefenceForces. My intent was to put in place the mechanismsto deliver a balanced and flexible military organisation,which has sufficient depth in terms of organisation,personnel, doctrine, training and equipment. I ampleased to report that progress has been made onthese and other related issues.

The Government-led Strategic Management Initiativecontinues to be embraced by the Defence Forces.Emphasis on delivering a quality service to ourcustomers, the Government and taxpayer, remains apriority. In 2002 preparatory work commenced on anew Defence Forces’ Strategy Statement (2003-2005)that will help to deliver a more focused and efficientservice to our customers over the lifetime of thestatement.

Central to the White Paper was a proposal to effect areduction of 1,000 personnel in order to bring thetotal establishment of the Permanent Defence Force to10,500, with an extra 250 in training at any one time.The plan outlining the organisational adjustments, whichwere to affect the Army only, was presented to theMinister for Defence in late-2001.These proposals,which were under consideration within theDepartment of Defence during 2002, have now beenaccepted by the Minister.

Detailed proposals for the development of theReserve Defence Force’s Review Implementation Planwere submitted to the Minister for Defence in 2002and these were accepted in principle. Implementationof the initial elements of the plan will be ongoingthroughout 2003.

Recruitment and retention of personnel remain keyobjectives for our organisation. In the early part of theyear an effective cross-media advertising campaign wasput in place, with very positive results for the DefenceForces.The number of applications for positions rosesignificantly and a total of 680 were enlisted into theDefence Forces during the year. A two-week inductioncourse was also introduced, which enhanced theenlistment process and led to substantial economiesand efficiencies in the whole area of training.

I submitted a detailed set of proposals on an IntegratedPersonnel Management System for the Defence Forces

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Statement by the Chief of Staff

The publication of theWhite Paper on Defencein 2000 provided me witha firm basis for myoverarching strategy asChief of Staff of theDefence Forces. My intentwas to put in place themechanisms to deliver abalanced and flexiblemilitary organisation,which has sufficient depthin terms of organisation,personnel, doctrine,training and equipment.

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to the Minister for Defence in March 2002.Discussions on this strategic human resourcedocument have been continuing and it is hoped thatagreement will soon be reached in order that anenhanced system of recruitment, training, promotionand management of both serving and futuremembers of the Defence Forces can beimplemented.

Last year’s Annual Report outlined the process thatwas put in place by the Minister for Defence andmyself to deal with the issue of workplace behaviourin the Defence Forces. Dr Eileen Doyle presentedher report ‘The Challenge of a Workplace’ in early2002.The recommendations in the report have beenfully embraced by the Defence Forces and allnecessary steps are being taken for theirimplementation. Progress in all areas is continuouslymonitored by an Independent Monitoring Group. AnEquality Steering Group was also established in July2002.The Equality Steering Group will work inaccordance with the priorities set by theIndependent Monitoring Group and will ensure thatequality legislation is fully adhered to within theDefence Forces.

As a continuation of our overall training strategy,combat and combat support units from the brigadesunderwent unit evaluation tests during the year.Between May and September some 2,600 membersof the Defence Forces were evaluated on acollective basis over various training periods.Theseevaluations proved to be of great benefit to theorganisation and will further enhance ourconventional capability and our capacity to engage inoverseas peace support operations.

The continued investment in equipment andinfrastructure was evident throughout the DefenceForces in 2002. Capital projects, such as theconstruction of a Combat Support College in theCurragh and the upgrading of runways at CasementAerodrome, Baldonnel, were completed. A numberof further projects were also initiated, such as theupgrading of accommodation in various barracksthroughout the country. The purchase of eightPilatus turbo-prop training aircraft, to be deliveredby mid-2004, at a total cost of €55 million, willenhance the Air Corps capability.

On the overseas operations front we saw thedeployment of two Irish contingents to Eritrea withthe new United Nations Mission in Ethiopia andEritrea.We also deployed a small contingent to theInternational Security Assistance Force in Afghanistan

for the first time as well as maintaining ourinvolvement in several other missions throughoutthe world. In 2003 we will deploy an infantrycompany to serve in Kosovo, as part of amultinational battalion, with KFOR.

Our troop contribution in East Timor came to anend with the downsizing of the UNMISET force andthe subsequent withdrawal of the New Zealandbattalion, to which Irish troops were attached.Defence Forces personnel had served in East Timorsince 1999 and contributed approximately 400troops to the mission. So it was with great sadnessthat in April 2002 we learned of the tragic death ofPrivate Peadar Ó Flaithearta, An Chéad ChathlánCoisithe, while serving in East Timor. Peader camefrom a family with a proud military tradition and inhis time in the Defence Forces also served overseasin Lebanon. Our sympathies are extended toPeader’s family and friends.

Go raibh rath Dé ar a anam.

The White paper on Defence set out a demandingseries of goals in its development programme. I amsatisfied that we are making substantial progress inmeeting these goals and that we are doing so in anefficient and effective manner. This period ofextensive change has presented many challenges tothe Defence Forces but I am confident that theDefence Forces will continue to embrace themodernisation programme. I have no doubt that thecoming years will present many new and significantoperational challenges and our training andpreparations must be focused to meet thesechallenges. The progress made in recent years, inmodernising the Defence Forces, has laid a solidfoundation for the future on which to build.However, the collective efforts of all personnel willbe required in order to maintain this progress.In conclusion I would like to expess my appreciationto all members of the Defence Forces for theirdedicated service at home and abroad throughoutthe year.

CE ManganLieutenant General Chief of Staff

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Defence Forces Ireland Mission and RolesThe White Paper on Defence (2000) refined the statement of roles to

cover the broader security and defence area and to recognise the role

of the Defence Forces in participating in overseas missions.The revised

statement takes account of the wider context in which UN-authorised

missions may arise.

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To contribute to the

security of the State

by providing for the

military defence

of its territorial

integrity and to fulfill

all roles assigned

by Government

through the

deployment of

well-motivated and

effective Defence

Forces.

■ To defend the State againstarmed agression;this being a contingency, preparations for itsimplementation will depend on an on-goingGovernment assessment of the security anddefence environment.

■ To aid the civil power;to assist, when requested, the Garda Síochána,who have primary responsibility for law andorder, including the protection of the internalsecurity of the state.

■ To participate in multi-national peace support, crisismanagement andhumanitarian reliefoperations in support of theUnited Nations and underUN mandate, includingregional security missionsauthorised by the UN.

■ To provide a fisheryprotection service inaccordance with the state’sobligations as a member ofthe EU.

■ To carry out such otherduties as may be assignedfrom time to time;e.g. search and rescue, air ambulance service,ministerial air transport service, assistance onthe occasion of natural or other disasters,assistance in connection with the maintenanceof essential services, assistance in combating oilpollution at sea. D

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Mission Roles

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Contingent Military Capability

Defence is a core responsibility of the State and an expression ofsovereignty. The primary role of the Defence Forces is to defend the Stateagainst armed aggression from either internal or external sources. TheGovernment’s policy as contained in the White Paper on Defence is tomaintain a military force structure that provides the capability to respond toany major change in Ireland’s strategic circumstances in the medium-to-longterm, as well as demonstrating an appropriate commitment to nationaldefence.

The Defence Forces are comprised of a Permanent Defence Force (PDF)and a Reserve Defence Force (RDF). The PDF, with an establishment of10,500 plus the option of having 250 Recruits in training at any one time,includes the Army, the Naval Service and the Air Corps. The RDFcomprises former PDF personnel in the first line reserve and a second linereserve of 13,500 part-time volunteers.

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The Defence Forces are organised on conventionalmilitary lines providing a sufficiently flexible structure tocarry out all the roles assigned by Government. TheDefence Forces consist of a Permanent Defence Force(PDF) and a Reserve Defence Force (RDF). Theformer is a standing force and provides the primarycapabilities for joint military operations at home andcombined military peace support operations abroad.The RDF provides the necessary contingentconventional military capability to augment and assistthe PDF, when necessary.

Defence Forces’ Headquarters (DFHQ) co-ordinatesthe implementation of the military aspects of defencepolicy. Figure 1.2 provides an overview of thePermanent Defence Forces’ organisational structure.

ArmyThe army component of the PDF is structured, asoutlined in the White Paper, into three all-arms brigadesinvolving infantry, combat support and combat servicesupport elements. Each brigade is designated aterritorial area of responsibility, specific garrisonlocations and recruitment area.

The Defence Forces’ Training Centre (DFTC) andDefence Forces’ Logistics Base at the Curragh supportthe training and logistical functions for the PDF and theRDF. There are also a number of specialist operationalarmy units, located in the DFTC, under the control ofthe Chief of Staff, including an Air Defence Regiment, anArmoured Cavalry Squadron and the Army RangerWing. The special establishments referred to in Figure1.2 are the Army School of Music and three bands; theArmy Equitation School and a DFHQ Communicationsand Information Services Company.

The constituent elements of a brigade are outlined inFigure 1.3.

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Organisation

Overview Permanent Defence Force

NAVAL SERVICE

Defence Forces’ Headquarters

1 Southern Brigade Air Corps

2 Eastern Brigade Naval Service

4 Western Brigade Special Establishments

Defence Forces Training Centre Reserve Forces (Permanent Staff)

Brigade Headquarters

Communications & InformationInfantry Battalion x 3 Services Company

Artillery Regiment Logistics Battalion

Cavalry Squadron Training Centre

Field Engineer Company Military Police Company

Fig 1.2 Permanent Defence Forces’ OrganisationAuthorised Strength:

10,500 personnel (& 250 in training)

Fig 1.1 Geographical deployment Fig 1.3 Brigade Organisation

Authorised Strength:2,330 personnel

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Air CorpsThe Air Corps consists of a headquarters, twooperational wings, two support wings, an Air CorpsTraining College, and a Communication andInformation Services (CIS) Squadron.Theoperational wings consist of a training/light strikesquadron; helicopter squadrons; a maritimesquadron; a transport squadron and a fixed wingreconnaissance squadron.The support wings aretasked with specialist maintenance of the aircraftfleet.The organisation of the Air Corps is shown inFigure 1.4.

Naval ServiceThe Naval Service has a flotilla of eight ships, aheadquarters, a logistical support command, anoperations command and a Naval ServiceCollege. The Naval Service was re-organised in2000 with an increased overall strength of 1,144.The organisation of the Naval Service is shown inFigure 1.5.

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Air Corps Headquarters

No 1 No 4 No 5 CISOperations Support SupportWing Wing Wing Squadron

No 3 AirOperations Corps

Wing College

Naval Service Headquarters

NS Logistical NS Operations Naval ServiceSupport Command Command College

Fig 1.4 Air Corps OrganisationAuthorised Strength:

930 personnel

Fig 1.5 Naval Service OrganisationAuthorised Strength:

1,144 personnel

Contingent Military Capability

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A Steering Group, established by the Minister forDefence, carried out a comprehensive review of theReserve Defence Force (RDF) and reported to theMinister in September 1999. The Steering Groupenvisages the RDF effecting its conventional role bymeans of integrated and non-integrated elements.Detailed proposals for the development of the ReserveDefence Force’s Review Implementation Plan weresubmitted to the Minister for Defence in June 2002 andthese were accepted in principle.

The Reserve Defence Force will mirror the PermanentDefence Force.The RDF will be organised into a FirstLine Reserve and a Second Line Reserve.The First LineReserve will comprise of former members of thePermanent Defence Force and the Second LineReserve will comprise an Army Reserve and a NavalService Reserve.

■ Army ReserveThe Army Reserve will be organised intointegrated and non-integrated elements.TheArmy Reserve will consist of combat, combatsupport, combat service support units andthree air defence batteries.A reserve brigade headquarters will also beestablished in each PDF brigade area.

Units of the Army Reserve will operate withinthe same brigade boundaries as their PDFcounterparts and will be tasked with the sameprimary role as that of the PDF. Each RDF unitwill have a direct working and supportrelationship with a designated PDF unit. Reservepersonnel will voluntarily serve with theintegrated element of the RDF for set periods oftime and on completion of this service return totheir non-integrated reserve units.

The Army Reserve’s capability will be furtherenhanced with the appropriate skill levelsrequired in relation to support weapon training,which will increase the amount ofinteroperability between the RDF and the PDFthereby improving the Defence Force’s overallcontingent military capability.

■ Naval Service ReserveThe Naval Service Reserve will be divided intotwo groups known as the Eastern Group andthe Southern Group. Each group will consist oftwo companies: Dublin and Waterford in theEastern Group and Cork and Limerickcompanies in the Southern Group.

The RDF will be dressed and equipped similarly tothe PDF and in 2002 the issue of Disruptive PatternMaterial uniforms to the RDF was completed. TheRDF was also issued with the standard personalweapon of the Permanent Defence Force, the Steyr5.56mm AUG rifle.

Reserve Defence Force

Organisation

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In 2002 the Defence Forces’ average strength was10,559. The Defence Forces fully recognise that itspersonnel are its most valued resource. Consequentlythe management of that resource is vitally important.

In 2002 a framework for the development of astrategic approach to HRM was agreed.Thisframework covered three areas: an IntegratedPersonnel Management System (IPMS);WorkEnvironment; and Support and Sustainment. In March2002 a comprehensive set of proposals outlining anew IPMS was submitted to the Minister for Defence.The work of the Independent Monitoring Groupunder the chairmanship of Dr Eileen Doyle continuedto deal with issues relating to the work environment,while a number of new policies and initiatives wereimplemented in relation to Support and Sustainment.

The establishment is a term used to describe themaximum number of soldiers the Defence Forcesare allowed to engage, whereas the strengthdescribes the actual number of soldiers serving inthe Defence Forces at any given time. As aconsequence of various reviews of the PDF, theestablishment has fallen from 17,980 in 1990 to10,500 (with 250 additional personnel in training) in2002. From a planning perspective these decreasesare important as they affect how the organisation isstructured. However, the actual strength of theorganisation is of greater significance, because thenumber of personnel serving, to a large extent,determines the nature of the contingent militarycapability and the ability to carry out effectively thetasks assigned to the Defence Forces by theGovernment.The average strength for 2002 was10,559 personnel.

Table 2.1 shows average strengths for 2001 and 2002.

Recruitment of PersonnelThe Chief of Staff is the delegated authority forrecruiting. He also has responsibility for the advertisingof all competitions for entry into the Defence Forces.The Defence Forces recruitment policy embraces theconcepts of equality and diversity. Careers in theDefence Forces are open to both male and femaleapplicants and are also open to EU and non-EUnationals (provided they satisfy the residency/workrequirements laid down by the Department of Justice,Equality and Law Reform and the Department ofEnterprise,Trade and Employment).

Due to the difficulty in recruiting personnel in 2000and 2001, a cross-media recruitment campaign waslaunched to attract personnel of the highest quality.

During the year a total of 680 personnel (including500 general service recruits, 71 cadets, 17 apprenticesand 49 direct entry personnel, e.g. doctors, engineers,instrumentalists etc.) were enlisted.

Defence Forces’ Advertising CampaignThe advertising campaign for General ServiceRecruitment was launched in February 2002.Thecampaign spanned TV, cinema, radio and press.The aimof the campaign was to raise the profile of theDefence Forces in the public mind and thus attract alarger number of suitable candidates for enlistment intothe Defence Forces. The cross-media recruitmentcampaign won a silver award in the bi-annual

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Personnel

Introduction

Recruitment

Strength versus Establishment

Table. 2.1 Average Army, Naval Service and Air Corps strengthsfor 2001 and 2002

Defence Forces Strengths 2001-2002

2001 2002

Army 8,809 8,659

Naval Service 951 984

Air Corps 915 916

Total 10,675 10,559

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Personnel

‘Advertising Effectiveness Awards’ run by the Instituteof Advertising Practitioners in Ireland.

The results of independent surveys conducted, byLansdowne Research, and the increase in the number ofapplications, indicate that the campaign was a success.

Induction CoursesOne of the major personnel policy initiatives of 2002was the introduction of recruit induction courses.These courses were of two-weeks durationimmediately prior to formal recruit training andassisted potential recruits to acclimatise to military life.

In all, 500 general service recruits were enlisted in2002. A total of 93 did not complete their training i.e.an average wastage figure of 18.6%. This represents asignificant percentage decrease on previous years andis largely due to the success of the induction courses.

Table 2.2 outlines the number of applicants byformation, and the numbers who were enlisted andsubsequently discharged.

Outflow of PersonnelA total of 796 personnel left the Defence Forces in2002.This represents 7.5% of the total strength of thePermanent Defence Force.While this figure is lowerthan in recent years and turnover of personnel isdesirable, nevertheless, this level of outflow still places aconsiderable strain on the training capacity of theDefence Forces.

Table 2.3 shows the inflow and outflow figures forpersonnel in 2002.The figures for 2002 show anoverall net loss of 116 personnel.

Integrated Personnel ManagementSystemThe White Paper on Defence outlines therequirement for and sets out elements to beincluded in a Defence Forces’ Integrated PersonnelManagement Plan. The plan was to set downpolicies and goals to ensure that personnel policiesand practices kept pace with current best practice.The Chief of Staff submitted a detailed set ofproposals for an Integrated Personnel ManagementSystem to the Minister for Defence in March 2002.The proposed system integrates all aspects of thePersonnel Management function includingrecruitment, selection, induction, training, careermanagement, development and promotion systemsand rationalises the various personnel managementstructures to support the new system.Theseproposals are currently being considered.

The Challenge of a WorkplaceIn Autumn 2001 the Minister for Defence and theChief of Staff commissioned Dr Eileen Doyle to chairan External Advisory Group:

• to determine the nature and extent of anyharassment, bullying, discrimination or sexualharassment within the Defence Forces;

Personnel Issues

Table 2.2 Intake of General Service Recruits – 2002*Note:The numbers of personnel enlisted are based on vacancies within the formations.

1 S Bde 2 E Bde 4 W Bde DFTC AC NS Total

Applications 502 826 599 264 109 450 2750

Enlisted* 81 255 30 34 0 100 500

Discharged 19 50 2 7 0 15 93

Table2.3 Inflow and Outflow of Personnel in 2002

Inflow and Outflow of Personnel in 2002Army Naval Air Total

Service Corps

Inflow 497 149 34 680Outflow 693 62 41 796Net Gain (Loss) (196) 87 (7) (116)

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• to review existing policies and procedures oninterpersonal relationships within the DefenceForces specifically in regard to harassment, bullying,discrimination or sexual harassment;

• to make recommendations on strategies andprogrammes for the development of a culturebased on the dignity of the individual and mutualrespect.

Dr Doyle presented her report ‘The Challenge of aWorkplace’ in early 2002.

Following the publication of the report, briefings on itsfindings were conducted throughout all formations andunits of the Defence Forces in 2002.An IndependentMonitoring Group was also put in place to overseethe implementation of the Board’s recommendations.This group is chaired by Dr Doyle and is comprised ofthe Deputy Chief of Staff (Support), an AssistantSecretary from the Department of Defence, theGeneral Secretary of the Representative Associationof Commissioned Officers and the General Secretaryof the Permanent Defence Force’s Other RanksRepresentative Association. The monitoring group isworking on a number of other personnel relatedinitiatives e.g. exit interviews, questionnaires, externaltelephone helpline and counselling service.

In addition, an Equality Steering Group, chaired byMr Pat Pierce, a member of the Labour Court, wasestablished in July 2002. Their task includes theauditing of legislation, statutory instruments,practices, procedures and administrative instructionsin the PDF to ensure that regulations andadministrative instructions comply with currentpractice and equality legislation. The EqualitySteering Group is working in accordance with thepriorities set by the Independent Monitoring Group.

Unit Computing System (UCS)In August 2002, the initial steps in the automation ofthe unit personnel administration system took place.Four modules of the system were rolled out to fivepilot sites throughout the Defence Forces. It is intendedthat the UCS will be further implemented in 2003.

OverseasPersonnel Section recommends and updates policyfor overseas selection. In addition, it liases with theformation personnel offices with regard to thenomination and selection of personnel for overseasappointments. The section is also responsible for thecompilation of lists of volunteers, recommendationsfor selection, publication of overseas lists and liaisonwith units overseas on administrative matters, such asrepatriations, accidents and injuries and confidentialreports. Approximately 1,050 personnel wereprocessed for overseas service in 2002.

ReserveThe administration of enlisted personnel of the Firstand Second Line Reserve is primarily the function offormation personnel offices and the Director of theReserve Force. However the personnel section hasresponsibility for the overall personnel administrationof all reserve officers including the maintenance ofregisters and data, the provision of statistical data andthe preparation and processing of promotioninstruments.

During 2002, the Defence Forces’ Freedom ofInformation office received 242 requests under theFreedom of Information Act. This was a 25% increaseon 2001 when 194 requests were received.

Table 2.4 outlines the statistical breakdown of FOIrequests received for 2002.

Table 2.4 FOI Requests - 2002

2002 – FOI Requests

Granted 133

Part-Granted 52

Refused 21

Withdrawn or handled outside the FOI Act 28

Outstanding 8

Total 242

Freedom of Information

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The Defence Forces train in order to achieve thedegree of operational effectiveness which their assignedtasks require. During 2002, the Defence Forcesundertook a series of unit evaluation training exercisesinvolving all aspects and phases of conventional warfare.A total of 2,600 personnel from all brigades underwentthe exercises and associated training. Over the comingyears the Defence Forces will be required to meetseveral new and significant operational challenges.

Training within the Defence Forces is conducted intwo basic forms. Firstly, that of individual training,where the individual is trained in personal skills inorder to become an effective team member andsecondly; that of collective training, where the team,as a unit is trained to accomplish tasks outside thescope of the individual.

■ Individual TrainingIndividual training is designed to equip the soldier,airman/woman, sailor and officer for their respectiveroles in the organisation. Every member of theDefence Forces undergoes a number of trainingcourses commencing with recruit training in order topartake in a full and effective role in military life. Othercourses include skills training courses in weaponshandling, physical training and career advancement, allof which develop the individual into a well-trainedsoldier.The measures of individual training within theDefence Forces are based on the annual IndividualWeapons and Fitness Tests.

• Personal Weapons TestAn integral part of military training is the annualfiring of personal weapons. The standard personalweapon for the Defence Forces is the 5.56mmSteyr rifle. Each person within combat and combatsupport units must fire this weapon during annualrange practices and achieve a prescribed standard.

• Fitness TestFitness levels are monitored annually by means ofthe Annual Fitness Test. The test consists of threeparts: physical exercises; a designated run and a10km march. All personnel are required tocomplete parts 1 & 2 of the test. Part 3 must becompleted by personnel in combat and combatsupport units, personnel travelling on an overseasmission during the year and soldiers selected toundergo career courses.

Table 3.1 indicates the percentage pass levels forthe individual weapon and fitness test in 2002.

■ Collective TrainingCollective training is conducted within the brigadesand formations of the Defence Forces. It is essentialin building cohesiveness and a unity of purposewithin platoons, companies, battalions and brigades.Effective collective training leads to the achievementof a high state of capability and operationalreadiness, which is the ultimate goal for any militaryorganisation.D

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Training

“The primary focus of theDefence Forces, when notengaged in operations, istraining and preparation.The appropriate trainingfor all Defence Forces’formations and units isbased on conventionalmilitary doctrine toprepare them to fulfiltheir roles laid down bygovernment.”

The White Paper on Defence, February 2000

Types of Training

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Training within the Defence Forces is organised onseveral levels; Defence Forces’ level, Brigade/Servicelevel, Unit level and Reserve Defence Force’s unitlevel.

■ Defence Forces’ LevelAt Defence Forces’ level, courses areconducted in a range of institutions for career,skills, overseas and administrative courses for allranks.These institutions are based mainly in theDefence Forces’Training Centre but alsoinclude the Air Corps and Naval Colleges andDefence Forces’ School of Music.

■ Brigade/Service LevelAt Brigade/Service level, courses are conductedmainly in Brigade Training Centres, focusing oncareer and skills training for NCOs and Privates.The Brigade is primarily responsible for trainingits units to achieve operational effectiveness.

■ Unit levelA considerable amount of training is conducted atunit level. This includes recruit, advanced recruit,skills and continuation training. Collective trainingis also conducted at unit level. D

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Contingent Military Capability

Table. 3.1 Pass Rates for Individual Weapons Tests and FitnessTests – 2002

Weapons Test Fitness Test% Passsed % Passed

1 Southern Brigade 84% 98%

2 Eastern Brigade 85% 86%

4 Western Brigade 96% 93%

DF Training Centre 92% 89%

Air Corps 65% 80%

Naval Service 83% 96%

Average Pass Rate 84% 91%

Levels of Training

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■ Reserve Defence Force’s Unit LevelTraining in the Reserve Defence Force is carriedout on weekly training nights, weekend field daysand annual camps. RDF training places heavyemphasis on individual training such as weaponsskills and marksmanship. The RDF train andexercise alongside PDF units and this aspect oftraining is set to increase in the coming years.

In 2000 a three-year Defence Forces’ training plan wasinitiated. To date the plan has progressed satisfactorilyand was reviewed at the end of 2002. It has focused onthe necessary training to meet the Helsinki HeadlineGoal commitment. Significant progress was madetowards the achievement of the aims of the three-yearplan during 2002. The main features were:

■ Unit Evaluation In 2002 the emphasis was placed on unitassessment at battalion group level.

During the period from May to September, a totalof 2,600 personnel were assessed over 72-hourexercise periods in the Glen of Imaal andGlenmalure areas of County Wicklow.Theseevaluations exercised troops, of battalion groupstrength, in several phases of conventionaloperations, from offensive action to establishing adefensive area and tactical withdrawal.

The skills assessed over the three-day periodincluded: physical fitness and endurance, battleprocedures, patrolling, field administration,communication procedures, map reading andnavigation skills, first aid drills, minefield extractiondrills, prisoner of war handling drills, live field firing,gallery range firing, Nuclear, Biological and Chemicalprotection drills, and specialist corps skills.

Based on a detailed evaluation report, appropriateremedial action is taken where necessary.

■ Corps ConcentrationsCorps concentrations were also carried outfacilitating the development of corps field skills.

The main focus of our overseas training in 2002was for the United Nations Mission of Support inEast Timor, the United Nations Mission in Ethiopiaand Eritrea, and the troop contributing missions,SFOR and KFOR in the Balkans. New missionscontinually arise and the training must be designedto reflect the mission requirements and theoperational environment.

Partnership for Peace (PfP)/EURequirementsIn recent years the training ethos of the DefenceForces has shifted. In 2002 the emphasis was onCollective Training of existing units so that thecomplete unit and associated attachments were readyto respond at 30 days notice.The Defence Evaluationprocess is aimed at assisting in the preparation of suchformed units.This approach is essential in order toensure:

• InteroperabilityDefence Forces units in future operations will berequired to train to achieve interoperability in awide range of skills and procedures includingTactical Doctrine, Communications, Logistics andNBC protection drills.

An essential aspect of training is to ensure thatmembers of the Defence Forces are capable ofoperating with international colleagues so as toprovide for their safety and security while servingabroad.

• Standardised training on new equipmentIn order to meet the new challenges, the DefenceForces are being re-equipped with state of the artequipment.There is and will continue to be atraining requirement to ensure that personnel aretrained to the optimum standard on all suchequipment.

Training

The Three-Year Training Plan

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Training for Overseas Missions

Partnership for Peace

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The education policy is designed to provide personnelto meet the complexity of requirements within theDefence Forces. The education policy comprises ofthree separate programmes:

■ Formal Education/TrainingFormal education and training is delivered throughuniversity, technological institute and FÁSschemes.

■ Courses and Visits ProgrammeThis programme provides for the participation ofpersonnel on foreign courses, seminars, visits andconferences.The programme has two keyobjectives:

• Supporting Defence Forces’ training strategyby prioritising the development of theDefence Forces’Training Centre’s instructorbase.

• Supporting interoperability by the provision of aprogramme of attendance at PfP/EU activitiesaimed at training the trainers and doctrinalauthors to address the Petersberg Tasks relatedoperations at a strategic, operational and tacticallevel.

■ Courses in Own-TimeThe Refund of Fees scheme funds relevant civilianeducational courses to raise standards ofeducation on an individual and organisationalbasis.

The shortage of technicians coupled withincreased capital spending on a range of technicalequipment and a growing Peace Supportcommitment highlights a critical need for acontinuous trainee technician scheme. In 2002 ascheme was implemented which provides for thesourcing, training and deployment of traineetechnicians.

An increased need for proficiency in foreign languageshas been identified as a result of potential futureEuropean and overseas commitments. The objectiveof the long-term Defence Forces Foreign LanguagePolicy is to shift language competency from aspecialised to a generalist skill. A distinguishing featureof the policy is the outsourcing of language training.The Defence Forces will adopt international languageinteroperability standards for assessing languageproficiency.

The training equipment of a modern conventionalforce, to enable it to satisfy its varied roles, isconsiderable. The education and training ofpersonnel, coupled with the provision of a propertraining infrastructure and the necessary resources, area priority for the Defence Forces.

A number of programmes were advanced in 2002, themain one being the purchase of a Command and Staff(Simulator) Trainer.The contract for this system wassigned in November 2002 with the delivery andinstallation of the system occurring in 2003. It will beused to conduct realistic leadership training for militarycommanders and staff through Command and Controlexercises down to company level.

The Defence Forces have the opportunity torepresent Ireland in International competitionthrough the Conseil Internationale du Sport Militaire(CISM). In 2002, the Defence Forces successfullyhosted the CISM World Military BoxingChampionship in the Defence Forces TrainingCentre, Curragh Camp, involving 200 competitorsfrom 23 different nations.The Irish team won onegold and two bronze medals.

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Education Language Training

International Sports Participation

Investment in Training

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The year saw the continuation of the DefenceForces’ equipment purchasing programme. A totalof €119 million was expended on equipment andinfrastructure throughout the Defence Forces.

Finances allotted to equipment purchases areadministered under a variety of sub-headings fromthe Defence vote, which include the following:

• Defensive Equipment• Aircraft• Military Transport• Ships and Naval Equipment• Engineering Equipment• Ordnance and Clothing, Catering and Provisions• Communication and Information Services

Table 4.1 Outlines the main equipment purchasesmade in 2002.

Defensive EquipmentIn 2002 €41 million was expended on DefensiveEquipment. In 2000 the Defence Forces commenceda three-year investment programme in NuclearBiological Chemical (NBC) protective equipment,which progressed during 2002. By the end of thereporting year 2,000 NBC protective suits wereprocured and orders were placed for enoughcollective protection equipment to equip onebattalion, to be delivered in 2003.

The Defence Forces took delivery in February2002 of the remaining 8 MOWAG Piranhaarmoured personnel carriers (APCs) from a totalof 40; a down payment of €13 million was madefor a further 25 APCs which will be delivered in2004.This will bring the total number to 65. Anumber of Steyr AUG rifles were purchased aspart of the re-equipping programme of theReserve Defence Forces.

A contract was awarded for the Javelin Anti-TankMissile System after a two-year evaluation phase.The

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EQUIPMENTDefensive Equipment• MOWAG APCs• Steyr AUG Rifles• NBC Suits and Equipment• NBC Decontamination Suits• Driver Night Vision Binoculars• Thermal Imagers

Military Transport • Troop Carrying Vehicles 4x4• Fitted for Radio Vehicles• Transit Vans• Transit Minibus• Fire Tender• Coach• Motor Cycles• Saloon Cars

Engineering Equipment• Mine clearing protective equipment• Remote firing equipment• Mobile water purification equipment• Mine clearance detection equipment• Mobile generators• Mechanical flails

Ordnance and Clothing, Catering andProvisions• DPM Rain Suits• Military Band Uniforms

Communication and InformationServices• PCs, Laptops, Servers, Printers, Scanners• High Frequency Radios• Codan HF Radios• Military Archives Database• Communications Shelters• MOWAG Intercom

Table 4.1 Main Equipment Purchases in 2002

Defensive Equipment

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system is designed to give light infantry units a credibleanti-armour capability. The contract includes simulatorsfor training purposes, which reduces the cost oftraining. Delivery will commence at the end of 2003and be completed by 2004.

The AMSTAR Ground Surveillance Radar System wasselected in 2002 by the Defence Forces for use bycavalry reconnaissance and artillery forward observers.Deliveries will commence in 2003.

The ‘Sophie’ Handheld Thermal Imager, an item of nightvision equipment, was delivered in 2002. This systemhas a range out to 10 km and will considerablyenhance the surveillance capability of infantry, cavalryand artillery units. A delivery was also made of ‘Lucie’drivers’ night vision goggles, which will enhance night-time driving capabilities.

AircraftMaintenance expenditure on aircraft for 2002 totalled€8.5 million. As a result of Government budgetary re-adjustments the awarding of the contract for medium-lift helicopters was withdrawn in April 2002. Thepublic/private partnership option is one of a numberthat are being examined in ordered to progress thisproject. The Defence Forces placed an order for eightPilatus turbo-prop training aircraft, with full delivery ofthe training system due in mid-2004, at a total cost of€55 million. A further €7.2 million was expendedduring the year on the leasing and training costs of anS61 Sikorsky helicopter which will be based at Sligoairport for search and rescue operations from mid-2003.

Military Transport Military transport costs for 2002 totalled €7 million.

Ships and Naval EquipmentMaintenance expenditure on the Naval Service’s fleetin 2002 totalled €11 million. This included €1.9miliion on a communications refit.

Engineering EquipmentApproximately €3.5 million was spent on engineeringequipment in the year.The main purchases of mineclearing protective equipment, remote firing

equipment, mechanical flails and mine clearancedetection equipment were acquired in order to attainthe mine clearing partnership goal associated withfuture peace support missions.

Ordnance and Clothing, Catering andProvisionsThe expenditure under the Ordnance subheadcovers such areas as maintenance of Ordnanceworkshops and equipment, clothing and catering. Aspart of the Defence Forces Disruptive PatternMaterial (DPM) Clothing Procurement Plan, 2,500DPM rain suits were purchased and the provision ofa new band uniform for the Army School of Musicwas completed.

Communication and InformationServicesTotal Communication and Information Servicesexpenditure was €8.9 million and involved militaryequipment purchases, new utilities, training andmaintenance.The 2002 CIS purchasing programmewas progressed throughout the year with the purchaseof PCs, a tactical brigade communications shelter, andhigh frequency radios.

Defence Forces infrastructure advanced significantly in2002 with a total of €41 million spent on capitalprojects and €10.5 million on maintenance works.

Some of the major projects completed in the yearincluded: a new dining complex and a CombatSupport College in the Curragh Camp;a major upgrading of the runways in CasementAerodrome, Baldonnel; upgrading ofaccommodation in McKee Barracks, Cathal BrughaBarracks, and Coolmoney Camp and theconstruction of a new cookhouse/dining hall in DúnUí Mhaoilíosa,, Galway.

Table 4.2 outlines the major projects that wereundertaken throughout the Defence Forces in 2002.

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INFRASTRUCTURE

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Table 4.2 Progress on major projects undertaken in 2002

Progress on major projects undertaken in 2002

Project Location Cost in €m Notes

Dining Complex/NCOs’ Mess (West) DFTC 4.4 Completed

Combat Support College DFTC 6.9 Completed

Combined Vehicle Workshops DFTC 9.1 Completed

Vehicle Garaging Complex DFTC 4.6 Completed

Re-roof A & C Blocks, Pearse Barracks DFTC 0.31 Completed

Headquarters No 3 Support Wing Casement Aerodrome 3.05 Completed

Runway Upgrade Casement Aerodrome 6.3 Completed

Re-roof 5-14 Blocks, Collins Barracks Cork 0.60 Completed

Upgrade Water Mains McKee Barracks 0.41 Completed

Upgrade Accommodation Blocks McKee Barracks 2.1 Commenced

Upgrade Accommodation Blocks Cathal Brugha Barracks 1.9 Commenced

Upgrade Accomm.,Water, sewage systems & ablutions Coolmoney Camp 2.6 Commenced

New Cook house/Dining Hall Dún Uí Mhaoilíosa 3.65 Commenced

New Armoury Custume Barracks 2.3 Commenced

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The Defence Forces’ Strategy Statement (2001-2004) identifies a total oftwenty-three Defence Forces’ outputs, which cover the roles of the DefenceForces as laid down by Government in the White Paper on Defence.The outputs are classified under four categories.

• Conventional Outputs• Internal Security Outputs• International and Regional Security Outputs• Governmental Support Outputs

The primary role of the Defence Forces, defending the State against armedaggression, comes under the Conventional Defence Forces’ Outputs category.The role of providing aid to the civil power is incorporated into the InternalSecurity Defence Forces’ Outputs. The role of participating in multinationalpeace support, crisis management and humanitarian relief operations comesunder the International and Regional Security Defence Forces’ Outputscategory. The roles of providing a fishery protection service and the carryingout of other duties as may be assigned from time to time are incorporated inthe Governmental Support Defence Forces’ Outputs category.

The following section of the report examines the Defence Forces’ annuallyproduced outputs under each of the four output categories.

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The primary role of the Defence Forces, defending theState against armed aggression, is the manifestation ofthe State’s intention to assert its sovereignty and todefend its territory. The White Paper on Defencecommits the Government to ‘a versatile force which isorganised, equipped and trained along conventional lines,which can adapt readily to the requirements of differentsituations in the prevailing defence and securityenvironment’. To this end the Conventional DF Outputsdefine the activities for which the Defence Forces mustbe trained and equipped in order to fulfil their obligationto defend the State. These activities include thefollowing:

■ The provision of Army brigade formationsfor the conduct of prompt and sustainedconventional combat operations on land.

The Army is a conventional combat force thatconsists of light infantry with the necessary andessential combat support and combat servicesupport elements. Combat support is provided by:artillery, which delivers indirect fire support toinfantry forces; cavalry, which conducts armouredreconnaissance and security operations; fieldcommunications and information units, whichprovide command, control and communicationsfacilities; and engineer units, which ensure themobility of combat forces is maintained and enemymobility is restricted. Combat service support isprovided by: transport units, which transportpersonnel and logistics; medical units, which providemedical and hospital support to combatants;ordnance units, which ensure weapon andammunition maintenance back-up to all weaponsystems; and military police units, which ensure thesmooth movement of all military transport.

For the period under review the authorisedmaximum number of personnel that could serve inthe three Army Brigade formations was 6,990 andthese were garrisoned in 29 barracks and militaryposts dispersed throughout the country.

■ The provision of an Air Defence Unitfor the conduct of air defence operations,protecting Army, Naval Service and Air Corpsforces and vital installations.

The 1 Air Defence Regiment (1ADR) is the Army’sdedicated air defence unit. The PDF element of theregiment is based in the Defence Forces’TrainingCentre, while the three reserve batteries are basedin Limerick, Cork and Dublin. During 2002 theauthorised strength of 1 ADR was 495 includingreserve personnel.

■ The provision of a Special Operations Unitto conduct prompt and sustained conventionalspecialist activities.

The Army Ranger Wing (ARW) is an integral unitof the Defence Forces. Its roles are divided intoConventional Warfare and Specialist ‘Aid to the CivilPower’ roles.The conventional roles of the unit canbe divided into two main areas; offensiveoperations, involving the securing of vital objectives,conducting of long-range patrols and conducting ofambushes; and defensive operations, includingcounter-insurgency, delay operations and protectionduties.

■ The provision of Naval Service elementsfor the conduct of prompt and sustainedconventional operations at sea and also for theassertion of Ireland’s national sovereignty, theintegrity of its territorial water, the enforcement ofmaritime law within Irish jurisdiction, and theprotection of Irish rights and activities at sea.

The Naval Service is the State’s principal sea-goingagency with a general responsibility to meetcontingent and actual maritime defencerequirements. It is tasked with a variety of defenceand other roles. Defence roles include defendingterritorial seas, deterring intrusive or aggressive acts,conducting maritime surveillance, maintaining anarmed naval presence, ensuring rights of passage,protecting marine assets and contributing to ablockade if required. The Naval Service must becapable of conducting such sea operations as maybe necessary to support Army operations. Theseinclude sea lift and close naval support operations.

Underpinned by the authority of international law,Naval Service vessels carry with them uniquecharacteristics as an expression of State sovereigntyand political will at sea. The Naval Service conveys

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a signal of State commitment in the sea areas overwhich the State exercises sovereignty or hassovereign rights and in the sea areas beyond,where the State has an interest.

The Naval Service is based in Haulbowline. In 2002it had an authorised maximum of 1,144 personneland comprised a flotilla of eight ships. The keycharacteristics of the Naval Service flotilla are thoseof a rapid reaction, flexible and multi-capable forcethat is able to sustain the maximum number ofpatrol days within the constraints of the resourcesavailable.

■ The provision of Air Corps elementsfor the conduct of prompt and sustainedoperations in territorial airspace and also for theassertion of Ireland’s sovereignty and the integrityof its territorial airspace.

The Air Corps is tasked with protecting theintegrity of Irish territorial airspace and withproviding air support to army operations. Itprovides the capability to conduct aerialsurveillance and reconnaissance and to maintain anarmed aerial presence in a low threat environment.It also provides a limited airlift capacity, monitors airactivities and demonstrates rights of passage. Thelack of an air intercept capability has been identifiedand is currently under consideration.

The Air Corps uses both fixed-wing and rotaryequipment and has a fleet that totals 32 aircraft. It isbased at Casement Aerodrome in Baldonnel, andin 2002, had an authorised maximum strength of930 personnel.

■ The provision of a Reserve Defence Forceto support the Permanent Defence Force indefending the State against armed aggression.

The Reserve Defence Force accomplishes itsmission by fulfilling the following tasks: providinglocal defence and security; reinforcing PDF unitswith trained manpower; and occupying PDFbarracks should the need arise.

On 1 January 2002 the total strength of the FirstLine Reserve and Second Line Reserve was 472and 13,471 respectively.

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Since the foundation of the State, the DefenceForces have supported An Garda Síochána in awide variety of Aid to the Civil Power (ATCP)operations combating serious subversive threats tothe State.

These operations have included: operations along theborder with Northern Ireland; familiarisation patrols,checkpoints, cordon and search operations; non-border operations such as cash, explosive andprisoner escorts; military presence at blastings andprisons; specialist search operations and explosiveordnance disposal operations; specialist operationssuch as counter-hijacking, escorts, installation and VIPprotection.

Aid to the Civil Power Operations for the Army canbe divided into two broad areas; Border Operations,i.e. all operations located in and around the area ofthe border between the Republic of Ireland andNorthern Ireland and Non-Border Operations,which cover all ATCP operations elsewhere withinthe State.

Border OperationsThe units tasked primarily with border security are the27 and the 28 Infantry Battalions, and the 4 CavalrySquadron. They receive direct support from ExplosiveOrdnance Disposal (EOD) teams from 2 EasternBrigade and the 4 Western Brigade and air supportfrom the Air Corps.

Additional personnel from non-border units aremoved to the border as the need arises. During theyear 2002 there was a marked decrease in thenumber of patrols and checkpoints conducted in theregion and this decrease in border operations wasdue to the peace dividend arising from the GoodFriday Agreement of 1998.

Non-Border Operations■ Armed Security Escorts

Explosive escorts, cash-in-transit escorts andprisoner escorts continue to be conducted by theDefence Forces; by the Army on the ground andwith the Air Corps providing top cover. During2002, the army provided a total of 24,951 man-daysto escort type duties.The Air Corps supportedthese operations with a total of 207 flight missions.

■ Presence at BlastingA total of 1,545 man-days were consumed on‘presence at blasting operations’ between Januaryand September 2002, a significant decrease on lastyear’s figures. Since September 2002, as part of theongoing Defence Forces’ rationalisation process, theroutine military presence at blastings has ceasedthus releasing military personnel for otheroperational duties and training for peace supportoperations.This assistance contributed to the overallsafety and progress of our economic development.

■ Security of Key InstallationsThe key installations that continued to be securedby the Defence Forces during 2002 wereGovernment Buildings, the Central Bank, PortlaoisePrison and Hospital, the Explosive Factory at Enfield,and Dublin Docklands (during loading andunloading of munitions on ships). The DefenceForces carried out patrols to the following vitalinstallations: Airports, Docklands, Prisons, Courts,RTÉ installations, ESB installations, CIE installations,and fuel storage facilities. A total of 1,582 armedguard parties were required to secure theseinstallations and a further 1,124 patrols were alsoconducted.

■ Explosive Ordnance DisposalPersonnel of the Ordnance Corps were called outon 96 occasions to neutralise and dispose ofdangerous munitions, explosives or substancesaround the country. The location, age and nature ofthe munitions and substances varied greatly. Eachcase required the attention of a highly trainedExplosive Ordnance Disposal team.

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Air Corps ATCP operations involve the provision ofaircraft in support of other Defence Forcecomponents, for example aerial surveillance of cashand or prisoner escorts in support of the Army.Occasionally additional aircraft are provided to theGarda Air Support Unit if required.

■ Air Support Unit to the Civil PowerThe missions undertaken by the Air Corps insupport of An Garda Síochána during the threeyears 2000-2002 are outlined in Table 5.3. TheAir Corps stores and pilots the three Gardaaircraft. The duties performed on behalf of theMinister for Justice, Equality and Law Reform aretraffic control, monitoring large public assemblies,sporting events and providing back-up airsupport to ground Garda units.

Late 2002 saw the arrival of a second helicopter,the EC-135, for this role, bringing the fleet tothree aircraft. The new helicopter is flown by AirCorps pilots, but maintained under a civilcontract.

The increase in the Defender’s flying hours was adirect result of the aircraft re-entering serviceduring November 2001 on successful completion ofan external safety audit.

The Naval Service renders assistance to theDepartment of Justice, Equality and Law Reform by:

• Undertaking Drug Interdiction Operations• Conducting Security Taskings• Monitoring Clandestine Migration.

■ Drug Interdiction OperationsThe Joint Task Force (JTF) consisting of the NavalService, An Garda Síochána and the CustomsService conducts drug interdiction operations bothby covert and overt means. The Naval Service, aspart of the Joint Task Force, in conjunction witheither the Gardaí or Customs and Excise or both,were involved in JTF operations during 2002.

■ Security TaskingThe Naval Service contributes to maritime-basedsecurity type operations such as:

• VIP Security• Exclusion Zone Enforcement• Crime Intervention• Anti-terrorist type Interventions.

■ Clandestine MigrationThe Naval Service, in the course of its routinepatrols, maintained surveillance for evidence ofclandestine migration on behalf of An GardaSíochána Immigration Control.

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Table 5.3 Air Support Operations – Garda unit, 2000, 2001 & 2002.

Air Corps 2000 2001 2002in Support of

Garda Síochána Missions Flying Hours Missions Flying Hours Missions Flying Hours

Ecuriel – Light Helicopter 987 752 1,134 837 919 587

Defender – Twin aircraft 278 335 165 240 451 537

EC 135 48 46

Total 1,265 1,087 1,299 1,077 1,418 1,170

Naval Service ATCP Operations

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Since Ireland joined the United Nations (UN) in 1955,approximately 51,000 tours of duty have been per-formed by personnel of the Defence Forces on 56Peace Support Operations throughout the world.Ireland continues to make a substantial contribution tointernational peacekeeping operations. The increase inthe number of peacekeeping missions initiated on behalfof the UN has been accompanied by an increased com-plexity in the nature of these missions. Defence Forces’specialist personnel have also participated in humanitari-an and disaster relief operations in Europe,Africa andCentral America.As an active member of theOrganisation for Security and Co-operation in Europe(OSCE), Ireland continues to support international andregional confidence and security building measures.

In broad terms the Defence Forces meet their UNand EU Peace Support Operations commitmentsunder the UN Standby Arrangement System and theHelsinki Headline Goal (HHG), by providing up to 850Defence Forces’ personnel at any one time. The con-ditions under which the Defence Forces are commit-ted to service abroad are those outlined in the SevilleDeclaration of 2002:

• Authorisation of the operation by the SecurityCouncil or the General Assembly of the UnitedNations

• The agreement of the Irish Government• The approval of Dáil Éireann, in accordance with

Irish law.

■ United NationsThe United Nations remains the primary organisa-tion of the international community in the area ofpeace and security.The primacy of the UN contin-ues to be a cornerstone of Ireland’s foreign policy. Acommitment to collective security through thedevelopment of international organisations, andregional co-operation, especially in Europe, are alsocentral elements of policy.

In light of the increase in the number and

complexity of United Nations peacekeeping opera-tions, the Secretary-General of the United Nationsauthorised a study designed to produce tangibleand implementable recommendations to improveUnited Nations peacekeeping and related activities.The final document generated by the study ‘TheReport of the Panel on United Nations PeaceOperations’ commonly known as the ‘BrahimiReport’ urges United Nations member States tocollaborate to make better-trained, more capableforces available for complex peace operations.

Chapter VIII of the United Nations Charterdescribes the role that regional organisations canplay in the maintenance of international peace andsecurity. In view of the burden on the UnitedNations in the new international situation, theGovernment accepted that the development ofregional organisations, in accordance with thisChapter, was both necessary and welcome.

■ European UnionIn light of events in the Balkans, the EuropeanUnion member states identified a requirement tohave the capability to conduct: humanitarian andrescue tasks; peacekeeping tasks; and tasks of com-bat forces in crisis management, often known asthe Petersberg Tasks.To date the focus has been onestablishing crisis management capabilities. Thisprocess is dynamic and includes civilian, military andpolice capabilities.

At the Helsinki European Council a commitment toprovide a force of up to 60,000 personnel, deploy-able within 60 days, and sustainable for one yearwas agreed, the Helsinki Headline Goal.

Ireland has committed up to 850 personnel to theHHG.

NATO’S Partnership for Peace (PfP) was launchedat the NATO Summit in Brussels in January 1994 asa co-operative security initiative designed to intensi-fy political and military co-operation in Europe, pro-mote stability, reduce threats to peace, and buildstrengthened relationships, by promoting practicalco-operation amongst its participants.

The purposes of PfP set out in the Framework

Introduction

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Document include the protection and promotion ofhuman rights, the safeguarding of freedom, justiceand peace; the preservation of democracy; theupholding of international law; and the fulfilment ofthe obligations of the United Nations Charter andOSCE commitments.

These commitments will enhance the capacity andreadiness of the Defence Forces to participate inUnited Nations, EU or OSCE peacekeeping opera-tions with countries with which we share a peace-keeping tradition, and ensure that Ireland is in aposition to continue to make an important contri-bution in the field of Peace Support Operations.

The Defence Forces contributed some 972 personnel toseventeen separate international peacekeeping missionsthroughout the world during the year 2002 of which 864served on the four main troop contributing missions: aninfantry platoon serving with a composite New ZealandInfantry Battalion in the United Nations TransitionalAdministration in East Timor (UNTAET); a military policecomponent with the Stabilisation Force (SFOR) inBosnia-Herzegovina; a medium-lift transport companywith the Kosovo Force (KFOR) in Kosovo; and a guardand administration company with the United Nations inEthiopia and Eritrea (UNMEE).The remaining 108 servedin staff appointments or as observers with internationalorganisations such as UN, EU and OSCE.

The most significant events for the Defence Forces dur-ing the year were the withdrawal in October of the IrishPlatoon from East Timor, after three years service withUNTAET, and the deployment of a small contingent ofofficers and NCOs to the International SecurityAssistance Force (ISAF) in Afghanistan. The withdrawalof the Defence Forces’ platoon from UNTAET coincid-ed with the downsizing of the Force itself and the asso-ciated withdrawal of the New Zealand battalion withwhich the Irish Platoon was deployed.

Table 6.1 outlines the number of Defence Forces’ per-sonnel serving overseas at the end of July 2002.

The Irish Defence Forces contributed most of theirpeace support personnel to four troop contributingmissions; namely the two UN missions of UNTAET, andUNMEE, and the two authorised, UN-mandated mis-sions of SFOR and KFOR. The background and currentstatus of each of these missions, and the Irish involve-ment are examined in the following paragraphs.

United Nations TransitionalAdministration East Timor (UNTAET) –(renamed United Nations Mission of Support in EastTimor (UNMISET) in May 2002)

■ BackgroundIn June 1999 three officers were deployed toUnited Nations Mission in East Timor (UNAMET)as liaison officers for the upcoming independencereferendum. The referendum took place on 30August and the resultant disturbances caused theUN to withdraw from Dili to Darwin. On 15September, UN Resolution 1264 allowed for theestablishment of INTERFET (International ForceEast Timor), an Australian-led force that began oper-ations in East Timor on 20 September 1999 with aview to restoring peace and security in the region.By February 2000 a stable State had been achievedin East Timor and the UN assumed control throughthe establishment of the United Nations TransitionalAdministration in East Timor (UNTAET).

East Timor’s first presidential elections were held on14 April 2002. Polling day, as with the four-week cam-paign period which preceded it, was peaceful, orderlyand without serious incident. The peacekeeping forceUNTAET provided security to the InternationalElectoral Commission and to the United Nations civil-ian/police in accordance with the OperationalSupport Arrangement. Mr Xanana Gusmao won theelection, winning over 80% of the valid vote. UNTAETwas renamed the United Nations Mission of Supportin East Timor (UNMISET) after the successfulPresidential Election and the subsequent Declarationof Independence in May 2002.

Peace Support Operations

Troop Contributing Missions

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■ Defence Forces involvement in UNTAET/UNMISETThe UNTAET Force in April 2002 was 7,751troops strong with contingents from 24 contribut-ing countries/nations. By the end of 2002, aftersubstantial downsizing of the force associated withthe Declaration of Independence in May, thestrength was 3,000. Ireland’s contribution to theforce consisted of 44 personnel, in the form of aninfantry platoon attached to the New ZealandBattalion Group, a command element and a

National Support Element.The first two deploy-ments from the Defence Forces were drawn fromthe Army Ranger Wing (ARW). Subsequent pla-toons were provided by infantry battalions in rota-tion.While the Detachment was based on theborder with West Timor and attached to a NewZealand Battalion Group, the Command Elementwas based in Dili and the Support Element inDarwin. In 2002 there were three contingent rota-tions from 4 Infantry Battalion, 1 Infantry Battalionand 6 Infantry Battalion. D

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Defence Forces Personnel Serving OverseasMission Officers Chaplains NCOs Privates Total

United Nations Troop Missions UNIFIL HQ 4 3 7UNFICYP HQ 2 4 6UNMISET 5 15 22 42 UNMEE 24 1 91 105 221Total 35 1 113 127 276

United Nations Observer Missions UNTSO 13 13UNIKOM 6 6UNMOP 2 2MINURSO 3 3UNMIK 1 2 3UNMISET 2 2MONUC 2 2Total 29 2 31

European and International Missions SFOR 4 52 4 60KFOR 5 1 47 58 111ISAF 4 3 7OSCE 12 12EUMM 11 2 13EU Military Staff 4 1 5Total 40 1 105 62 208

Permanent Missions UN 1 1OSCE 1 1Total 2 2

Permanent Representatives EU 3 3UN 1 1OSCE 1 1PfP 3 3Total 8 8Grand Total 114 2 220 189 525

Table 6.1 Defence Forces’ Personnel Serving Overseas (as at 31 July 2002)

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■ Deployment and OperationsThe combined New Zealand Battalion, to which theIrish unit was attached, also included elements fromNepal and Fiji, and operated in Sector West. TheForce accomplished its mission by patrolling threesector areas and an enclave.

■ Withdrawal of the Defence ForcesPlatoonAs part of UNMISET Forces downsizing, the NewZealand Battalion was withdrawn from East Timorand, as a consequence, deployment of an IrishPlatoon came to an end. Upon request from UNNew York, a small Defence Forces’ presenceremained in East Timor, one senior officer as MilitaryAssistant to the Force Commander, one seniorNCO deployed at Force HQ and two unarmedobservers.

Stabilisation Force (SFOR)

■ BackgroundIn the light of the peace agreement initialled inDayton, Ohio on the 21 November 1995, theNorth Atlantic Council authorised, on 1 December,the Supreme Allied Commander Europe to deployenabling forces into Croatia and Bosnia-Herzegovina.Movement of these forces began on 2 December.On the 5 December NATO Foreign and DefenceMinisters endorsed the military planning for theImplementation Force (IFOR).

On the 15 December 1995 the United NationsSecurity Council, acting under Chapter VII of theCharter of the United Nations, adopted SecurityResolution 1031, which authorised the memberstates to establish a multinational militaryImplementation Force (IFOR), under unified com-mand and control, and composed of ground, airand maritime units from NATO and non-NATOnations to ensure compliance with the relevantprovisions of the peace agreement.The initial IFORforce became a Stabilisation Force (SFOR) whenthe security situation had sufficiently stabilised inthe region.

■ Irish ParticipationOn the 14 May 1997 Dáil Éireann approved thedispatch of a contingent of the Defence Forces toBosnia-Herzegovina as part of the StabilisationForce (SFOR) established under the authority ofUnited Nations Security Council Resolution 1088of 12 December 1996. In support of this motionthe Minister for Defence stated that the DefenceForces were in a position to meet this commit-ment by the provision of 50 personnel. An IrishMilitary Police element was to join theInternational Military Police (IMP) Company atSFOR HQ, Sarajevo. This IMP Company consists ofa company headquarters and three military policeplatoons. Ireland provides the company HQ andone of the platoons.

■ MissionThe mission of the SFOR IMP Company is to ensurethe maintenance of good order and disciplineamongst all SFOR troops in SFOR Headquartersand in the Sarajevo Valley.Additionally, they provideTraffic Control and VIP Escort. The Company is alsoresponsible for the investigation of crime whereSFOR troops or property are involved. Two rota-tions were deployed to the area during the year andeach completed a six-month tour of duty. The MPcomponent is scheduled to be withdrawn in Jan2003, leaving a small number of staff officers andNCOs at SFOR HQ until June 2004.

United Nations Mission in Ethiopia andEritrea (UNMEE)

■ BackgroundEthiopia and Eritrea have had a turbulent historysince Ethiopia annexed its smaller neighbour in1962. There was a war of resistance lasting thirtyyears, after which Eritrea formally gained independ-ence in 1993. The border between the two coun-tries was never formally established and the disput-ed border led to bloody fighting in 1998. The fight-ing continued sporadically until a cessation of hostili-ties was achieved by the Organisation for AfricanUnity on 18 June 2000.

On 15 June 2001 the UN formally invited Ireland to

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contribute a Guard and Administration Company toserve with UNMEE at the Force Headquarters inAsmara, Eritrea, with effect from 11 December2001, for a minimum of 12 months.

■ UNMEE MandateUNMEE was created when the United Nations’Security Council passed Security Resolutions 1312and 1320. Under Resolution 1320 of 15September 2000, the Security Council authorised:the deployment within UNMEE of up to 4,200peacekeeping troops to monitor the ceasefire;ensure that the opposing forces remain at least 25km (outside artillery range) from each other (thisarea between the forces is known as theTemporary Security Zone (TSZ)); chair the MilitaryCo-ordination Commission; and co-ordinate andprovide technical assistance for humanitarian mineaction activities in the TSZ.

■ Irish Contingent – UNMEEOn the 26 October 2001 Dáil Éireann approvedthe commitment of a contingent of 221 personnel.An advance party was deployed to the mission areaone month later, and on 11 December 2001 themain group departed Ireland for Eritrea. The mis-sion of the Irish Contingent while in Eritrea includesthe provision of perimeter defence and InternalSecurity of Force HQ installations, the security ofconvoys and the security and escorting of VIPs, theprovision of communications support to the ForceHQ, the provision of transport, and military andadministrative staff to the Force HQ.

Two rotations have occurred since, one in June andmore recently in early December 2002.This will bethe last deployment to UNMEE.

Kosovo Force (KFOR)

■ BackgroundOn 10 June 1999 United Nations Security CouncilResolution 1244 welcomed the acceptance by theFederal Republic of Yugoslavia of the principles on apolitical solution to the Kosovo crisis, including animmediate end to violence and a rapid withdrawalof its military police and paramilitary forces.

The resolution authorised the establishment of amultinational force under Chapter VII of the Charterof the United Nations. KFOR is a NATO-led multi-national force under unified command and control,with substantial participation from non-NATOnations, including the Russian Federation.

The international community has fully recognisedthe immense humanitarian, political, and economicproblems facing the countries in the Balkansregion as a result of the conflict in Kosovo.Military efforts have focused on providing imme-diate practical assistance in dealing with therefugee crisis by reassigning forces in the regionto humanitarian tasks.

■ Ireland’s Role in KFOROn the 1 July 1999, the Dáil approved the provi-sion of a medium-lift transport company to KFORin support of the United Nations Security CouncilResolution.The mission of the Irish transport com-pany is to provide a general lift capability in directsupport of KFOR. Its primary tasks are to transportstores and equipment as directed by HQ KFORand to provide transport support for KFOR troopsand also to provide humanitarian convoys to aidagencies.There were two rotations to KFOR during2002, one in March and one in September. Planningcommenced during the latter part of 2002 for areconfiguration of the Defence Forces deploymentin the Balkans. The commitment in Kosovo willchange to the deployment of an Infantry Group toKFOR, as part of a multinational battalion.

International Security Assistance Force(ISAF)

■ BackgroundOn 20 December 2001 the UN Security Councilunanimously adopted Security Resolution 1386under Chapter VII of the UN Charter authorizingthe deployment of an International SecurityAssistance Force (ISAF) in Afghanistan for sixmonths to assist in the maintenance of security inKabul and the surrounding areas. This was deemednecessary because of the instabilty that ensued

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after the US-led operations in Afghanistan, post-September 11 attacks in the USA, and the subse-quent fall of the Taliban Regime. Acting underChapter VII of the UN Charter, ISAF is authorisedto take all necessary measures to fulfil its mandate.The United Kingdom assumed Lead Nation Statusat the start of the mission followed by Turkey inJune 2002. On 23 May 2002, the UN SecurityCouncil extended the mandate of ISAF for a fur-ther six months to December 2002 and this hasnow been extended for a further period.

On 17 April 2002, the Minister for Defence indicatedthat he was agreeable in principle to the deploymentof members of the Defence Forces to ISAF, subjectto an assessment of all the attendant factors. Againstthis background, the military authorities wererequested to provide personnel for deployment atISAF Headquarters in KABUL. On 6 July seven mem-bers of the Defence Forces – four officers and threeNCOs deployed to ISAF. The group was replaced inearly November by another seven personnel whowill also serve for a four-month tour of duty.

■ ISAF MissionTo assist the Interim Administration in the mainte-nance of security within the area of operations inorder to enable the re-integration of Afghanistan, asa responsible member, into the international com-munity in accordance with the Bonn Agreementand as agreed in the Military Technical Agreement.

Observer Missions

The Defence Forces contributed 108 militaryobservers to various missions throughout the worldduring 2002.These missions may be divided into twobroad categories, UN observer missions, where themajority of our observers serve, and regional observ-er missions, which are primarily based in the Balkans.During 2002 Ireland deployed thirteen monitors withOSCE and fourteen monitors with EUMM.

NEW YORK

ONUCAONUSAL

MINURSO

KFORUNMIKKVMDFA

MACEDONIA

OSCESFORBosniaOSCE

CROATIAOSCE

ALBANIA

OSCEVIENNA

UNMIH

UNNY

WEUNATO

ONUCUNAVEM II

IHSG

Table 6.1 Displays all overseas missions in which Irish personnel have served since 1958

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MOSCOW

UNOGILUNIFIL

UNAMICUNTAC

UNTSOUNDOFUNEF IIUNRWA

UNITUNIIMOGUNIKOMUNSCOM

UNMLO (Y)UNPROFORUNHCR (Y)

EUMMECTF (Y) UNMOP

UNPREDEPUNTAES

ICFY

OSCEGEORGIA

ECTF (R)

UNFICYP

UNTAG

NGOs

NGOs

IRSG

UNTEA

INTERFETUNAMETUNTAET

UNMISET

UNOSOM II

UNMEE

ISAFUNGOMAP

OSGAUNSMA

UNIPOMUNMOGIP

EUNELSA

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The majority of Governmental Support outputsinvolve the commitment of Defence Forces’ resourcesfor non-military tasks to government departments,including Local Authorities and agencies. The perform-ance of Governmental Support outputs may be car-ried out in conjunction with other national agenciesand involve resources that were identified for otheroutputs.

The non-military activities involved in the provisionof the Defence Forces’ Governmental SupportOutputs can be summarised under the followingheadings:

• Aid to Civil Authorities• Air Services• Search and Rescue (Air & Sea)• Fishery Protection• Search and Recovery• Pollution Control• Diving Operations• Ceremonial Activities• Promoting Ireland and the Irish Competition Horse

The diversity of the activities that the Defence Forcesengage in bears testimony to the flexibility of theorganisation and its ability to serve the State and thepeople of Ireland in a variety of ways.The DefenceForces provide relief during difficult and unforeseencircumstances, maintain essential services whenrequested, assist in ensuring the safety and health ofcitizens, and help protect the environment. They fulfilroles that improve the country’s image abroad, enrichState ceremonies, and enhance civilian events. TheDefence Forces also assist with the promotion of theIrish Competition Horse by their participation inshow jumping competitions and events both at homeand abroad.

Over the years the Defence Forces have beenrequested to provide assistance to the civil authoritieson many occasions. In doing so, the broad range of mil-itary expertise, from planning and management skills tospecialist technical skills have been adopted and appliedto resolving a multitude of difficult situations.

The three main categories of assistance are:maintenance of essential services, relief during majoremergencies (accidents and natural disasters) andmiscellaneous assistance. In the past the DefenceForces have maintained essential services such as: bus,post, oil distribution, prison, ambulance, refuse disposaland gas supply. They have provided assistance duringmajor emergencies like floods, forest fires, snow-storms and the prevention of the spread of diseasessuch as the foot and mouth in 2001.The DefenceForces were called upon during 2002 to assist withthe following:

Aid to Civil AuthoritiesDefence Forces’ personnel provided assistance to localand civil authorities across a broad spectrum of activi-ties during 2002.The wide range of professional servic-es provided is indicative of the depth of expertise andprofessionalism available within the defence forces. Aidto Civil Authorities during 2002 included the activitiesas outlined in Table 7.1.

Air Corps assistance to Civil AuthoritiesThe Air Corps provide a service to local authorities,mainly in the form of island relief, i.e. evacuation/repa-triation of islanders due to bad weather or ill-health.They also conduct training exercises with outside agen-cies, including, RNLI and Irish Coast Guard, and provideSearch and Rescue demonstrations and public relationsrequests from government departments. A total of 204hours flying time, involving 111 missions, was given tothese activities in 2002.. This was a substantial increaseon last year’s figures due mainly to flood relief opera-tions in the early part of the year and adverse weatherconditions off the western sea-board.

Aid to the Civil Authorities

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Brief Outline of Assistance

Assistance was provided at Dublin Port servicing disinfected mats and supervising thecarriage and destruction of ships swill to alocation in Rush, Co Dublin.

Flood water engineering and relief assistancein Drogheda, Bettystown, Laytown,Mornington, Drumcondra, Ringsend and EastWall.

Assistance to the Department of Agriculture& Food/Beef Quality Assurance Section inCo Clare and Co Wexford.

Search duties to assist local authorities atRingaskiddy, Co Cork.

A failure of the local drainage system resulted in severing flooding in the Blackpoolarea of Cork. Engineering teams from CollinsBks, Cork resolved this situation.

Provision of Defence Forces’ fire tenders andcrews in Lifford and Brigend areas of CoDonegal during UK fire strikes.

Five Defence Forces’ ambulances providedcontinuous emergency cover in the MidlandHealth Board region responding to calls primarily in the Longford,Tullamore, Mullingar,Birr and Portarlington region.

Provision of technical services providing continuous lift repairs and maintenance inthe Ballymun Flat Complex – Dublin.

The Defence Forces are continuouslyinvolved in contingency planning in relationto the provision of emergency services whenpublic services are threatened by strikeaction such as transport, and emergency fire and ambulance support services.

Period

January

February

August

August

November

November

December

December

All Year Round Basis

Details

Foot & Mouth

Flood Relief

Cattle Culls

Specialist Search

Flood Relief

Fire Strike Cover

Ambulance Strike Cover

Lift Maintenance

Emergency Planning

Table 7.1 Aid to the Civil Authorities during 2002

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The Air Corps provided a number of air services dur-ing 2002.These included a Ministerial Air TransportService (MATS), Air Ambulance Service and MaritimeSurveillance Operations Service.

Ministerial Air Transport Services(MATS)These services provide secure transport to AntÚachtarán,An Taoiseach,An Tánaiste, members ofGovernment and their staffs, both on and off-island.International flights are carried out by the GulfstreamG IV executive aircraft.The Beechcraft is used whenthe G IV is not available and on-island flights are car-ried out in fixed-wing or helicopters as appropriate.Tables 7.2 illustrate the number of missions, passengerscarried and flying hours provided to MATS in 2002.

Table 7.2 Number of Missions and Flying Hours MATS -2002

Air Ambulance ServiceThe Air Corps supplies air transport services to theDepartment of Health in a number of areas.These are:

• inter-hospital transfer of seriously ill patients• neo-natal transfers requiring immediate medical

intervention• air transport of organ harvest teams within the

State• air transportation of transplant patients to the UK

utilising existing military assets• air medical evacuations from off-shore islands to

on-shore hospitals

The primary helicopter used is the Dauphin, whilethe Gulfstream GIV, Beechcraft and CASA, whenavailable, may be used for the transport ofpatients to the UK.Table 7.3 outlines the numberof air ambulance missions undertaken in 2002 andthe total number of flying hours used to achievethem.

Maritime Surveillance OperationsServiceThe Air Corps operates two CASA CN235 mar-itime patrol aircraft in support of the State’sFishery Protection Policies, primarily in the IrishFisheries Area. In-shore patrols in support of theCentral Fisheries Board salmon conservation effortare also flown from time to time. In addition, mem-bers of the Customs National Drugs Team areflown periodically on surveillance duties.Table 7.4outlines the number of offshore patrols conductedby the Air Corps in 2002.

Air Services

Ministerial air transport service 2002

Aircraft Missions Passengers Flight hours

Gulfstream GIV 134 1,496 475

Beechcraft 20 103 36

Dauphin 11 44 30

Allouette 05 18 12

Totals 170 1,661 553

Off-shore martime surveillance ops 2002Aircraft Patrols Flight Vessels

Hours Logged

CASA CN 235 256 1,287 4,513

Cessna 16 39 0

Totals 272 1,326 4,513

Air Ambulance service 2002

Aircraft Missions Flight hours

Alouette 26 82

Dauphin 40 97

CASA 12 27

Beechcraft 2 2

Gulfstream GIV 1 2

Totals 81 210

Table 7.3 Air Ambulance Missions Year 2002

Table 7.4 Number of offshore patrols conducted by theAir Corps in 2002

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Throughout 2002 the Air Corps and the Naval Servicecontinued to contribute to the provision of a vitalSearch and Rescue service in the State and around itscoastline in support of the Irish Coast Guard. TheDefence Forces invest considerable amounts ofresources, training and personnel in this area and as aresult are able to provide a quality service to the State,its people, and visitors.Table 7.5 outlines the number ofSAR missions undertaken by the Air Corps in 2002 andthe total number of people who were assisted.

Air CorpsThe Air Corps has provided a Search and Rescueservice to the State for almost forty years. The AirCorps provided the following aircraft and crew in sup-port to the Irish Coast Guard:

• Finner Camp, Co. Donegal: One Dauphin helicopterwith flying and maintenance crew on twenty-fourhour standby for SAR in the northwest area. The365-day service is provided by qualified SAR Crewsconsisting of two pilots, one winch operator, and onewinch man, supported by aircraft technicians, com-munications specialist and crash rescue crew.Response time is fifteen minutes by day and forty-five minutes by night.

• Air Corps personnel are at present preparing tooperate an S-61 helicopter, to replace the Dauphinin Finner. This aircraft, with its longer range andgreater lifting ability, will enhance the Air Corps capa-bility and will be based out of Sligo airport frommid-2003.

• Waterford Airport, Co.Waterford:The daylight onlyAlouette helicopter service was withdrawn fromWaterford airport during 2002, and was replaced bya Sikorsky S-61 operated by a civilian company onbehalf of the Coast Guard.

• Other assets: The CASA Maritime Patrol aircraft car-ries droppable SAR equipment (dinghies, flares, etc.)while on patrol. The aircraft is not a declared assetto the Coast Guard but may be diverted from a taskto assist or act as on-scene commander in emergen-cies, when requested by the Irish Coast Guard.

Naval ServiceDuring 2002, Naval Service vessels assisted in thirty-one major search and rescue operations. In the con-duct of these operations the Naval Service provided arange of services, which assisted the Coastguard andthe State in fulfilling its mandates of protecting life atsea and guarding the environment.The principal servic-es provided in 2002 included casualty evacuation, fire-fighting, towing, and general maritime support.

Throughout 2002, the Naval Service undertook regu-lar patrols through all of the sea areas over whichIreland has an interest. In all, Ireland has sovereignrights of varying significance over almost a quarter ofa million square miles of sea area. The Naval Servicealso deployed out of area, delivering services andshowing the flag in Western Europe, theMediterranean and Asia.

Ireland’s exclusive fishery limits extend to 200 nauticalmiles and encompasses an area of 132,000 squaremiles. In this sea area Ireland, together with othermembers of the EU, has sovereign rights over the seafisheries. In addition Ireland has exclusive sovereignrights over the seabed and sub-seabed resources.Ireland’s sovereign rights over the seabed and thesub-seabed resources in this area are not open toother EU member states.

By far the greatest customer for Naval ServiceOutput was the Department of the Marine andNatural Resources. The primary focus of the Naval

Search and Rescue (SAR) Search and Rescue Missions 2002

Aircraft Missions Persons Flight Assisted Hours

Dauphin 71 36 125

Alouette III 20 3 29

CASA CN235 1 (not known) 2

Total 92 39 156

Fishery Protection

Table 7.5 Search and Rescue Missions carried out bythe Air Corps - 2002

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Service in 2002 was to continue to maximise itseffort in the area of fishery protection. Virtually allsailing orders issued to Naval vessels proceeding onpatrol focused on fishery protection duties as themain service delivered. Some key points relating to2002 were:

• Patrol Days: Over 91% of the total output wasprimarily focused on fishery protection. NavalService ships devoted 1,233 days to delivering thisservice, surpassing the requirement of 1,231 days.

• Sightings: A total of 2,815 sea fisheries vesselswere sighted and reported to the Sea FisheriesSection of the Department of the Marine.

• Boardings: A total of 1,729 boardings of sea fish-eries vessels were carried out on behalf of theDepartment of the Marine and Natural Resources.

• Offences: A total of 129 offences were detectedof which 113 resulted in the issue of formal writtenwarnings and 16 in the detention of the sea fish-eries vessel.

Out of Area OperationsIn addition to the normal sea fisheries responsibilities,2002 saw national commitments to allocate NavalService fishery protection resources to the North EastAtlantic Fisheries Commission as well as to tuna relat-ed patrols. These commitments brought the NavalService patrol effort deep into the Atlantic severalhundred miles offshore. The Naval Service alsodeployed the LE Niamh on a three-month trade mis-sion to Asia.

■ Asian EnterpriseOn 10 February 2002, the Irish naval vessel LENiamh set sail from Haulbowline on a voyage toChina, Japan, Malaysia, Korea, Singapore and HongKong. Venturing further than any Irish naval ship hasever been, the LE Niamh travelled 23,000 miles in100 days, visited 14 ports (two of them twice).Theship also became the first Irish naval vessel to traveleast of the Suez Canal and also the first to crossthe equator.

The journey was undertaken to provide a platformfor Irish trade in the region, in line with the govern-ment’s Asia Strategy. It was also used to resupplyIrish troops serving in Eritrea with the UnitedNations Mission in Ethiopia and Eritrea.The shiphosted over 10,000 visitors in over 60 functions, andrepresented 33 Irish companies and agencies.The LENiamh and its crew, in conjunction with EnterpriseIreland, became ambassadors for Ireland and theNaval Service on its Asian voyage.

Initiatives Supporting Sea FisheriesControl - 2002A number of Naval Service related initiatives con-tributed to the overall effectiveness of the NavalService effort in control of sea fisheries in 2002.

• Continued development of the LIRGUARD project,in order to achieve virtually live satellite monitoringof all fishing vessels, over twenty-four metres, any-where in the world in the case of Irish fishing ves-sels and within the Irish Exclusive Fishery Limit inthe case of EU member states’ vessels.

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• Continued development of close liaison withnational, EU and international agencies to ensurethat the maximisation of fisheries control effortsare co-ordinated.

In 2002 a Service Level Agreement covering fish-ery protection services to be provided by theNaval Service in 2003 was agreed. The discussionsunder the auspices of the Joint ImplementationTeam involved military personnel from DeputyChief of Staff (Operations), Operations section,Naval Service, Air Corps, and civil servants fromthe Department of Defence and Department ofCommunications, Marine and Natural Resources.

Central Fisheries BoardThe Naval Service delivered services to the CentralFisheries Board primarily in three areas:

• Salmon Protection Within Territorial SeasIn conjunction with its commitment to sea fish-eries the Naval Service met the requirements ofthe Central Fisheries Board for salmon patrolling.The commitment entailed the embarkation ofRegional Board Officers and members of AnGarda Síochána for approximately 49 days in2002. In a bid for increased effectiveness theNaval Service vessels role changed betweensalmon fisheries protection and sea fisheries pro-tection depending on the intensity of activity.

• Salmon Fisheries Protection OffshoreAll Naval Service vessels committed to the deliv-ery of a fishery protection service focused on theprotection of salmon fisheries in the area outsidethe 12 nautical miles limit.

• TrainingThe Naval Service provided training support tovarious regional fishery board staff under the aus-pices of the Central Fisheries Board.

The Naval Service continued to develop its overallcapacity to deliver services. In particular the acquisi-tion of a range of specialist equipment has improvedNaval Service capabilities in areas such as:

• Underwater SearchThe Naval Service’s capability for underwatersearch was enhanced in 2002 with the aid of sidescan sonars and magnometers. The integration ofthis technology with existing Naval Serviceresources has significantly improved the capacity tolocate sunken vessels and also to locate drugs onthe seabed.

• Underwater Search/RecoveryThe acquisition of the sub surface remotely oper-ated vehicle has added significantly to the capacityof the Naval Service to follow through on sub sur-face searches. Utilising specialist grabs the ability torecover items without or in conjunction withdivers has been enhanced.

The Naval Service responds to incidents of maritimepollution on request of the Irish Coastguard. Theacquisition of improved pollution control resourceswill add considerably to the capacity of the NavalService in this regard.

The Naval Service is the only State agency with thecapacity to support and sustain maritime diving oper-ations.Throughout 2002 the diving team undertook24 external diving operations, in support of variousState and local authorities, see Table 7.6.

Search and Recovery

Operation Requesting Authority15 Missing persons searches Garda Síochána3 Berth Clearances Garda Síochána2 Explosive Ordnance Disposal Operations Garda Síochána and Defence Forces3 Searches Irish Coastguard1 Survey Commissioner Irish Lights

Table 7.6 Number of diving operations carried out in 2002

Diving Operations

Pollution Control

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The Naval Services diving team spent 74 days out ofbase on external diving operations.The team isequipped with a variety of support equipment includingsub-surface cutting, welding and bolting equipment,underwater video camera and lifting and recoveringequipment.The team also operates a recompressionchamber which is capable of being deployed on sea-going units in support of deep diving operations.

The Defence Forces participate in a broad range ofceremonial events. Military involvement encompassesliaison with government departments, planning ceremo-nial activities, event co-ordination and military participa-tion in the event. Participation may comprise one ormore of the following elements: guards of honour;escorts of honour; artillery gun salutes; flypasts; militarybands; colour parties (flag bearers); military police; rep-resentative bodies; and marshals. In addition, bearer par-ties, pall bearers, escorts, firing parties and route-liningtroops are required for State funerals.

Ceremonial elements are also provided for events suchas ministerial reviews of units travelling overseas orwreath-laying ceremonies by visiting dignitaries. In addi-tion, there are numerous requests from organisations formilitary involvement in various civilian events. Theserange from the RDS Horse Show to local festivals coun-trywide. Normally, these requests are acceded to andmay involve employing the Army band or assigning avariety of ceremonial tasks to PDF or RDF troops.

There will be a considerable involvement of militarypersonnel at the opening ceremony of the SpecialOlympics in June 2003.

A Ceremonial Review Board has been convened withthe aim of examining and identifying ways of improvingthe level of ceremonial accorded by the Defence Forcesin terms of spectacle and colour, in order to improvethe overall image and exposure of the Defence Forces.

In November a ceremony was held in Collins Barracks,Dublin which involved the ceremonial handing over ofthe O'Donnell coat of arms from a visiting delegationof Austrian cadets to a representative body of Irish

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Ceremonial Activities

Participation in Major Ceremonial Events 2002

Ceremonial Number Number of of Events Personnel

Involved

State Visits (Outside State) 2 366

State Visits (Inside State) 5 1072

Official Visits 2 303

Presentation of Credentials 10 1,230

Chief of Staff (Foreign) Visits 6 587

SFOR Review 1 105

KFOR Review 2 326

UNMEE Review 2 446

UNTAET Review 2 94

1916 Commemoration 1 186

National Day of Commemoration 1 367

RDS Horse Show 1 110

National Museum Exhibition 1 99

Total 36 5,291

Table 7.7 Military Participation in Major CeremonialEvents – 2002

Table 7.8 Numbers of Military Band engagements carriedout by each band in 2002

Military Band Engagements 2002

Engagement Military Bands TotalCategory Army Western Southern

No 1 Brigade Brigade

Military 90 132 77 299

State Ceremonial 22 0 10 32

Free Public Recitals 7 12 11 30

Free to Festivals 0 16 0 16

Civilian (contract) 11 0 7 18

School Concerts 11 16 17 44

Trumpet & Drummer 23 35 56 114

Total 164 211 178 553

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cadets.The exhibition piece was then received by thedirector of the National Museum. This event preced-ed the opening of the ‘Wild Geese in Austria' exhibi-tion at the National Musuem of Ireland.

Table 7.7 outlines the number of major ceremonialevents in which the Defence Forces participated in2002. It also indicates the total number of personnelinvolved for each category.

Military BandsThe bands of the Defence Forces contribute tomany military and State ceremonial occasionsthroughout the year. The Defence Forces’ School ofMusic consists of three bands, located in Dublin,Cork and Athlone.The School of Music also trainsmusicians for the Pipe Bands. The bands jointogether annually at the RDS Horse Show and formthe massed bands of the Defence Forces. Personnelof the No 1 Army Band and the Bands of theSouthern and Western Brigades are appointed asfull-time professional bandsmen, while those of thepipe bands are soldiers of operational units whoperform their musical duties in addition to their nor-mal military occupations. Table 7.8 outlines theengagements of the Military Bands during 2002.

During 2002 the Equitation School added to its stringof successful achievements by winning 26 internationalcompetitions, the largest number of wins in the last 15years. Riders from the school achieved several highplacings in a range of international classes in 2002.With four Grand Prix wins on the national circuit anda win at the national Grade A at the RDS HorseShow in addition to numerous placings, the school waswell represented on the home front. Riders from theschool participated in 15 international shows and 45national shows including Events & Dressage. Anotable feature here was the school participation atthree shows in Northern Ireland where they wereextremely well received. The school played host tonumerous visits from colleges, equestrian groups,VIP's,national and international press delegates.

The Equitation School continued to aid the develop-ment of the Equestrian Federation of Ireland’s coach-ing scheme, providing management expertise, facilitiesand riders for its activities. The School assisted theIrish Horse Board, the Equestrian Federation ofIreland, the Show Jumping Association of Ireland andother equestrian bodies with training and/or facilitiesthroughout 2002.

It also conducted the Minister for Defence Bursaryfor two young riders, in eventing and show jumpingcategories, during the year.

Table 7.9 outlines the list of the main EquitationSchool winning achievements during 2002.

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Annually Produced Outputs

Equitation School

Table 7.9 Equitation School, Grand Prix and NationsCup Winner Achievements 2002

Equitation School Achievements 2002Event Location of Event

Winner Nations Cup Gijon, SpainWinner Nations Cup Falsterbro C.S.I.OWinner Grand Prix BallinaWinner Grand Prix GowranWinner Grand Prix WaterfordWinner Grand Prix RolestownWinner Grade ‘A’ C/ship RDS

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Financial ReportThe 2002 Book of Estimates provision for Defence Subheadswas €755 million, 94.45% of this provision was expended.

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Defence Expenditure 2002 and 20012002 2002 2001 2001

Note 1 Note 1Provision Out turn Provision Out turn

Subheads (000’s) (000’s) (000’s) (000’s)

Administration A DOD Administration Note 2 €20,081 €18,676 €18,769 €17,039

Defence Forces Pay and Allowances

B Permanent Defence Force’s Pay €368,332 €362,707 €350,387 €324,520

C Permanent Defence Force’s Allowances €48,299 €40,047 €45,864 €42,361

D Reserve Defence Force’s Pay €11,139 €10,499 €9,838 €7,756

E Chaplains Pay €1,067 €973 €999 €929

F Civilian Employees Pay €35,382 €31,957 €35,151 €28,161

Defence Forces Non-Pay Expenditure

G Defensive Equipment €41,972 €41,108 €40,699 €29,541

H Aircraft €41,799 €38,468 €54,091 €19,984

I Military Transport €12,287 €11,675 €16,265 €11,925

J Ships and Naval Equipment €11,042 €11,097 €25,020 €34,764

K Barrack Expenses & Engineering Equipment €14,420 €15,992 €12,431 €11,199

L Buildings €26,958 €35,578 €40,251 €19,213

M Ordnance, Clothing, Catering €15,470 €15,526 €15,064 €13,536

N Communications & Information Technology €8,940 €9,359 €11,428 €8,493

O Military Training (Courses & Equipment) €3,055 €4,279 €2,254 €3,314

P Travel & Freight €2,810 €3,704 €3,327 €3,316

Q Medical Expenses €2,800 €2,919 €2,597 €1,876

R Land Maintenance & Rents €1,442 €1,621 €1,558 €1,169

S Equitation €1,077 €1,153 €1,048 €857

T Compensation €62,581 €42,787 €62,217 €49,996

U Miscellaneous Expenses €2,907 €2,689 €1,795 €1,600

V Barrack Reinvestment Programme €23,473 €16,000 €21,586 €10,085

Other Services

W Civil Defence €4,257 €4,293 €4,058 €4,129

X Irish Red Cross (Grant in Aid) €805 €805 €773 €773

Y Coiste an Asgard €625 €625 €640 €640

Z Appropriation in Aid (€8,116) (€11,619) (€13,383) (€18,787)

Total Defence Expenditure €754,771 €712,918 €764,735 €712,030

Surplus Surrendered €41,853 Note 3 €52,705

Note*: In last years Annual Report, Subheads A,W, X,Y, & Z were excluded from the above table. In the interests of providing a full and relevantpicture and for clarity and accuracy they are now included.Note 1: All 2001 figures are converted from the IR Punt (£) equivalent.There may be slight dicrepancies due to rounding.Note 2: These figures include roll-over savings carried forward under the terms of the Administrative Budget Agreement.Note 3: €41 million planned savings, i.e. returned to Central Funds by Government direction.

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The total net under spend of €42 million is explainedby an overspend or under spend in the categoriesoutlined in Table 9.1. This under spend was in linewith Government Decisions of May & September2002, which indicated that an under spend of €41million should be achieved within the Defence Vote.

The under spend of €19.5 million refers toSubheads A, B, C, D, & F. In general the underspend relates to pay and allowances. The underspend of €3 million in Aircraft is due to the cancel-lation of the medium-range helicopter programme.The under spend of €20 million in Compensation isdue to the unpredictable nature and the amount ofvariables associated within the compensation area.

The overspend of €2 million in Barrack Expenses &Engineering Equipment is mainly due to the increasedcost of utilities, particularly waste disposal and theprovision of services for new buildings. The over-spend of €1m in Buildings is due to expenditure onthe Barrack Reinvestment Programme in 2002 whichwas greater than anticipated. The overspend of €1min Military Training is due to additional investment intraining infrastructure. The overspend of €1m inTravel & Freight is due to the increased cost of fulfill-ing our overseas commitment.

The White Paper recommended that the balancebetween pay and non-pay should be at least 70:30.Table 9.2 outlines the pay to non-pay ratios between1997 and 2002. In 2001 the ratio was 66:34, exceed-ing the 70:30 mark for the first time since 1994 andthe PriceWaterhouseCoopers recommendation.Theratio for the year under review is 68:32.This reflects acontinued substantial investment in Defence Forcesinfrastructure and equipment. The significant changein the pay to non-pay ratio has come about as aresult of the strength reduction and internal efficien-cies.The investment in equipment and infrastructurehas been largely self-financing from the sale of prop-erty and pay savings.

During the period 1998 to 2002, the percentage ofGNP (Gross National Product) spent on Defencewas 1.0%, 0.9%, 0.8%, 0.8% and 0.7% respectively.

Table 9.3 outlines the Government’s financial alloca-tion to Defence from 1991 to 2002

Table 9.1 Significant Variances in Defence Expenditure versus Estimate Provision

Significant Variances in Defence Expenditure versus Estimate Provision

Under spend €m Overspend €m

Pay 19.50 Barrack Expenses & Engineering Eqpt 2.00

Military Transport 1.00 Buildings 1.00

Aircraft 3.00 Military Training 1.00

Defensive Equipment 1.00 Travel & Freight 1.00

Compensation 20.00 Others 1.00

Appropriation in Aid 3.50

Total Under spend 48.0 Total Overspend 6.00

Significant Variances inDefence Expenditure andthe Estimate Provision

Ratio of Pay to Non-PayExpenditure

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Table 9.3 Government Financial Allocation to Defence,1991 – 2002

Table 9.2 Pay to Non-Pay ratios for the years 1997-2002

Pay to Non-Pay ratios

Year Pay Non-Pay

1997 78% 21%

1998 76% 24%

1999 74% 26%

2000 73% 27%

2001 66% 34%

2002 68% 32%

Source:Deputy Chief of Staff (Support) Financial Reports, 1997-2002.

Government Financial Allocation

Year Defence % GNP Total Govt % of Vote Budget Govt

Outturn Outturn Budget(000’s) (000’s)

1991 €412,872 1.6% €9,008,604 4.58%

1992 €417,045 1.5% €9,956,166 4.19%

1993 €424,642 1.5% €10,927,408 3.89%

1994 €450,362 1.4% €11,905,345 3.78%

1995 €471,482 1.3% €13,035,960 3.62%

1996 €489,357 1.3% €13,694,540 3.57%

1997 €541,218 1.1% €16,311,872 3.32%

1998 €541,156 1.0% €16,319,413 3.32%

1999 €577,421 0.9% €18,338,006 3.15%

2000 €626,097 0.8% €20,651,924 3.03%

2001 €712,054 0.8% €25,353,743 2.81%

2002 €712,918 0.7% €35,949,786 1.98%

Sources: The Dept of Finance Revised Estimatesfor Public Services 1991 to 2001 andThe Estimates for Public Services(Abridged Version ) 2003.

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Non-Pay Spending by FunctionNon-pay expenditure is grouped into five functionalareas; equipment, maintenance, buildings, operatingcosts and training. Table 9.4 shows the percentage ofexpenditure from non-pay Subheads apportioned toeach functional area from 2000 to 2002. Operatingcosts comprise expenditure on clothing, rations, utili-ties, telecommunication charges, barrack services,medical, fuel and transportation.Training refers onlyto expenditure on courses, professional development

and training equipment. Figure 9.1 displays the non-pay expenditure by function for 2002.

The figures reflect the marginal cost of maintenance,operational costs and training. The implementation ofthe Management Information Framework project willgreatly enhance our ability to establish the full cost ofthese activities and related outputs.

When compared to 2001, the spend on buildings in2002 has decreased, both in real terms and as a per-centage of the overall spend, (€41m v €55m). Howeverit must be recognised that 2001 was an exceptional yearand the spend in this area will further decline in 2003.The increased costs associated with operations andtraining (€48m v €45m ) in the same period, reflects theincrease in the level and scale of activity associated withthe preparation for overseas peace support operations.It should also be noted that operational costs weredown in 2001 because of restrictions placed on unitfield exercises during the Foot & Mouth crisis.

DevolutionThe White Paper on Defence (2000) stated that theprocess of delegation will continue. In the year 200018% of Defence spending was delegated to the controlof the Chief of Staff. In 2001 & 2002 the level of delegation to the Chief of Staff represented 19% and19.66% respectively.As a percentage of non-pay funds,the amount delegated represents 51.7% of DefenceForces’ sub-heads.

Table 9.4 Comparison of Non-Pay Spending by Function for 2000, 2001 and 2002

Comparison of Non-Pay Spending by Function

Year Spend Equipment Maintenance Operating Costs Buildings Training‘000 ‘000 ‘000 ‘000 ‘000 ‘000

2002 €209,547 €85,191 €34,308 €41,250 €41,076 €6,722

41.13% 16.37% 19.69% 19.60% 3.21%

2001 €217,000 €86,000 €31,000 €39,000 €55,000 €6,000

39.5% 14.5% 18% 25.5% 2.5%

2000 €168,800 €74,900 €27,900 €40,000 €22,800 €3,200

44.5% 16.5% 24% 13% 2%

Figure 9.1 Non-Pay Expenditure by Function 2002

■ Equipment■ Maintenance■ Operating Costs

■ Buildings■ Training

16.37%

41.13%

19.60%

19.69%

3.21%

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Multi-Annual BudgetsOperating within the multi-annual budget frameworkhas enhanced our ability for planning, particularlywhen one considers the long lead-in time for militaryequipment.

In recent times, a bottom up approach has beentaken to the estimate process. Budgeting has beenembraced as a vital management tool within theDefence Forces. Participants in the estimate processhave now found it to be of more relevance than pre-vious years.

Progress has been made over the past number ofyears in tackling the difficulties presented by the cur-rent accounting practices and systems. Key elementsinclude the introduction of a medium term budgetary

framework (Multi-Annual Budgeting). The develop-ment of a Management Information Framework (MIF)is now becoming a reality.

In December 2000, management consultants Deloitte& Touche were contracted by the Department ofDefence to assist in planning and developing a financialmanagement system consistent with the MIF. The rec-ommendations of the Deloitte & Touche Report inconnection with the recruiting of key personnel, havebeen implemented. The Project Group and the vari-ous Project Teams are in position. The educationprocess has commenced, through a series of seminars,which will inform all users of the system at all levels.MIF is a very ambitious project, which will change fun-damentally the way business is conducted in theDefence Forces and the Department of Defence. Aneffective MIF-system that will deliver comprehensive,accurate and timely information to support manage-ment decisions at all levels is to be welcomed.

Financial Reform

Major Ongong Capital Investment Projects (excluding buildings)

Year Expenditure €million PlannedProject Description Commenced Pre 2002 Balance Total Completion

2002 Date

APC (Phase 1) 1999 32.4 13.6 4.9 50.9 2003

APC (Phase 2) 2002 13.5 19.4 32.9 2005

Command & Staff Trainer 2001 1.3 3.4 4.7 2005

Digital Indoor Ranges Theatre (DIRT) 1999 1.3 0.9 0.4 2.6 2005

Ground Surveillance Radar 2002 0.9 2.9 3.9 Ongoing

60mm Mortar 2002 0.9 2.9 3.9 2004

Steyr Rifles 2002 0.5 1.1 1.6 2003

NBC Equipment 2002 0.5 0.4 0.9 2003

STANAG HF Radio 2002 0.5 0.4 0.9 2003

Antenna Multiplexer (MUX) System 2001 0.7 0.4 1.1 2003

Trainer Aircraft – Pilatus 2002 16.0 44.0 60.0 2004

Lease of S61 Sikorski Hel for SAR 2002 8.2 8.1 16.3 2005

Trucks 3/4 tonne 4 x 4 FFR 2002 1.6 1.6 2002

Trucks 4 tonne 4 x 4 2002 1.6 1.6 2002

SBBPSC Tentage 2001 1.1 1.1 0.6 2.8 2003

Table 9.5 List of major ongoing capital investment projects

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Figure 1.1 outlines the geographical location and areaof operations of 1 Southern Brigade.

Strength -v- Establishment The establishment of the Brigade is 2,330 personnel.The average strength of the Brigade for 2002 was1,938.This represents 83 % of establishment.

Inflow & Outflow of PersonnelFigure 1.3 depicts, on a quarterly basis, the inflow and outflow of personnel of the Brigade for the year 2002.The figure reflects an overall loss of 73 personnel.

Figure 1.3 Quarterly figures for the inflow and outflowof personnel of 1 Southern Brigade for 2002

Geographical Location

Organisation

Figure 1.2 outlines the Brigade’s organisation.

Personnel

1 Southern Brigade

200N

umbe

r of

Per

sonn

el

1stQtr.

Inflow Net Gain/Loss

150

100

50

0

-50

-100

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

1 Southern Brigade Headquarters

3 Infantry Battalion 1 Logistics Support Battalion 1 Southern Brigade MP CompanyKilkenny Cork Cork

4 Infantry Battalion 1 Field Engineer Company 1 Southern Brigade Training CentreCork Cork Cork

12 Infantry Battalion 1 Field CIS CompanyLimerick/Clonmel Cork

I Field Artillery RegimentCork

1 Cavalry SquadronCork

Figure 1.2 Organisation of 1 Southern Brigade

Figure 1.1 Geographic Deployment of 1 Southern Brigade

4

X1

2

X1

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Field ExercisesThe 1 Southern Brigade exercised a total of 1,359personnel in collective training exercises during theyear.This represents an increase of 459 (51%) personnel collectively trained compared with 2001.

The exercises were conducted at sub-unit and unitlevel i.e. company and battalion level respectively.The Battalion Skills Assessment exercise involved the assessment of 426 personnel. A total of 171 personnel also underwent collective training in preparation for service with UNMEE. Figure 1.4 gives a summary of exercises conducted by the 1 Southern Brigade in 2002.

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Training

Exercise Units Location NumbersExercised Exercised

Battalion Group (-) Skills Assessment 3 Infantry Battalion Kilworth Camp 4264 Infantry Battalion12 Infantry Battalion1 Field Artillery Regiment1 Cavalry Squadron1 Field Engineer Company

Brigade Command Post Training Exercise (CPTE) 3 Infantry Battalion Stephens Bks 24Kilkenny Area

Peace Support Operations Battalion Group (-) 3 Infantry Battalion Kilworth Camp 6844 Infantry Battalion Glen Of Imaal12 Infantry Battalion1 Field Artillery Regiment1 Cavalry Squadron1 Field Engineer Company1 Logistical Support Battalion

Fire Planning Exercise 3/4/12 Infantry Battalion Collins Bks, Cork 101 Logistical Support Battalion1 Field Artillery Regiment Kilworth Camp

Overseas Training 3 Infantry Battalion Collins Bks, Cork 1714 Infantry Battalion Kilworth Camp12 Infantry Battalion Curragh Camp1 Field Artillery Regiment Glen Of Imaal1 Cavalry Squadron1 Logistical Support Battalion

Cash in Transit Exercise 3/4/12 Battalion Kilworth 441 Field Artillery Regiment1 Cavalry Squadron

Total Number of Personnel Exercised 1,359

Figure 1.4 Exercises conducted by 1 Southern Brigade in 2002

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Figure 2.1 outlines the geographical location and areaof operations of 2 Eastern Brigade.

Figure 2.1 Geographic Deployment of 2 Eastern Brigade

Strength -v- Establishment The establishment of the Brigade is 2,330 personnel.The average strength of the Brigade for 2002 was1,743.This represents 75% of establishment.

Inflow & Outflow of PersonnelFigure 2.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the Brigade for the year 2002and reflects an overall increase of 7 personnel.

Figure 2.3 Quarterly figures for the inflow and outflow ofpersonnel of 2 Eastern Brigade for 2002

PersonnelGeographical Location

Organisation

Figure 2.2 outlines the Brigade’s organisation.

2 Eastern Brigade

200

Num

ber

of P

erso

nnel

1stQtr.

Inflow Net Gain/Loss

150

100

50

0

-50

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

250

300

2 Eastern Brigade Headquarters

2 Infantry Battalion 2 Logistics Support Battalion 2 Eastern Brigade MP CompanyDublin Dublin Dublin

5 Infantry Battalion 2 Field Engineer Company 2 Eastern Brigade Training CentreDublin Dublin Dublin

27 Infantry Battalion 2 Field CIS CompanyDundalk Dublin

2 Field Artillery RegimentDublin

2 Cavalry SquadronDublin

Figure 2.2 Organisation of 2 Eastern Brigade

4

X1

2

X1

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Field ExercisesIn 2002 the 2 Eastern Brigade conducted a seriesof company and battalion level conventional offensive operations, based on seventy two-hour

exercises. A total of 992 personnel from theBrigade participated in collective training exercisesin 2002 including 65 personnel in overseas training.This represents an increase of 85 (11%) personnelcollectively trained compared with 2001. Figure 2.4gives a summary of exercises conducted by theBrigade in 2002.

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Training

Exercise Units Location NumbersExercised Exercised

Battalion Group (-) Skills Assessment 2 Infantry Battalion Kilbride 172

Company Group Offensive Exercise 5 Infantry Battalion

Company Group Offensive Exercise 27 Infantry Battalion Cooley Peninsula 163

Battalion Group Assessment 2 Infantry Battalion Wicklow & 657

5 Infantry Battalion Glen of Imaal

27 Infantry Battalion

2 Field Artillery Regiment

2 Cavalry Squadron

2 Logistical Support Battalion 2

2 Field Engineer Company

2 Field CIS Company

2 Brigade Military Police Company

Total Number of Personnel Exercised 992

Figure 2.4 Exercises conducted by 2 Eastern Brigade in 2002

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Figure 3.1 outlines the geographical location and areaof operations of 4 Western Brigade.

Figure 3.1 Geographic Deployment of 4 Western Brigade

Strength -v- Establishment The establishment of the Brigade is 2,330 personnel.The average strength of the Brigade for 2002 was2,373.This represents 102 % of establishment.

Inflow & Outflow of PersonnelFigure 3.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the Brigade for the year 2002and reflects an overall decrease of 100 personnel.

Figure 3.3 Quarterly figures for the inflow and outflow of personnel of 4 Western Brigade for 2002

PersonnelGeographical Location

Organisation

Figure 3.2 outlines the Brigade’s organisation.

4 Western Brigade

4 Western Brigade Headquarters

USACGalway

1 Infantry Battalion 4 Logistics Support Battalion 4 Western Brigade MP CompanyGalway Athlone Athlone

6 Infantry Battalion 4 Field Engineer Company 4 Western Brigade Training CentreAthlone / Cavan Athlone Athlone

28 Infantry Battalion 4 Field CIS CompanyBallyshannon / Letterkenny / Lifford Athlone

4 Field Artillery RegimentMullingar

4 Cavalry SquadronLongford

Figure 3.2 Organisation of 4 Western Brigade

200N

umbe

r of

Per

sonn

el

1stQtr.

Inflow Net Gain/Loss

150

100

50

0

-50

-100

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

4

X1

4X2

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Field ExercisesThe 4 Western Brigade conducted training exercisesat unit and brigade level culminating in a DFHQ

Assessment in September 2002. Selected platoonswere also exercised in Live Battle Practice Shoots.A further 282 personnel underwent training for overseas service. Figure 3.4 gives a summary of field exercises conducted by the Brigade in 2002.

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Training

Exercise Units Location NumbersExercised Exercised

Company Group Offensive Exercise 1 Infantry Battalion Finner Camp/ 478

6 Infantry Battalion Athlone

28 Infantry Battalion

4 Field Artillery Regiment

4 Cavalry Squadron

4 Logistical Support Battalion

4 Field Engineer Company

4 Field CIS

4 Brigade Military Police Company

Battalion Group(-) As above Curragh Area/ 534

Peace Support Operations Battalion Assessment Glen of Imaal

Company Group and PSO Battalion Assessment As above Curragh Area 485

Battalion Group(-) As above 561

Peace Support Operations Battalion Assessment

Battalion Group (-) As above Curragh/ 585

Glen of Imaal

Peace Support Operations Battalion Assessment

Overseas Training 1 Infantry Battalion Custume Bks 282

6 Infantry Battalion

28 Infantry Battalion Carnagh Camp

4 Field Artillery Regiment / Glen of Imaal

4 Cavalry Squadron

4 Logistical Support Battalion

Battalion Command Post Exercise (CPTE) 6 Infantry Battalion Galway

28 Infantry Battalion

1 Infantry Battalion 40

Total Number of Personnel Exercised 2,965

Figure 3.4 Exercises conducted by 4 Western Brigade in 2002

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Figure 4.1 outlines the geographical location of theDefence Forces’Training Centre (DFTC)..

Figure 4.1 Geographic location of the Defence ForcesTraining Centre

Figure 4.1 Geographical deployment of the DFTC

Strength - v- EstablishmentThe establishment of the DFTC is 1,294. The average strength of the DFTC in 2002 was 1,366. Thisrepresents 106% of establishment.

Inflow & Outflow of PersonnelFigure 4.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the DFTC for the year 2002.The figure indicates a net increase of 45 personnel.

Figure 4.3 Quarterly figures for the inflow and outflow ofpersonnel of the DFTC for 2002

Defence Forces’Training Centre

Geographical Location

Organisation

Figure 4.2 outlines the DFTC’s organisation.

Personnel

Num

ber

of P

erso

nnel

1stQtr.

Inflow Net Gain/Loss

-40

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

-20

0

20

40

60

80

100

120

140

160

180

Figure 4.2 Organisation of the Defence Forces’Training Centre

Defence Forces’Training CentreHeadquarters

Military College 1 Armoured Cavalry SquadronCurragh Curragh

Combat Service Support College Military Police CompanyCurragh Curragh

Combat Support College 1 Air Defence RegimentCurragh Curragh

Supply & Services Unit Army Ranger WingCurragh Curragh

DefenceForcesTrainingCentre

4

X1

2

X1

4X2

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CoursesOne of the main roles of the DFTC is to provide military training and education to Defence Force personnel. Figure 4.4 outlines the range of militarycourses conducted in the DFTC in 2002 and theattendance figures for each course category. Thetotal number of personnel who underwent courseswas 3,479.

Note: Management courses include Recruit and Cadet courses

Figure 4.4 DFTC course output by category and numberof personnel involved, 2002

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Training

Administration4% (138 pers.)

Management17% (597 pers.)

Skills66% (2,290 pers.)

Health13% (454 pers.)

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Figure 5.1 depicts the general area of operations wherethe Naval Service conducts the majority of its patrols.

Figure 5.1 Naval Service Area of Operations

Figure 5.2 outlines the organisation of the Naval Service.

Naval Service

Area of Operations

Organisation

Naval Service Headquarters

NS Support Command NS Operations Command Naval Service College

Flotilla

Helicopter Patrol Large Patrol Off-Shore Patrol Coastal PatrolVessel Squadron Vessel Squadron Vessel Squadron Vessel Squadron

LÉ Eithne LÉ Niamh LÉ Róisín LÉ Emer LÉ Aoife LÉ Aisling LÉ Orla LÉ Ciara

Mechanical Engineering/Naval Dockyard Unit

Management

MaintenanceManagement/

Planning &Inspection

Logistics

Weapons Electrical

Personnel

Technical Officer LineTraining Training TrainingSchool School School

Intel Current Operations

Figure 5.2 Organisation of the Naval Service

HAULBOWLINE

NavalServiceBase

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Strength -v- Establishment The establishment of the Naval Service is 1,144 personnel. The average strength of the Naval Service in 2002 was 984. This represents 86 % ofestablishment.

Inflow & Outflow of PersonnelFigure 5.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the Naval Service for theyear 2002.The figure indicates a net increase of 64personnel.

GeneralTraining in the Naval Service continues to bedesigned primarily to meet contingent capacity forMaritime Defence, PfP Partnership Goals and thedelivery of the widest range of services to the maximum number of clients. It is undertaken at three different levels, namely man, ship and fleet.

During 2002, 129 Courses were conducted by theNaval College for 1,013 students. This includes trainingfor 70 personnel from Naval Service Reserve,ArmyDirect Entry Course, Cork University Hospital, UCCCoastal Resource Unit and the Central Fisheries Board.Figure 5.4 outlines the range of courses and numberswhich attended in the Naval Service College in 2002.

Figure 5.4 Naval Service College course output bycourse category and number of personnel involved, 2002

Ships continued with onboard training throughout theyear in all skills and two Fleet Exercises took place dur-ing the period involving four and six ships respectively.In addition to the fleet exercises the Naval Servicecarried out a number of joint exercises involving trooptransport and troop landing scenarios.

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Annually Produced Outputs

Personnel Training

Cadet & YoungOfficer Training7% (66 pers.)

Line Training14% (137 pers.)

SeamanshipTraining19% (192 pers.)

GunneryTraining12% (125 pers.)

CommunicationTraining6% (65 pers.)

TechnicalTraining42% (428 pers.)

150

Num

ber

of P

erso

nnel

1stQtr.

Inflow Net Gain/Loss

125

100

75

25

0

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

50

Figure 5.3 Quarterly figures for the inflow and outflowof personnel of the Naval Service for 2002

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Figure 6.1 outlines the geographical location and areaof operations of the Air Corps.

Figure 6.1 Geographic Deployment of the Air Corps

Figure 6.2 outlines the Air Corps’ organisation.

Strength -v- Establishment The establishment of the Air Corps is 930 personnel.The average strength of the Air Corps in 2002 was916. This represents 98.5% of its establishment.

Inflow & Outflow of PersonnelFigure 6.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the Air Corps for the year2002. The figure reflects an overall increase in strengthof 1 person.

Air Corps

Geographical Location Organisation

Personnel

Figure 6.1 Geographical deployment of the Air Corps

Figure 6.2 Organisation of the Air Corps

AirCorpsBase

4

X1

2

X1

4X2

Air Corps Headquarters

Operational SupportWings Wings

No 1 Ops No 3 Ops No 4 Support No 5 Support

101 Sqn 103 Sqn 105 Sqn 301 Sqn 303 Sqn 401 Sqn 403 Sqn 501 Sqn 503 Sqn 505 SqnSchool School Flight

102 Sqn 104 Sqn 106 Sqn 302 Sqn 402 Sqn 502 Sqn 504 Sqn 506 Sqn(GASU)*

*Garda Army Support Unit

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Figure 6.3 Quarterly figures for the inflow and outflow ofpersonnel of the Air Corps for 2002

The Air Corps Training College is the main trainingestablishment of the Air Corps. Its mission is to provide military, technical and aviation training to Air Corps Personnel. The college has three schools,which are:• Flight Training School• Technical School• Military Training School

In 2002 the college provided training for 1,148 personnel. Figure 6.4 summarises the various types of courses conducted by category of course and numbers involved.

Def

ence

For

ces

Ann

ual R

epor

t 20

02

69

Training

40

Num

ber

of P

erso

nnel

1stQtr.

Inflow Net Gain/Loss

30

20

10

0

-10

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

50

60

CentralisedMilitaryTraining42% (480 pers.)

ComputerCourses38% (431 pers.)

CareerCourses11% (125 pers.)

ApprenticeTraining5% (65 pers.)

CadetTraining2% (22 pers.)

InstructorCourses2% (25 pers.)

Figure 6.4 Air Corps course output by course categoryand numbers attending, 2002

Air Corps Communications& InformationCollege Squadron

Flight Military Communications TechnicalTraining Training Fllight Services

Technical Airfield InformationTraining Services TechnologySchool Flight Flight

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Def

ence

For

ces

Ann

ual R

epor

t 20

02

70

2Figure 7.1 outlines the geographical location of theReserve Defence Force.

Figure 7.2 outlines the Reserve Defence Force organisation and its distribution.

StrengthThe average strength of the Reserve Defence Forcefor 2002 was 13,010.

Inflow & Outflow of PersonnelTable 7.3 depicts, on a quarterly basis, the inflow andoutflow of personnel of the Reserve Defence

Force for the year 2002. The figure reflects an overallgain of 504 personnel.

Figure 7.3 Quarterly figures for the inflow and outflow ofpersonnel of the Reserve Defence Force for2002

CoursesThe Reserve Defence Force conducted a wide varietyof courses during 2002 involving 1,183 personnel.Figure 7.4 summarises the main categories of coursesconducted and the number of personnel involved.

Reserve Defence Force

Geographical Location

Organisation

Training

Personnel

2000

Num

ber

of P

erso

nnel

1stQtr.

Inflow Net Gain/Loss

1500

1000

500

0

-500

Outflow

2ndQtr.

3rdQtr.

4thQtr.

Total2002

2500

3000

Figure 7.1Geographic Deployment ofthe Reserve Defence Force

NCOCourses50% (591 pers.)

GeneralSkills20% (237 pers.)

Support &ArtilleryWeapons16%(189 pers.)

Recruit6% (71 pers.)

PotentialOfficers8% (95 pers.)

Figure 7.4 Reserve Defence Force course output by coursecategory and number of personnel involved,2002

4

X1

2

X1

4X2

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ual R

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71

Figure 7.2 Current organisation of the Reserve Defence Force

1 Southern Brigade RDFHeadquarters

11 Inf Bn 14 Inf Bn 22 Inf Bn 3 FAR 3 Cav Sqn3 Field 1 Field 1Field

3 AD BtyTpt Coy MP Coy Med Coy

13 Inf Bn 15 Inf Bn 23 Inf Bn 8 FAR3 Field 3 Field 3 Field 3 Field

4 AD BtyEngr Coy CIS Coy MP Coy Med Coy

2 Eastern Brigade RDFHeadquarters

7 Inf Bn 20 Inf Bn 7 FAR11 Field 11 Field 6 Field 11 FieldEngr Coy CIS Coy MP Coy Med Coy

8 Inf Bn 21 Inf Bn11 Cav 11 Field 11 Field 2 Field

2 AD BtySqn Tpt Coy MP Coy MP Coy

4 Western Brigade RDFHeadquarters

16 Inf Bn 18 Inf Bn 24 Inf Bn 5 FAR5 Cav 5 Field 4 Field 5 FieldSqn Tpt Coy MP Coy Med Coy

17 Inf Bn 19 Inf Bn 25 Inf Bn 9 FAR5 Field 5 Field 5 Fieldy

Engr Coy CIS Coy MP Coy

DFTC RDFHeadquarters

9 Inf Bn 10 Inf Bn 6 FAR

Directorate of Reserve Defence Force

Army ReserveNaval Service

Reserve

Eastern Group Southern Group

No 1 No 2 No 3 No 4 No 5Company Company Company Company Company

Abbreviations

Fd: FieldInf: InfantryBn: BattalionFAR: Field Artillery RegimentCav: CavalrySqn: SquadronEngr: EngineerTpt: TransportCoy: CompanyMP: Military PoliceCIS: Communication and

Information ServicesAD: Air DefenceMed: Medical