Defence
Annual Output Statement 2008
Introduction
The Minister for Defence is pleased to present the Output Statement for the Defence
and Army Pensions Votes to the Dáil Committee on Justice, Equality, Defence and
Women‟s Rights.
Output Statements are a key element of the Budget and Estimates Reform measures
announced by the Minister for Finance in Budget 2006. The Defence Output
Statement describes the joint outputs of the civil and military elements of Defence and
matches key outputs and strategic impacts to financial and staffing resources for the
financial year. Information on performance against targets for 2007 is contained
within the statement.
This is the second year of the Annual Statements and as anticipated, the Statements
will continue to be refined and developed in the future with continued engagement
with the Select Committee. Suggestions for improvement relating to this year‟s
Output Statement for the Defence Group of Votes should be addressed to:
robert.mooney@defence.irlgov.ie or conor.oboyle@defenceforces.ie
1. Summary of Defence Mission and High Level Goals
The Defence mission, as stated in the Strategy Statement 2008- 20101, is:
„to provide for the military defence of the State, contribute to national and
international peace and security and fulfil all other roles assigned by
Government‟.
The Strategy Statement sets out four High Level Goals for the Defence
Organisation.
High Level Goal 1
To provide for the Defence of the State against armed aggression, by maintaining
and developing appropriate military capabilities.
High Level Indicators
The Defence Forces, as envisaged in the White Paper – 10,500 Permanent
Defence Force personnel, flexible, interoperable, well trained, with
capabilities appropriate to the defence and security environment, comprising
of an Army based on light infantry forces with an appropriate level of all-arms
1
As well as estimating outputs for 2008, this Statement details actual outputs for 2007. It should be
noted that 2007 fell within the period comprehended by the Department of Defence and Defence
Forces Statements of Strategy 2005-2007.
1
capability, a Naval Service based on an 8 ship flotilla, an Air Corps and, in
addition, a re-organised Reserve with enhanced capabilities.
The Defence Forces meet capability development targets. See Defence
capabilities framework (Annex A), for further information.
High Level Goal 2
To contribute to on-island security and stability by providing, on request, aid to
the civil power (ATCP), aid to the civil authority (ATCA) and other emergency
and non-emergency services.
High Level Indicators
100% response to all approved ATCP and ATCA requests.
Other emergency and non-emergency services delivered to defined
Memoranda Of Understanding (MOU) and Service Level Agreement (SLA)
specifications.
High Level Goal 3
To contribute to the maintenance of international peace and security through
participation in approved UN- mandated peace support, crisis management and
humanitarian relief operations.
High Level Indicators
Meet all Government requirements for overseas peace support missions, etc.
Meet Mission Sponsor‟s standards and requirements.
High Level Goal 4
To provide the best possible defence policy advice and military advice to the Minister
in order to support management of all aspects of defence provision and facilitate
planning for future needs.
High Level Indicators
Provision of high quality and timely policy advice and military advice.
Customer Service satisfaction rating.
Successful completion of Decentralisation programme.
2
Strategies and Programmes
The High Level Goals are pursued through the strategies outlined in the Department
of Defence and Defence Forces Strategy Statement 2008 - 2010. The outputs required
to implement these strategies are grouped into five discrete programme areas as
follows:
Programme 1. Contingent Capabilities.
The primary outputs under Programme 1 are contingent capabilities, which are
measured in terms of progress towards White Paper objectives and capability
development targets. This programme‟s objective is to maintain an appropriate level
of defence capability in the light of the legitimacy of, and the necessity for, a military
response to certain situations. When not engaged in operations, the focus is on
training and preparation.
Programme 2. On Island Security & Support to other agencies
Programme 2 outlines the activity and associated costs in developing and deploying in
ATCP and ATCA. Typical outputs under this programme are Cash & Prisoner
Escorts, Portlaoise Prison Guard, Explosive Ordnance Disposal teams, Ceremonial
services, Fishery Protection Patrols, Ministerial Air Transport Services and Air
Ambulance flights. In addition, the costs of preparing for and responding to
interruptions to essential services are included under this programme.
This programme also encompasses Civil Defence, which is funded by a Grant-In-Aid
from Vote 36.
Programme 3. International Peace and Security.
Programme 3 focuses on meeting Government commitments for overseas peace
support, crisis management and humanitarian relief operations. The main outputs for
this programme are overseas missions under UN authority (these may be led by the
UN, EU or NATO) together with OSCE missions. Similar to ATCP activities, the
Defence Forces continue to develop and maintain military capability while deployed
overseas, through operational experience. These deployments have the effect of
expanding organisational corporate knowledge and experience in terms of military
best practice and enhance overall Defence Forces military capabilities. Personnel are
expected to deploy on international security operations on average once every 3 years.
Programme 4. Defence Policy, Military Advice and Corporate Services.
Programme 4 outlines the costs associated with the formulation of policy and military
advice and includes the corporate support functions for the Defence Organisation. It
also includes the support provided by the Office of Emergency Planning to the
Government Task Force on Emergency Planning. While this programme contributes
to developing and maintaining capability, it also links directly to the formulation of
Defence Policy and Defence Strategic Goals & Objectives. The Grants-In-Aid to the
Irish Red Cross Society and Coiste an Asgard are also comprehended within this
programme.
3
Programme 5. Military Pensions and Gratuities.
The programme outlines the costs of the various pensions, gratuities and other
analogous benefits paid from Vote 37.
Cross cutting nature of programmes
The following table outlines the relationship between the different programmes and
the Defence High Level Goals. It is clear that some programmes may contribute to
more than one high level goal. This displays how Defence capabilities developed
under the differing programmes can also be utilised in pursuit of different High Level
Goals.
High Level High Level High Level High Level
Goal 1 Goal 2 Goal 3 Goal 4
Programme 1
Programme 2
Programme 3
Programme 4
Programme 5
4
2. Total Budget for the Department
The total Budget for Defence is provided in the Defence Vote (Vote 36) and the Army
Pensions Vote (Vote 37).
Vote 36 provides for the pay and allowances of the Office of the Minister, civil
service and military personnel, military equipment and infrastructure and other
expenses. This Vote also includes grants-in-aid to the Civil Defence Board, Irish Red
Cross Society and Coiste an Asgard.
Vote 37 provides for the pensions and retirement gratuities of retired military
personnel and for other analogous payments.
Vote 36
€ Million € Million € Million %
2007 2007 2008 Change on
Estimate Outturn Estimate Outturn
Net Voted Expenditure 797.1 792.9 875.1 10.4 %
Appropriations in Aid 25.0 21.3 13.0 - 39.0 %
Gross Expenditure 822.1 814.2 888.1 9.1 %
Deferred Surrender 2.6 2.6 3.0
Total Gross Expenditure 824.7 816.8 891.1 9.1 %
Vote 37
€ Million € Million € Million %
2007 2007 2008 Change on
Estimate Outturn Estimate Outturn
Net Voted Expenditure 177.9 181.7 183.8 1.2 %
Appropriations in Aid 5.8 6.7 6.8 1.5 %
Total Gross Expenditure 183.7 188.4 190.6 1.2 %
5
3. Breakdown of total gross expenditure at 2 above by
Programme
The total gross expenditure outlined at 2 above is broken down across the Programme
areas listed below. These are consistent with the Programmes set out in the Strategy
Statement 2008-2010.
Vote 36
Gross Programme € Million € Million € Million %
Expenditure 2007 2007 2008 Change
Estimate Outturn Estimate on
Outturn
Programme 1 527.6 511.4 508.7 - 0.5 %
Programme 2 132.5 136.1 141.3 3.8 %
Programme 3 115.8 121.3 188.7 55.6 %
Programme 4 48.8 48.0 52.4 9.2 %
Total Gross Programme 824.7 816.8 891.1 9.1 %
Expenditure
Exchequer pay and pensions 569.7 555.8 597.7 7.5 %
included in above gross total
Number of associated Public 11,852 11,623 11,815
Service employees and
pensioners.
Vote 37
Gross Programme € Million € Million € Million %
Expenditure 2007 2007 2008 Change
Estimate Outturn Estimate on
Outturn
Programme 5 (Vote 37) 183.7 188.4 190.6 1.2 %
Total Gross Programme 183.7 188.4 190.6 1.2%
Expenditure
Exchequer pay and pensions 183.5 188.3 190.5 1.2 %
included in above gross total
Number of associated Public 11,745 11,663 11,671
Service employees and
pensioners.
6
4. Individual Programme details for each programme
Programme 1 - Contingent Capabilities
The main outputs under Programme 1 refer to contingent capabilities, measured in
terms of progress towards White Paper objectives and meeting capability
development targets. This programme contributes to Defence High Level Goals 1, 2
and 3
The Key Strategies pursued through this programme are:
The continued implementation of the White Paper on Defence.
Implement best-practice human resource strategies in the organisation, civil
and military; implement the Defence Forces Training Concept 2004-2009;
continue to support the Representation process and the Partnership process in
the Defence Forces; continue the programme of legislative and regulatory
reform; implement relevant provisions of the civil and military Action Plans
agreed in the context of Towards 2016.
Continue the ongoing policy of annual recruitment and maintain the strength
of the Permanent Defence Force at 10,500.
Implementation of multi-annual equipment and infrastructure plans.
Continue the implementation of the Reserve Defence Force Review
Implementation Plan.
Further development of Special Operations Capabilities; continued
development of Chemical, Biological, Radiological and Nuclear (CBRN)
capabilities; development of Defence Forces Intelligence Organisation and
continued work of Defence Forces Doctrinal Committee.
To enhance and build on progress already made in the area of joint operations
between the Army, Air Corps and Naval Service by ensuring commonality of
doctrine, inter-service training and exercises, improved coordination and
integration at the command, operational and tactical levels. A replacement
programme for Naval Service vessels will be a key enabler in this context and
will further enhance the utility of new Air Corps equipment already provided.
7
Inputs
Programme 1 € million € million € million % Change on Outturn
2007 2007 2008
Contingent Capabilities Estimate Outturn Estimate
Programme Expenditure
- Current 488.1 474.8 468.2 - 1.4 %
(includes pay, allowances, equipment
and other current).
- Capital 30.2 26.8 30.4 13.4 %
Programme Administration
- Pay 9.3 9.8 10.1 3.1 %
Total Gross Programme Expenditure 527.6 511.4 508.7 - 0.5 %
Number of Staff employed on Programme Permanent Defence Force – 6,850
Civilian Employees1 - 725
Outputs
2007 2007 2008
Output Target Output Achieved Output Target
(As per 2007 AOS)
1. Meet White Paper targets for 1. Detailed review of White 1. Continued implementation of White
numbers, investment, training,etc Paper implementation was Paper.
in army, AC, NS, RDF published in 2007.
Significant progress was
identified.
2. Meet Force Readiness targets 2. Capability development 2. Meet capability development targets
as per Capability Framework targets for 2007 met. for 2008.
(Annex A)
1
Civilian employees provide a range of general operative, trades and other services
8
Programme 2 - On Island Security & Support to other agencies
Programme 2 outlines the activity and associated costs in developing and deploying
capabilities to ATCP and deploying capabilities in ATCA. Typical outputs under this
programme are Cash & Prisoner Escorts, Portlaoise Prison Guard, Explosive
Ordnance Disposal teams, Ceremonial services, Fishery Protection Patrols, Ministerial
Air Transport Services and Air Ambulance flights. In addition, the costs of preparing
for and responding to interruptions to essential services are included under this
Programme. The principal objective of this programme is to meet all ATCP requests
and SLA targets. This Programme also encompasses Civil Defence.
This programme contributes to High Level Goals 1 and 2.
The Key Strategies pursued through this programme are:
Development, maintenance and delivery of the capabilities required to meet
approved requests for ATCP and ATCA operations.
Maintenance and delivery of the capabilities required to meet agreed MOU
and SLA targets.
Participation in inter-agency planning exercises and evaluations; continued
liaison with Local Authorities and other agencies in relation to services
provided by Defence.
Continue to support the Civil Defence Board in accordance with the Civil
Defence Act, 2002.
9
Inputs
Programme 2 € million € million € million % Change on
2007 2007 2008 Outturn
On Island Security and support to Estimate Outturn Estimate
other agencies.
Programme Expenditure
- Current 131.6 135.0 140.2 3.8 %
(includes pay, allowances, equipment
and other current).
- Capital 0.3 0.4 0.3 - 25.0 %
Programme Administration 0.6 0.7 0.8 14.3 %
- Pay
Total Gross Programme Expenditure 132.5 136.1 141.3 3.8 %
Number of Staff employed on Programme Permanent Defence Force – 1,598
Civilian Employees – 115
Staff of Civil Defence Board - 22
Outputs
2007 2007 2008
Output Target Output Achieved Output Target
1. Meet all ATCP and Output target achieved as 1. Meet all ATCP and ATCA approved
ATCA approved requests. per Annex B requests.
2. Meet SLA and MOU 2. Meet SLA and MOU commitments.
commitments.
10
Programme 3 - International Peace and Security.
This programme aims to meet Government commitments for overseas peace support,
crisis management and humanitarian relief operations.
Outputs for this programme are overseas missions.
This programme contributes to High Level Goals 1 and 3.
The Key Strategies pursued through this programme are:
Provide appropriate defence resources including personnel, equipment,
logistics support and funding to fulfill Ireland‟s commitments to overseas
peace support, crisis management and humanitarian operations under UN
authority.
Continue representation by defence personnel, civil and military, to the
Political and Security Committee (PSC), the European Union Military
Committee (EUMC) and associated working groups.
Continue to engage, in the framework of European Security and Defence
Policy (ESDP), in the ongoing development of military and civilian crisis
management capabilities, including European Defence Agency (EDA)
capability development initiatives.
Participation in the EU Battlegroup Concept.
Continue our engagement with NATO/PfP, in the Partnership Goal process
and with the Planning and Review Process (PARP) in order to enhance
Defence Forces interoperability in multi-national operations and to contribute
to the development of military capabilities in accordance with international
standards.
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Inputs
Programme 3 € million € million € million % Change on
2007 2007 2008 Outturn
International Peace and Security. Estimate Outturn Estimate
Programme Expenditure
- Current 114.2 119.4 186.5 56.2 %
(includes pay, allowances, equipment
and other current).
- Capital 0.5 0.6 0.5 -16.7 %
Programme Administration
- Pay 1.1 1.3 1.7 30.8 %
Total Gross Programme Expenditure 115.8 121.3 188.7 55.6 %1
Number of Staff employed on Programme Permanent Defence Force – 1,634
Outputs
2007 2007 2008
Output Target Output Achieved Output Target
1. Meet all Government Output target achieved as 1. Meet all Government requirements for
requirements for overseas per Annex C. overseas peace support commitments.
peace support 2. Meet mission sponsor standards and
commitments. requirements. (Annex C)
2. Meet mission sponsor
standards and
requirements. (Annex C)
1
Increase in 2008 estimate provides for additional costs of deployment and sustainment of Defence
Forces contingent to UN mandated mission in Chad/CAR.
12
Programme 4 - Defence Policy, Military Advice and Corporate Services.
Programme 4 outlines the costs associated with the formulation of policy and military
advice. It includes the corporate support functions for the Defence Organisation. It
also includes the support provided by the Office of Emergency Planning to the
Government Task Force on Emergency Planning. The Grants-In-Aid to the Irish Red
Cross Society and Coiste an Asgard are included in this programme.
This programme contributes to all of the High Level Goals.
The Key Strategies pursued through this programme are:
Ongoing review of the defence and security environment and the provision of
timely and relevant advice to the Minister and to Government, including
advice in respect of international security, peace support and defence
developments generally. In this context, the National Security Committee
meets on a regular basis and receives security briefings from the Garda
Commissioner and the Chief of Staff.
Commence preparation of a new White Paper on Defence for the period 2011-
2020.
Capability planning and multi-annual equipment and infrastructure planning.
Negotiation and monitoring of MOUs and SLAs.
Continue implementation of the current White Paper.
Support the Government Task Force on Emergency Planning and the
Interdepartmental Working Group on Emergency Planning.
Provision of high quality corporate and support services.
13
Inputs
Programme 4 € million € million € million % Change on
2007 2007 2008 Outturn
Defence Policy, Military Advice Estimate Outturn Estimate
and Corporate Services.
Programme Expenditure
- Current 47.2 46.6 50.5 8.4 %
(includes pay, allowances, equipment
and other current).
- Capital 1.6 1.4 1.9 35.7 %
Programme Administration
- Pay
Total Gross Programme Expenditure 48.8 48.0 52.4 9.2 %
Number of Staff employed on Programme Permanent Defence Force – 287
Civil Servants – 380
Coiste An Asgard – 8
Office of Ombudsman – 4
Outputs
2007 2007 2008
Output Target Output Achieved Output Target
1. Provision of policy and 1. High quality and 1. Provision of policy and military
military advice. timely policy and advice.
military advice delivered.
2. Provision of high quality 2. Corporate services 2. Provision of high quality corporate
corporate services. satisfactorily delivered in services. Retain external
2007. External accreditations.
accreditation achieved
i.e. ISO and „Excellence
Through People‟
accreditation.
3. Support from the Office of 3. Task Force and IDWG 3. Continue work of EP Task Force
Emergency Planning to the EP achieved objectives; and IDWG. Launch Public
Task Force and IDWG. annual review of EPs Awareness campaign.
completed, Public
Awareness campaign
progressed.
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Programme 5 - Military Pensions and Gratuities
This programme relates to Vote 37. It outlines the costs of the various pensions,
gratuities and other analogous benefits paid from within Vote 37. The programme
does not contribute directly to High Level Goals but outlines costs necessarily
incurred in delivering on the Goals. Administrative costs highlighted relate only to the
Army Pensions Board. Other administrative costs that relate to this programme are
comprehended within programme 4.
The Key Strategies pursued through this programme are:
Timely award and payment of pensions, gratuities and other analogous
benefits.
Inputs
Programme 5 € million € million € million % Change
2007 2007 2008 on
Military Pensions and Gratuities Estimate Outturn Estimate Outturn
Programme Expenditure
- Current 183.6 188.3 190.5 1.2 %
(includes pensions, gratuities and
other analogous benefits)
- Capital - - - -
Programme Administration 0.1 0.1 0.1 0.0 %
- Army Pensions Board
Total Gross Programme Expenditure 183.7 188.4 190.6 1.2 %
Number of Staff employed on Programme 2
Outputs
2007 2007 2008
Output Target Output Achieved Output Target
1. Timely award and payment 1. Yes. Pensions, gratuities 1. Timely award and payment of
of pensions, gratuities and other and other benefits paid pensions, gratuities and other
analogous benefits. accurately and on time. analogous benefits.
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Annex A
Contingent Capability
1. The White Paper on Defence 2000 outlines defence policy, defines the roles of the
Defence Forces and charts a course to develop defence capabilities over the period
to 2010. This ongoing developmental process occurs concurrently at both strategic
and operational levels within the Defence Organisation. As part of the
modernisation of the Defence Forces a broad range of actions within the
Department of Defence and the Defence Forces are required in the development of
appropriate military capabilities. These actions include investment in new
equipment and infrastructure, regulatory reform, enhanced senior management
structures such as the Strategic Management Committee, High Level Planning and
Procurement Group, military doctrinal, structural and HR changes etc. In order to
describe output under Programme 1, it is necessary to define what Contingent or
Military Capability means, what it consists of and what systems and procedures
enable its delivery. This is achieved through the Defence Capability Framework.
2. The Defence Capability Framework defines targets both quantitative and
qualitative in nature. These targets are established for the various functions and
force packages and include specific activity targets for the Defence Forces. By
meeting these targets on an annual basis, the five essential components of military
capabilities are met. It is important to note that this framework is a work in
progress and is continuously evolving in terms of the changing security
environment and requirements of the Defence Forces. Likewise, the outcomes of
the process of meeting the quantitative and qualitative targets will feed back into
strategic considerations on an ongoing basis.
3. Military Capability - There are five essential pillars to military capability:
operational viability, readiness, interoperability, deployability and sustainability.
a. Operational Viability is concerned with ensuring that a given force
package can prevail in an operational situation. It is achieved through the
synthesis of personnel, equipment, military doctrine, organisation, training
and command, control and communications.
b. Sustainability is concerned with ensuring that the capability continues to
be operationally viable. It entails ensuring that a given force package can
maintain a mission tasking, at the required operational tempo, for the
duration required. Consequently this pillar pertains to the continued
provision of trained personnel, logistical and maintenance support.
c. Readiness is the immediate ability of a given force package to execute a
designated mission while balancing the constraints of time and capability.
It is a combination of current levels of personnel, training, equipment,
16
command, control, communications and intelligence. Readiness must be
underpinned by appropriate doctrine and should be continually shaped by
lessons learned. In addition, readiness levels are based on risk assessments
of the Defence and Security environment and when deemed necessary
selective elements or the entire Force can be brought to a higher readiness
level.
d. Interoperability is concerned with ensuring that the force elements that
constitute force packages can operate “jointly” and successfully with other
force elements or “combined” with other military organisations or civilian
authorities. It entails familiarity with other‟s operational procedures.
Consequently this requires suitable equipment, personnel, systems and
infrastructure programmes, policies and procedures.
e. Deployability is concerned with ensuring that a given force package can
deploy to a mission area in a given time frame. Essentially it entails
raising force elements to deploy nationally and/or internationally with the
required training, preparation and equipment in place.
4. Figure 1 overleaf illustrates the Defence Capability Framework and indicates the
various enablers currently in place that facilitate the delivery of Defence Forces
Capability.
17
DEFENCE CAPABILITY FRAMEWORK •HRM Strategy
•Annual Trg Directive
•Defence Force Doctrine •Reception Staging, Onward Movement & Integration (ROSMI)
•HRM Strategy •Acquisition & Cross Service Agreements
•Annual Trg Directive •Status of Force Agreements(SOFA‟s)
•Infrastructural Plans • Memoranda of Understanding
•Equipment Procurement •Technical Agreements
•Annual Operational Assessments •Implementation Arrangements
•Annual Naval Inspections •Bilateral Agreements
• Operational instruction for the use of military aircraft. •Air Maintenance Management System(MMOE)
•Air Regulations Framework. •"Power by Hour" Air Fleet Agreements
•After Action Reviews •Naval Ship Maintenance Policy
•Skills Database •Equipment Maintenance Contracts
•DF Regulations •Equipment Procurement
•DFRIP •National Support Elements
•RDFRIP •MIF
OPERATIONAL SUSTAINABILITY
VIABILITY
ENABLERS ENABLERS
DEFENCE FORCES CAPABILITY
ENABLERS ENABLERS
INTEROPERABILITY READINESS
DEPLOYABILITY
•Partnership Goals
•PARP: Planning & Review Process •National: Alert System – Defence Forces 2002
•EU Scrutiny and Assessment Process •International: Defence Forces OPPLAN 01/2007
•STANAGS •National Hijack Plan
•Org Equipment & Staff Tables for PSO Bn ENABLERS
•Mission Readiness Exercises
•HRM Strategy •Annual Naval Patrol Plan
•Annual Trg Directive •Annual Naval Inspections
•Equipment Procurement •Naval Fleet Exercises
Strategic Lift Tender Process
•Joint Naval Exercises •Air Corps Exercises
•Stand-by contract ( Air Ambulance)
•Joint Air Corps Exercises •HRM Strategy
•Equipment Procurement
•Command, Control, Communications - C3 •Annual Trg Directive
•Infrastructural Plans
•HRM Strategy •Commitment to Headline Goal 2010
•Annual Trg Directive •Skills Database
•RSOMI
•Naval Logistical Support 18
•Air Corps Logistical Support
Annex B
On Island Security and Support
Apart from static guard type operations, the bulk of operations under this Programme
are provided to other Departments/Agencies. Consequently, the extent of operations
from year to year is demand-led.
Defence Forces ATCP Operations Conducted in 2007
Type of ATCP Operations Number of Operations
Cash in Transit (CIT) Escorts 2,291
Prisoner Escorts 100
Explosive Ordnance Disposal (EOD) call-outs 97
Explosive Escorts 35
Air Missions in support of ATCP 2,011
Public Building security2 365
Public Building patrols3 730
Central Bank security guard 365
Central Bank Patrols4 730
Portlaoise Prison security duties 730
Hospital guard5 4
Explosive production security guard 365
Shannon Airport security duties 304
Shannon Airport patrols6 172
Visiting Ships 2
Power Installations7 366
Fuel Storage Facilities 9
NS Salmon Patrols 8
NS Guard Ship Duties 2
NS involvement in JTF Ops 8 4
Total 8,690
o While this table highlights ATCP outputs it is important to note that most
of these outputs require personnel on stand-by 24/7 in order for them to be
delivered when required.
Defence Forces Participation In Ceremonial Events 2007.
Ceremonial Event Number Personnel
Total 34 5,505
2
Government Buildings, Dublin.
3
Patrols to DFHQ, Colaiste Chaoimhin & Parkgate conducted by Eastern Brigade Stand-To.
4
Patrol to Central Bank carried out by Eastern Brigade Stand-To.
5
Guard on Portlaoise & Tullamore Hospitals during prisoner attendance.
6
Conducted from Sarsfield Barracks, Limerick.
7
Guard on ESB installation in Ballyshannon.
8
Operation Patrols conducted under the direction of The Ad Hoc Committee for Drugs Law
Enforcement as established by the Criminal Justice Act 1996, Section 8.
19
o Band Engagements 2007.
Category Total
Total Engagements 515
Naval Service Operations Conducted in 2007
o Fleet Patrol Days
Planned Achieved
Fleet Patrol Days 1,680 1,661
o NS Fishery Protection Activity Returns
Protection Sightings Boardings Warnings Detentions
Activity
Total 2,559 1,846 76 18
o Naval Service Diving Section Operations
Operations No. of Days
Total 95 68
o NS Foreign Visits
Unit Dates Destination
LE EITHNE 09 Jun-08 July Canada
12 Sep – 19 Sep Bordeaux
LE ROISIN 14 Mar – 19 Mar London
LE AOIFE 24 Jul – 20 Aug Mediterranean
LE EMER 03 Jul – 12 Jul Zeebrugge
LE CIARA 18 Jul – 24 Jul Bilbao
LE AISLING 04 Jun – 24th Jun Baltic
LE NIAMH 04 Jun – 24th Jun Baltic
LE ORLA 24 May –29 May Rotterdam
Air Corps ATCA Operations Conducted in 2007
Activity Missions Flight
Hours
Ministerial Air Transport Service (MATS) 402 1,123
Air Ambulance 98 270
Garda Air Support Unit (GASU) 2,011 1,812
AC Maritime Patrols 235 1,425
TOTAL 2,746 4,630
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Annex C
International Peace and Security
Current policy (White Paper on Defence) is that up to 850 personnel may
serve overseas at any one time.
Defence Forces contribution to EU Headline Goal 20109, status Jan 2008:
UNIT DueDate Pers Readiness10
Light Infantry Battalion Active 750 H
1 x Infantry Company Group VH
Field Artillery Battery Active 80 H
Medium Transport Unit Active 60 H
Medium Truck Pallet Cargo Active 60 H
Special Operations Forces Unit Active 40 VH
CIMIC11 Group Active 30 H
CIMIC Tactical Elements Active 25 H
EOD/IEDD12 Team Active 5 H
Operations Liaison Reconnaissance Team Active 10 VH
Military Provost Marshal Office Active 10 H
Military Police Detachment Active 10 H
Media Operations Unit Active 6 H
Military Observation Team Active 12 VH
CBRN13 Decontamination Unit Active 30 H
EOD/IEDD Team (CBRN) Active 5 H
Logistics Battalion Headquarters Active 50 H
Reconnaissance Unit 2009 80 VH
Infantry Brigade Headquarters 2010 150 M
Mission categories in respect of all Defence Forces overseas deployment in
2007:
10
UN led Peace keeping
701 UN Mandated, EU Led Crisis
744 Management
UN Mandated, NATO/PfP Led
PSO
OSCE Led Ops
179
9
The Table provides for many combinations of units up to a maximum commitment of 850.
10
Readiness States are measured in Days: Very High 1-20, High 21-60; Medium 61-90 Days.
11
CIMIC: Civil-Military Cooperation
12
EOD/IEDD: Explosive Ordnance Disposal/Improvised Explosive Device & Disposal.
13
CBRN: Chemical, Biological, Radiological and Nuclear.
21
An aggregate of 1,634 personnel served overseas during 2007.
Detailed breakdown of overseas strength during 2007:
Mission 01 Jan 2007 31 Dec 2007
UNITED NATIONS LED PEACE KEEPING
OPERATIONS
UNMIL (Liberia) 330 -
UNMIL FHQ 6 1
UNTSO (Middle East) 13 14
MINURSO (Western Sahara) 4 3
MONUC (Democratic Rep of Congo) 3 3
ONUCI (Cote d‟Ivoire) 2 1
UNMIK (Kosovo) 4 4
UNIFIL 154 -
UNIFIL HQ (Lebanon) 6 7
UNNY (New York) 3 1
TOTAL (UN) 525 34
EUROPEAN UNION LED CRISIS
MANAGEMENT OPERATIONS
EUFOR (Bosnia & Herzegovina) 44 40
EU SP to OP ALTHEA (Belgium) 1 1
EUMM (The Balkans) 6 5
AMM (Aceh) 1 -
DITF (Sudan) 3 3
NORDIC BG - 12
EU CHAD/CAR - 17
EUMS (Brussels) 5 8
ESDP (Brussels) 4 4
TOTAL (EU) 64 90
NATO/ PfP LED PEACE SUPPORT
OPERATIONS
KFOR (Kosovo) 213 278
ISAF (Afghanistan) 7 7
NATO/ PfP Staff (Belgium) 3 3
TOTAL NATO/PfP 223 288
OSCE LED OPERATIONS
OSCE 8 7
TOTAL (OSCE) 8 7
TOTAL PERSONNEL OVERSEAS 820 419
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