An Cosantóir

| 13 www.military.ie THE DEFENCE FORCES MAGAZINE the Defence Forces already. These changes include some very substantial infrastructure enhancements (e.g. the new Gyms, new accommodation blocks etc.) which bring immediate benefits to those members operating out of the impacted locations. A very ambitious programme of further infrastructure roll-out is continuing and will broaden the impact of this transformative activity. A number of changes have been implemented on the pay/conditions side including some specific measures for 3 star private ranks and the very significant improvement in the Naval Service Patrol Duties Allowance. Permission for the Representative Associations for serving members to be able to participate in National Pay talks marks a very significant delivery on something that had been requested for some considerable time and ensures that the Defence Forces Members have a voice at future pay talks. One of the biggest practical changes was the extension of health care to enlisted personnel which was delivered ahead of schedule in September 2023. The Plan has a number of ambitious deadlines for the provision of capability development. Which items are you most enthusiastic about? I agree the capability development programme set out in the DIP is very ambitious. However this enhancement of our capabilities is very much required in order for us to achieve our ambition of reaching LOA2 by the end of 2028. The development of a comprehensive, expertly staffed CivMil Capability Development structure will be a game changer for the Defence Forces into the future. All aspects are important but I personally think the development of a fully operational Joint Cyber capability is very important, along with enhancement of the armour fleet and the development of subsurface capabilities. Finally, I am also looking forward to the full implementation of Military Radar capabilities. In your opinion, does the DIP cater adequately for the retention of personnel which has been highlighted many times as a significant challenge? I think the retention issue is one of our most pressing and most complex issues. There isn't one single measure that will resolve this issue and indeed the implementation of the DIP on its own won't resolve the retention issue. However it is important to recognise that the DIP is not operating in isolation. There are a range of measures being implemented and worked on which will make the Defence Forces an attractive place to work and an attractive place to stay working. I am very confident that the implementation of the DIP coupled with the other measures will deliver the paradigm shift necessary to resolve the retention issue. I do accept that people have heard this before but as more and more elements of the transformation programme are rolled out and as the scale of transformation becomes clearer to members I think people will start to change their minds on possible early exit from the force. I would urge all members to give us a bit of time – changes are coming and the changes are positive. We are working hard to implement the type of changes that are needed to make the Irish Defence Forces a more attractive place for new and existing members to work. Will the terms of the Plan be affected by a new Government administration should that occur? I can't predict what any new Government will do. That said I think that there is broad approval across the political spectrum for the measures that are contained in the DIP so I don't envisage significant amendments to the plan arising out of a change in Government. Can you sum up for our readers what the Defence Forces will look like post DIP Implementation in 2028? That is a very big question to finish with!! It is difficult to summarise it because the transformation is of such a comprehensive nature that all aspects of life in the Defence Forces will be impacted to some extent. Ultimately, as set out by the Tánaiste in his foreword to the DIP and the Strategic Framework, there is a strong commitment at Government, Department and Defence Forces level for the transformation of the Defence Forces into a modern fit for purpose organisation to defend the State and meet the challenges of today and the future. The Strategic Framework in particular positions Cultural change as the immediate priority with a view to our becoming a continuously evolving, equal opportunities employer providing a safe workplace where self-worth is actively promoted, mutual respect becomes a dominant feature and all members are treated with dignity. In addition to the Strategic HR and Cultural changes the DIP also provides for changes across 4 other areas (Command & Control and new Joint structures, Service reform & restructure, Reserve revitalisation and Joint Capability Development). There is currently a record amount of money being spent on infrastructure which is a key part of the physical transformation that is also ongoing. I could list all the items that are scheduled for review and change in the DIP, the Strategic Framework, the Infrastructure Development Plan etc. but I'm sure your readers are already aware of these plans. Overall we are looking to deliver cultural, organisational, structural, operational, infrastructure, capability, equipment and digital transformations over a very short period of time – just 5 years – with a significant proportion of the change due to be delivered within the next 2 years. The transformed Defence Forces is going to be a radically different organisation in a very positive sense and the lived experience of our members by the time we reach 2028 will be completely different to today. Detailed Implementation Plan Booklet DF MOWAG on exercise

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