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| PRESIDENT’S SPEECH |

Let’s be honest, how many public servants could the
government rely on to carry this weight of responsibility,
when all the indications are that there is no emergency
condition underlying these requirements. We are simply
not being resourced to do our jobs. Every day, members
of the Defence Forces continue to put service first, proving
their unquestionable loyalty in their service to the State.
A huge individual effort, but at a huge personal cost. Un-
fortunately, similar scenarios are echoed throughout the
Defence Forces and often the frustrations are aired by
the only means possible… exit from the Defence Forces,
forced out as they see it. Since 2012, 547 officers exited causing a deep seeded damage from within. Let me as-
the Defence Forces, 398 by voluntary exit. As many as 77 sure you that we are very proud of the Defence Forces can
officers have exited this year to date alone. This is simply do attitude, it is engrained in our military psyche. In many
unsustainable. respects it defines us; it is something we do not want to
It is a mistake to think that inducting large classes of lose. But this is an organisational attitude that should be
cadets is the sole solution to the current dysfunction. Of respected, and utilised to great effect when appropriate.
course, we greatly welcome our new inductees who are But it should not, as it often is, be continually exploited and
reinvigorating the units on arrival. These officers are more abused for the wrong aim. This abuse is enabling cynicism
than capable. But we need to treat these people in such a that is undermining our work ethic and will inevitably, over
manner that is respectful of their position as junior leaders time, eat away at our operational capability.
in the organisation. This is now a particularly onerous role, It is this continued draw on the Defence Forces, from
due to the vacuum at middle management, based on our within itself, which has had the drastic impact on morale.
retention issues again. And yes there is a requirement for resources to address
Also, mentoring is key to our leadership doctrine and this issue, there is no doubt about that. We must be up-
training. But who is going to do the mentoring? Middle front about that in order to fight for resources in the face of
management with any degree of experience is fast be- numerous competing interests in today’s society.
coming a thing of the past. We can’t mitigate this risk with RACO has since its inception been the voice striving to
newly commissioned officers. Consequently, we have very improve pay and service conditions of our members, as is
capable personnel with little experience, performing in ap- our raison d’etre. However, Minister let me assure you that
pointments before their time, without the appropriate men- we are in unprecedented times. The issues are, it is true to
toring and often carrying out numerous roles. So recruiting, say, longstanding issues but they are more deep seeded
while essential, is merely the band aid solution to a gaping and deep rooted now, resulting in ever more officers voting
wound! with their feet, hence the current, and continuing, mass
Therefore, an improvement in strength in and of itself exodus from all ranks across our organisation.
does not paint the full picture. The nature of the roles we In summary, I would like to quote, if I may, the American
undertake demand that we have sufficient manning levels economist and a Nobel laureate, Milton Friedman, when
across each of the ranks, and that personnel are appro- he said: “Only a crisis – actual or perceived – produces real
priately trained and experienced to address these safety change. When that crisis occurs, the actions that are taken
concerns. As such, the outflow of our trained, skilled offic- depend on the ideas that are lying around. That, I believe,
ers must be stemmed through effective retention policies. is our basic function: to develop alternatives to existing
Now is the time to act Minister, real action and not further policies, to keep them alive and available until the politically
analysis of the problem that we all clearly see. impossible becomes the politically inevitable.”
Minister, let me assure you that RACO will continue to
Morale champion the cause of our members, and that of the De-
The Defence Forces has long been held as a standard fence Forces. We will continue our efforts to effect the re-
bearer, a model of public service reform. The reality is that quired change I discussed, to address these issues and to
our “can do/will do” attitude enables us to complete our reinvigorate morale. This, Minister, can be achieved under
designated tasks regardless of the constraints, whether it you leadership, and your continued support is key to ef-
be on sustained operations overseas, supporting the Civil fecting these aims.
Power or Civil Authority, or indeed the re-organisation of Finally, I would like to thank you once again for your at-
the Defence Forces, a process we have undertaken as tendance here this evening, and to our delegates for their
many as eight times in the last 23 years, on average once brave and honest contributions from the floor the last two
every three years. We always get the job done. day, and we all look forward to working together in ad-
However, as it transpires, it is this unquestioning willing- dressing the current challenges facing both the Members
ness and ability to carry out the task regardless, that is of RACO and the Defence Forces in general.

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