Page 4 - Signal Winter 2019

RACO OPINION
SIGNAL
A Chara,
Looking back on 2019, it would be an understatement to say that a lot has happened in the organisation. That Óglaigh na hÉireann continues to deliver on its roles and responsibilities as laid down in the White Paper on Defence in a professional and dedicated manner is a tribute to the men and women in our ranks. The delivery of our outputs has been achieved in spite of a reduced strength and less favourable conditions of service in comparison to the rest of the public sector. Regrettably, some cracks are beginning to appear, manifested in the tying up of two of our Naval vessels as a result of crew shortages, and the reduction in service of the vital Emergency Aeromedical Service due to a lack of pilots. Many of our other bespoke services such as Explosive Ordnance Disposal and certain armed guard services are only being maintained through the goodwill of our people, and in flagrant breach of EU Working Time Directive Health and Safety legislation.
The Defence Forces has been the lowest paid public sector organisation for many years, while remaining, ironically the most trusted (IPA Public Sector Trends). What keeps us at the top of this ‘trust tree’? Our unwavering commitment to the State and its citizens, our unique ethos and values system, and our refusal to take industrial action must have something to do with it. However, there is a real concern that the retention crisis in the Defence Forces is chipping away at our values. Certainly, the recent narrative in the media has had both a positive and somewhat negative effect on the institution and those who serve. Positive, in that it has highlighted the shameful treatment of the most loyal citizens of this State, and that there is now a general acceptance and awareness across Irish society that Defence Forces personnel are underappreciated and undervalued. Negative, in the sense that the many exciting, rewarding and fulfilling aspects of a career in Óglaigh na hÉireann can get drowned out by the often-
public exposure of the failure to ensure the most basic conditions of service necessary to retain our talent.
There are so many simple measures that can be taken with little or no cost to the Exchequer, to reinforce the Defence Forces as an employer of choice and an attractive career. A first step towards safeguarding the interests of our members would be the conclusion, without further delay, of the saga that is the review of the Defence Forces Conciliation and Arbitration (C&A) Scheme. Department of Defence officials, Military Leadership and the Representative Associations have all expressed their satisfaction with the newly revised scheme. The reason for the delay in appointing the promised Independent Chair is a mystery, and does not inspire confidence, over a year after the publication of the C&A Review (the recommendations of which were accepted by all parties to the Scheme; DOD, DPER, Military Leadership and both Representative Associations).
Although some might describe the focus on turnover rates as ‘unhealthy’, what they surely mean is ‘uncomfortable’. The fact remains that the turnover rate (number of departures/ average strength) remains unsustainably high, and our strength continues to drop. What is ‘unhealthy’ is the continued prioritisation of recruitment over retention, which has not served us well. It has been clearly demonstrated that at the current, persistent cycle of Dysfunctional Turnover we are never getting back to our required strength of 9,500 personnel without immediate, tangible retention initiatives.
The acceptance by the Representative Associations of the initial long-awaited recommendations of the Public Service Pay Commission was a first step towards solving the Retention and Recruitment Crisis in the Defence Forces. It was the pragmatic, responsible thing to do, and RACO
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