It is not feasible to calculate savings that might be achieved by the Defence Forces providing the specific services which are among those currently outsourced.
As I have indicated previously, it is important to distinguish between instances where a function has been outsourced on a long-term basis and instances where external resources have been engaged to undertake a function on a short-term basis due to staffing or skills shortages.
Indeed, there are many factors that can influence the decision to outsource the provision of particular services for the Defence Forces, and, in some cases, it may be the only practicable option.
As with all defence expenditure, decisions to outsource are considered within robust internal planning frameworks and, at all times, seek to strike the optimum balance between security, capability, cost and operational effectiveness.
Where duties and services have been outsourced on a short-term basis, the Defence Forces have engaged external service providers to enhance capacity or to perform the duty or service due to temporary personnel or skills shortages. The intention would be to revert to the duty or service being performed in-house when feasible.
At least some of the functions identified by the Deputy are outsourced on a long-term basis and there are no immediate plans to have these functions undertaken by the Defence Forces as it would not represent value for money to deliver these services in house.
There are also some services, for example generic ICT requirements, which, in common with many civil and public service bodies, are routinely provided by external service providers.
It cannot be assumed that having these functions taken back into the Defence Forces will result in any significant savings as there will be an obvious cost to the Defence Forces in building back the capability necessary to have such functions undertaken by the Defence Forces in the future.
I would also make the point that my department has a broad range of audit and assurance arrangements in place that provide financial regularity and probity and ensure ongoing adherence to core Value for Money (VFM) principles.
These arrangements encompass strong internal controls such as financial delegation and accountability, clear segregation of duties, monthly Management Board scrutiny and an embedded risk management system.
These structures are further complemented and strengthened by ongoing reviews undertaken by an independent Internal Audit Unit and robust external scrutiny, both ongoing and periodic, from, inter alia, the Comptroller and Auditor General, the Public Accounts Committee and the Department of Public Expenditure, Infrastructure, Public Service Reform & Digitisation. Collectively, this comprehensive approach to governance enhances transparency, safeguards public funding, and ensures that all Defence spending is well-managed and compliant with applicable public financial and procurement procedures.