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Finnish Conscription

Finnish Conscription. Finnish military services. Future of the conscription system working group. Chairman Risto Siilasmaa Group composition Appointed by the chairman and minister of defence No civil servants Critical, experienced and entrepreneurial team Key principles

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Finnish Conscription

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  1. Finnish Conscription

  2. Finnish military services Future of the conscription system working group Chairman Risto Siilasmaa Group composition Appointed by the chairman and minister of defence No civil servants Critical, experienced and entrepreneurial team Key principles Question everything Nothing is sacred Present all findings, positive and negative Be concrete • 350,000 men reserve • 30,000 men of age annually • 79% of male population completed training in 2009 • On a scale from 1-5 • will to defend the country 4,0 • overall rating for training time 4,0 • satisfaction with the training 3,5 • satisfaction with conscript leaders 3,7 • satisfaction with employed trainers 3,9

  3. Evaluation of the alternative systems • Exceeds minimum requirements for operational capability? • Relative to operational purpose • How to measure objectively? • Expense to the society in direct budgetary costs and, more importantly, in gross economic costs tolerable? • How to measure indirect benefits and costs? • Other factors affecting the overall fit for purpose evaluation? • Certain benefits and costs are impossible to measure

  4. Future of Finnish Defence Background: Conscription or Professional Armed Forces?

  5. The Defence of The Territory Crisis management Members of NATO Not allied

  6. 40% 10% 45% 16% 50% 20% The way towards professional armed forces 39% 28% 62% 40% 34% 40% 17% 1990 2000 2010

  7. Future of the Finnish Defence Cost analysis

  8. Conscription 250,000 Selective Conscription Voluntary Conscription 16% Professional Armed Forces 60,000 -2.7 billion Welfare effects -4.9 billion -8.6 billion No return

  9. COST OF DEFENCE MODELSEvaluated Dimensions • Labour force • Capital Costs • Gross Domestic Product • Tax Revenue • Household Demand • Total Cost for Society

  10. Professional Armed Forces Need for infrastructure 26,000 more people 60,000 Conscripts 19,000 Salaries + 1.5 Billion Materiel + 0.4 Billion Rents + 0.2 Billion Operating costs + 0.1 Billion –> + 2.2 Billion / year Personnel 15,000 4.9 Billion/year 2.7 Billion/year

  11. THE FINANCIAL SITUATION OF THE FINNISH MILITARY IS NOT SUSTAINABLE 2.7 Mrd€ Personnel costs +2 % / annum Operations and real estate Cost increase of materiel+4-8% / annum 2010 2015 2020 Massive aging of army materiel between 2010-2020

  12. Future of the Finnish Defence Operational capability

  13. CONSCRIPTION <> CONSCRIPTION

  14. Conscription Training System- Production of Wartime Units JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL RESERVE UNIT RESERVE UNIT WINTER INTAKE In January SPECIALISTS LEADERS BASIC TRAINING UNIT TRAINING 9 weeks BRANCH and JOB TRAINING SUMMER INTAKE In July BASIC TRAINING SPECIALISTS LEADERS UNIT TRAINING 9 weeks BRANCH and JOB TRAINING WINTER INTAKE In January BASIC TRAINING SPECIALISTS LEADERS + Refresher Training for Reserve Units

  15. 24 000 21 000 17 000 15v 10v start allocated pass SIZE OF THE RESERVE Wartime reserve 30 000 250 000 170 000 men

  16. Future of the Finnish Defence General conclusions

  17. Dimensions Professional Force or Conscription Total Cost for Society Mission of the Defence Forces

  18. Giving up conscription: WHY? • The mission of the Defence Forces is changed from defence to crisis management • Continuous forced uncoordinated cuts in the Defence Forces spending • Training results not sufficient in relation to capability requirements • No need for big reserves • Difficulties getting motivated conscripts

  19. Professional vs Conscription

  20. Future of the Finnish Defence Conclusions for Finland

  21. Participation in International Crisis Management Support for other Authorities Defence of Finland Effects on Society Meaningful and motivating for Conscripts Economy 23

  22. per 1 km2 Professional Armed Forces Bde area of operations 30 x 50m2

  23. Positive effects on society • Connects the different actors in society • Promotes social values, national defence will and social peace • Provides young men and women with versatile skills, some of the most significant of which include leadership training, driver training and first aid training • Teaches social and group skills • Prevents social exclusion • Facilitates immigrant integration • Promotes public health • Provides data and material for research • Produces a military reserve that can also support other authorities • Produces personnel for crisis management tasks • Acts as a recruitment channel for the Defence Forces and other authorities.

  24. 1 The conscription system be maintained • The entire male age group fit for service undergoes military service training • There are no grounds for a transition to professional forces • Military alliance would not have considerable impacts on the conscription system • In the next few years, the Defence Forces must undergo a structural reform, which at the same time will secure the position of the conscription system • Military service remains voluntary for women • Voluntary military service for women is supported especially by providing more information • The special know-how of conscripts is utilised more extensively than before

  25. 2 Financial latitude is created to avoid constant forced cost cuts • Investigating the possibilities of transitioning partly to a four-month term of service • Introducing other reforms that create financial latitude

  26. 3 Operating models are developed further • Developing a conscript information system that provides the Defence Forces with more information about the conscripts and vice versa • Utilising the call-up events as a platform, which allows for the individual, various authorities and actors to meet and exchange information that benefits both the individual and the different actors • Developing the initial survey and feedback systems in a way that allows for giving open feedback and learning from good practices • Developing a centralised social reservation register • Improving the cooperation between different administrative sectors and authorities

  27. 4 The position of conscripts is improved • Improving the financial standing of conscripts • Connecting conscription with the lifelong educational system where credit is given for the skills acquired during military service in civilian studies and the working life as well as possible • Developing different reward systems for conscripts • Promoting healthy lifestyles among conscripts • Implementing the "timeout" operating model in all municipalities

  28. 5 Resources are allocated • Supporting instructors of conscripts in their demanding work and especially paying attention to supporting young instructors • Increasing the number of the training personnel in military units that train conscripts

  29. Thank you!

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