1 / 20

DEFENSE REVIEW AND STATUS OF DEFENSE REFORM Maj. Zoltan HORVATH Staff Officer, J-5, HUMOD, DS

DEFENSE REVIEW AND STATUS OF DEFENSE REFORM Maj. Zoltan HORVATH Staff Officer, J-5, HUMOD, DS. February 2005. Defense Review. Reasons. Mission. The changing security environment - NATO enlargement; - 11 September. Defense and security interest s abroad

raja-everett
Download Presentation

DEFENSE REVIEW AND STATUS OF DEFENSE REFORM Maj. Zoltan HORVATH Staff Officer, J-5, HUMOD, DS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. DEFENSE REVIEW AND STATUS OF DEFENSE REFORM Maj. Zoltan HORVATH Staff Officer, J-5, HUMOD, DS February 2005

  2. Defense Review Reasons Mission • The changing security environment - NATO enlargement; - 11 September. • Defense and security interests abroad • Shortfalls, surplus and obsolete capabilities in the defense sector • The former force structure was financiallyunaffordable • Financial shortfalls in the area of maintenance and modernization „To qualitatively contribute to the Euro-Atlantic peace and security” • To balance the new security challenges and available resources • To deliver a properly costed 10 year plan • To develop realistic, affordable, military capabilities • To transform to voluntary based, fully professional armed forces Objectives

  3. Assumptions • Threats: • No large-scale conventional threat to NATO and Hungary within the foreseeable future • Potential threats • Regional instability: Balkans, Mediterranean • Terrorism • Proliferation of WMD, delivery means • Risks • Illegal and mass migration, organized crime, drug-trafficking, environmental and other risks

  4. 9 5 3 1 4 8 7 2 6 Agree Foreign and Security Policy objectives Identify Required Military Capabilities Identify options Develop credible and robust costing Decide on priorities Agree Planning Assumptions Identify the full implications Agree Defense Objectives Agree Military Missions and Tasks 10 Allocate resources and finalize Master Plan The ten-step process of the Review          

  5. Tasks of the Hungarian Defense Forces

  6. Force development considerations • Collective security requirement • Retain military capabilities justified by the level of ambition. • Operations in Allied (International) Coalition – expeditionary forces. • Modular, multifunctional, flexible units. • Increase number of deployable combat elements. • Enhance combat support and combat service support capabilities. • Focus on Alliance shortfalls (bridging, MP, water purification). • Focus on „Niche” capabilities (medical, CIMIC, NBC, SOF). • Replace old, obsolete WP equipment with NATO compatible systems. • Corps level support artillery, EW, AIFVs eliminated, MBTs downsized. • Transformation, modernization, transition to voluntary based, fully professional armed forces.

  7. One brigade, no rotation, one shot Capability Gaps NRF Concept PCC Areas Role Sharing Multinational Efforts Water purification coy Bridging battalion MP battalion Level of ambition(as a result of Defense Review) NATO Article 5, EU operations,deployment with all CS and CSS elements Operations abroad Four Gripens for Air-to-Ground tasks Four transport helos Two battalion size forces, max 1600 persons, A-B-C rotation Air policing Specialization One shot no rotation „Niche capabilities” (Med, CIMIC, CBNR, SOF, HUMINT, PSYOPS)

  8. 1st period 2004.03.01- 2004.08.31. 2nd period 2004.05.01- 2004.10.31. 3rd period 2004.07.01- 2005.02.28. 4 th period 2005.03.01- 2005.08.31. 5 th period 2005.09.01- 2006.02.28. Human Sector Legal Sector Technical Modernization, Acquisition Budget and Finance sector Military Sector The long term approach of the HDF transformation 2004-2013 Cost-balanced 10-year Plan PHASE I 2004 - 2006 PHASE II 2007 - 2010 PHASE III 2011 - 2013

  9. Characteristics of phases THE FIRST PHASE2004-2006 VOLUNTARY BASED, PROFESSIONAL FORCE • To establish a new structure, and new dislocation; • To decrease the number of the garrisons and facilities; • To establish the framework of the manning ratios; • To start to equip NATO command and assigned units with state of arts military hardware in order to reach their full operational capability; • To withdraw the obsolete, surplus assets from service, • To improve the working and living conditions.

  10. Characteristics of phases THE SECOND PHASE 2007-2010 Training and preparedness To fully equip NATO command and assigned units with state of arts military hardware in order to reach their full operational capability. The military units meet the Allied and National requirements in accordance with their readiness category. The goal of achievements To stabilize manning level and the ratio within it. To reach average level of the Alliance in fields of: operational capability, preparedness, and military hardware. THE THIRD PHASE 2008-2013

  11. Achievements in 2004 • Structural changes – downsizing the force • The number of personnel has been reduced (32 000 in peacetime) • Quality of training has been improved – NCOs, contracted soldiers • Acquisitions: • CIS assets, NBC protection assets, water purification equipment • Vehicle program • Disposal/withdrawal of surplus military hardware • Infrastructural investments • Garrison reconstructions • Housing improvements of personnel • NATINEADS facilities • The last conscript soldier left the military service on November 03, ’04!

  12. New Budgetary conditions • 42 Billion HUF defense budget cut in 2004 • Defense Review budgetary forecast for 2005 1.76 %, • for 2006 and onwards 1.81% GDP share • (Governmental resolution, communicated to the Alliance) • New (2004) forecast for 2005 1.27%, for 2006 1,24 % • ... 2009 and onwards 1,41 GDP share • Shortfall is approx 1.17 Billion HUF (4.8 Million €) • for ten years, an average 24.7 % Reasons: increasing national budget deficit, inflation decreasing efforts Consequence: new plan with new priorities Note: Billion HUF at 2004 prices level

  13. Managing the problem • Consequences • Impact on the Level of Ambition • Impact on capabilities, force structure • Impact on NATO declared forces (FGs) • Drastic saving policy is needed • Conclusion: Need to review the Level of Ambition, Scenarios, Concurrency, Capabilities to achieve, Force Proposals (Force Goals), Prague Capability Commitment (Done, DPQ correction prepared for Governmental approval) • Priorities • NATO/EU declared forces, (NRF/EU Battle Group), PSOs, modernization • Balancing the resource-plan: „Review the Review”, rolling the ten year plan, free up and reallocate resources • Cut personal costs • Reprioritize procurement programs • Cut infrastructure operational-maintenance and development funds • Cut training costs • Further rationalize general operational-maintenance costs • Reduce national development programs, international costs • Review and reduce the force structure

  14. Correction in the Level of Ambition One HRF BDE including CS/CSS for six month + Concurrency option from 2014 1200 persons for enduring operations, ormax 6500 persons for six months One bn-sized deployment or Σ1200 Operations abroad Four Gripens for Air-to-Ground tasks EITHER ? OR Twelve attack helos No modernization ? Fifteen cspt helos Two Medevac helos AND Two (1.5) battalion-sized deployment, max 1200 persons, A-B-C rotation 1000 persons until 2010 Specialization „Niche capabilities” (Med, CIMIC, CBRN, SOF) MP trained inf battalion Water purification coy (- one platoon) Bridging battalion company For six month + HUMINT, PSYOPS; SOF from 2010, DECON coy 2010

  15. Land Forces 2 infantry brigades, of which one with CS, CSS elements(PD) SOFbattalion(from 2010)(D) Reconnaissance battalion(D) Engineer brigade, bridging and water purification capabilities included(PD) NBC battalion(D) Tank battalion(2010)(ND) Logistic regiment(PD) Basic training centre(ND) Manouvre Training Centre(ND) Air Force Air Base (MOB), all fix-winged assets, GRIPEN(D)(MiG-29 until 2009) transport, training aircraft Air Base (MOB) reserve Helicopter Base, Mi-24,(ND)Mi-8/17 (PD), support and logistic elements Ground Based Air Defense Brigade (SA-6+MISTRAL) C2, support and logistic elements(PD) Air Surveillance Regiment(ND) -CRC / AOC/(ND) -SOF(ND) Support battalion(2007)(ND) The new force structure • Logistics • Central Logistic Base (ND) • Dangerous Materiel Supply Group(ND) • Support Regiment(PD) • Explosive Ordnance Disposal and Flotilla Regiment (D) • Movement Coordination Centre • Printing Office(ND) • METEO Service(ND) • Mapping Service(ND) • CIMIC and PSYOPS Center(D) • Equipment Surplus Storage Facility(ND) ? ? D – deployable, PD – partially deployable, ND – non-deployable Modular, multifunctional, flexible Increase number of deployable elements Enhanced combat support (CS), combat service support (CSS)

  16. Balancing measures • Review the force structure, further cut non-deployable elements: • eliminate tank battalion in 2007, reestablish one light infantry battalion • close Taszár Air Base by 1 July 2005 • withdraw SA-6 GBAD from service • transfer Kecskemét Military Hospital to local authorities, retain Military Aviation Medical Research Center • eliminate Central Aviation Repair Facility by 2008 • overview JLC support battalion tasks and structure • transfer the Military Prison to the Ministry of Justice • overview signal requirements, streamline signal units • close/hibernate war headquarters • overview brigade, battalion staff-structures, maintenance units, air bases

  17. FOC III III 6 months 6 months III 6 months IOC Deployed or deployable New characteristics of force • All volunteer, professional forces – new life in the barracks • New ratio of personnel (officer/NCO, rank) • New career model – evaluation, competition, retain qualified personnel • New training concept • Improved basic and advanced training, hire special skilled personnel from the labor market • Contracting soldiers – basis for NCO corps • Outsourcing • Improve living and working conditions, new garrison model – reconstruction program

  18. What we might win? • By 2006, 6 well-manned, equipped, deployable, flexible, trained infantry battalions • Modern fighters, 3D radars, modernized transport helicopters • Specialization (water purification, bridging, military police capability) • Meet important Allied requirements (NRF, FP-2004, PCC, EU ) • Further modernization (organizational, equipment) • Extended, enhanced fire power • Improved deployability • NATO sustainability requirements • In line with NATO operational standards • Based on existing capabilities • Decrease effects on personnel caused by relocations to another garrison • Effective recruiting system • Balanced resource plan in every year

  19. Accession Process 90000 85000 80000 75000 Strategic Review 70000 65000 60000 Defense Review 55000 50000 45000 40000 35000 30000 25000 Near-Term Operational Education 20000 CAPABILITY TRANSFORMATION New training concept 1997 1997 2000 2000 1996 1996 1999 1999 2001 2001 2002 2002 2003 2003 1995 1995 1998 1998 2004 2004 New ratio of personnel • Usability-availability, deployability PRAGUE • No general (nucl.) threat • New security challenges • Coop with former adversaries Specialized capabilities NEW STRATEGIC CONCEPT All volunteer, professional forces • NFS, NCS, NRF • PCC (4 areas) • terrorism STRATEGIC CONCEPT • Effective mil.capabilities • DCI (5 areas) • CRO Deployability, Usability Force modernization Transformation – constant review process H U N G A R I A N D E F E N S E F O R C E ISTAMBUL

  20. „To qualitatively contribute to the Euro-Atlantic peace and security” Thankyoufor your attention!

More Related