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18 April 2023 1
European Models of Military Services
Slovak Case Study
Col. Boris SLODICKA
Vienna, 15th December 2010
18 April 2023 2
Current System of Military Service
• Fully voluntary Military Service since 2005 • Type of contract
– Enlisted – short term contract (3 to 5 years/max up to 10 years)– NCO Corps – long term contract – Warrant Officers – long term contract– Commissioned Officers – long term contract– Active Reserve – legal basis but not implemented yet
• Long term contract – Could be life long depends on promotion – Basic limits of service
• Max. physical age up to 55 years• Length of service up to 32 years• Length of service in rank (depend on rank)
„European Models of Military Services “Slovak case study
18 April 2023 304/18/23 3
BASIC TRAINING
Combat E – 1
Civilians after university
Cadets
ENTRY SPECIALTY OFFICERS COURSE
Bac. (Mg.) study at
Military school
O – 1
WO BASIC COURSE
CAREER COURSE (FOR LIEUTENANTS)
O – 1
SLOVAK CITIZENS
Registered recruited SELECTEDReserve soldier
E – 1
SPECIALIZED TRAINING
E – 2
WARRANT OFFICERS
V
WO - 1
WO - 2
WO - 3
SC
SC V
ENLISTED AND NCO
E - 2
V
E - 3
V
VTC
E - 4
VTC
E - 5
VTC
E - 6
TC
E - 7
TC
E - 9
SC
V
E - 8
V
OFFICERS
O–7ažO-10
O - 1
CC O - 2
O - 3
O - 4
O - 5
VCC
V
V
V
SC
SC
O - 6
V
LEGEND:
V Competitive selection
TC Training course
CC Career course
Main line of development
Adjacent line of development
SC Specialty course
APPLICANT
PREPARATORY STATE SERVICE
TEMPORARY STATE SERVICE
National Security Course
Higher Command Staff Course
Higher Officers Course
Basic Command Staff Course
Career and Rank Development
18 April 2023 404/18/23 4
9
9
Officer Military Career
23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62
P H Y S I C A L A G E
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
T I M E I N S E R V I C E
U1 2 3 4 5 6 7 8 9 10 11 12 M
OF -3
VP OKF
M1 2 3 4 5 6 7 8 9 10U
V KKP
OF - 2
U1 2 3 4 5 6 7 8 9 10 M
AP
V
OF - 1
1 2 3 4 5 7 8U
9 M
OF -5
VP
1 2 3 4 M
OF - 9
P
1 2 3 4 5 6 7 8U
KK
M
OF -4
VP
P
OF - 10
1 2 3 4
1 2 3 4 5 6 M
V
OF - 7
P
M1 2 3 4 5 6 7 8 9
UV
OF -6
POKF
10
OF - 8
1 2 3 4 5 6 MP
V
6 9
9
4
A = Graduation on 30.6. -Annual Leave 21 days-Entry Specialty Officer Course, - 2-18 m onth starting on 1.8. - Service Entry on 1.1.
Explanations:
V = Selection for promotion and training
P = Promotion
M = Maximum Time in Service
F1 = TIS – Time in ServiceKK = Career Course
U = Retention Program
Z = Separation
18 April 2023 5
Current System of Military Service vs. Military Tasks
• Basic principle one set of forces for all task – Contribution to operation – NATINADs– NATO NRF/EU BG– Disaster Relief
• Homeland Security• Territorial Defence• Disaster Relief• International Crisis Management
18 April 2023 6
To establish - an effective, professional but affordable Armed Forces
organised, equipped and trained to comply with the Military (Defense) Strategy of SR,
- a modernised Armed Forces to be interoperable with
NATO military organisations, and supported by effective and efficient supporting activities.
Slovak AF Transformation
Model 2010/2015/2020
„European Models of Military Services “Slovak case study
18 April 2023 7
1993 2009
Personnel 53037 14 800
Battle Tank 995 30
APC 1370 240
Artillery 1058 42
Aircraft 146 15
Helicopter 36 22
„European Models of Military Services “Slovak case study
18 April 2023 8
16 5
94
53 0
37
45 7
11
42 6
20
40 6
50
35 2
75
39 3
47
37 7
00
32 9
57
24 5
81
23 0
42
20 2
22
19 0
82
18 7
54
16 7
73
16 5
64
1,62%
2,22%
2,07%
1,94%1,94%1,99%
1,78%
1,60% 1,63%
1,83%1,76%
1,87%
1,68% 1,70%
1,51%1,51%
0
10 000
20 000
30 000
40 000
50 000
60 000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
sold
iers
1,00
1,20
1,40
1,60
1,80
2,00
2,20
2,40
%
Concept of the reform of the Army of the SR until 2000
Concept of the MoD reform Until 2002
Mo
del 2
010
Mo
del 2
015
Mo
del 2
020
1994Transformation division to corps
2000Transformation to1. a 2. mech brig.,, artillery brigHomeland HQ and 4 mob. base
1999Establishment of services HQs
2001-2006Implementation of M2010
„European Models of Military Services “Slovak case study
18 April 2023 9
Objective of the AF Reform:
• To establish a single, modern and effective military personnel management system
• To reduce personnel strength and change its structure
„European Models of Military Services “Slovak case study
18 April 2023 10
2009
14 869
3139
2008
16531
3600
2004
18 170
7 568
2000
33 641
11 967
„European Models of Military Services “Slovak case study
18 April 2023 11
Model of Strengths Development
Plan up to year 2006 : separation of 14 100 personnel, accession of 10 900 personnel
Officers
WO s NCO s
Enlisted
civilian personnel
Compulsory military service
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
2001 2002 2003 2004 2005 2006 2007 2008
18 April 2023 1218.04.2023 12
AF SR Personnel StabilizationRelease
Recruitment
YearProfessional
SoldiersCivilian
personnelTotal
2002 1 600 1 720 3 3202003 2 700 2 350 5 0502004 1 870 1 540 3 4102005 1 290 1 300 2 5902006 830 590 1 4202007 690 170 8602008 270 230 5002009 900 800 1 700
10 150 8 700 17 150Total
Year Recruitment School Total2002 1 330 420 1 7502003 1 290 290 1 5802004 2 240 250 2 4902005 1 540 230 1 7702006 1 040 180 1 2202007 770 100 8702008 350 10 3602009 70 0 70
8 630 1 480 10 110Total0
500
1 000
1 500
2 000
2 500
0
500
1 000
1 500
2 000
2 500
3 000
2002 2004 2006 2008
2002 2004 2006 2008
18 April 2023 13
Lieutenants
18
86
220
425
894
17952009
Colonels
LT Colonels
Majors
Captains
Lieutenants
Generals
18
519
1527
1480
2009
17122001
Colonels
LT Colonels
Majors
Captains
Generals
Personnel Transformation – Rank Structure
„European Models of Military Services “Slovak case study
18 April 2023 14
Political and Strategic Consideration leading to the Current System of
Military Service
Former conscript vs. Current Fully Voluntary
• More Effective and Efficient use of public spending• Current security assessment does not require use of large armed
forces based on mobilization • As a member of the NATO and EU we are consumer of security and
in the same time we have to be provider (contribution to NATO/EU led operation) and conscript service do not allow their deployment
• Current operations of the International Crisis Management required well prepared, equipped and motivated soldiers
18 April 2023 15
Critical Elements of Implementation
- Reduce a legacy “top heavy structure” with excess senior military personnel
- Significantly change the roles of Officers from “specialists” technicians to “generalists” leaders
- Create a new kind of Warrant Officer Corps (broad based technicians)
- Build a NCO Corps to replace officer technicians
- Centralize personnel management under the Chief of the General Staff
- Ensure “Civilian Oversight”
- Build a legal framework that does both
„European Models of Military Services “Slovak case study
18 April 2023 16
Social and Economic Side-effects
• Military service is receding from the minds of society
• Military service is gradually being perceived as one of many professions
• Budget cuts
18 April 2023 17
Budget consequences of the change of military service
Short term
• Severance pay
• Transition assistance
• Marketing cost
• Recruitment bonuses
• Training cost
Long term
• Early retirement cost
• Service outsourcing cost
• High personnel turnover
18 April 2023 18
Main Lesson Learned with regard to implementation process
• What should be considered?– Political support– Personnel reform cant be isolated. Should be accompanied by others changes –
structure, doctrines, SOPs– Meticulously tailored social compensations (amount, time)– Synchronization with other reforms
• What should be avoided?– Overshooting of social compensations – long term consequences– Dismissing quality personnel– Canceling vacant positions rather than whole units– Extensive civilianization – not to truncate the flow of military know-how
• Time lines– Detailed planning – 1 year– Fast execution – 2 years
• Recruitment Process– Recruitment system and personnel management managed by the same authority– Balanced recruitment goals – to avoid waves in personnel structure