DEFENSE REFORM Maj. Zoltan HORVATH MoD, Defense Staff, Force Planning Directorate

AGENDA Achievements prior to NATO membership Achievements prior to NATO membership Strategic Review 1999 Strategic Review 1999 –Objectives of modernization –New structure – major initiatives –Necessity of Defense Review in 2002 Defense Review in 2002 Defense Review in 2002 –Process and results –Principles of transformation –Preparation of professional force –New capabilities 10 year-plan for transformation ( ) 10 year-plan for transformation ( )

ACHIEVEMENTS PRIOR TO MEMBERSHIP ( ) Elimination of the „mass army”  Reduction of authorization from over more than  The effects of CFE agreement  Changed political environment Establishment of new force development system  Development of a long-term concept (FORCE 2013)  Establishment of a modern force planning system  Adaptation of the NATO force planning system (DPQ, TFG) Implementation of the minimum military requirements  Integration of the national air defense into NATINADS  INFOSEC  Assignment of personnel to NATO posts  Preparation of assigned forces

Strategic Review 1999 Objectives of modernization assuredly capable Establish and garrison a force that is assuredly capable to meet the security and military strategies of Hungary – including the accomplishment of alliance commitments – especially NATO. fiscally supported Prescribe a force that is capable of being fiscally supported for manpower, training, and major modernization of both facilities and equipment over the next decade. Establish the HDF as one of the finest institutions of the distinguished “Member Government of Hungary and a distinguished “Member Force” Force” of the NATO Alliance.

Timeline of Modernization (Modernization master plan until 2010) QuantitativeChanges&StructuralImprovements Establishment of a Doctrinal Based Military Force Major Technical Improvements Structural changes, - Base closures, - Manning improvements, - Compensation, - Infrastructure, - Garrisons, flats - Individual training, - Obsolete assets. - CPXs & FTXs, - Readiness, - Training areas & systems, - Repair parts, - Depots, - Infrastructure cont. - Technical improvements - Acquisitions of new assets, - Technology insertions, - Replacement systems, - Product improvement, - Sustain & modernization

CURRENT STRUCTURE OF THE MoD General Staff - Finance and Accounting Service - Arms Control Office - Military History Institute and Museum - Military Aviation Office - Army Chaplaincy Service - Technology Office - Accommodation Management Office - Strategic Defense Research Institute - Acqusition and Sec. Investment Off. - Protocol and Special Events Coordinating Directorate Background Institutes - Defense Office - Central Finance and Accounting Office - Economic Planning Office - Budgeting and Work Security Control Office Offices Corp Level Organization - combat - combat support - combat service support - combat - combat support - combat service support - technical supply - combat material supply - logistic technical supply - electrical technical supply Brigade Level Organizations - Training Centers - NCO Training School - Mobilization commands - Guard Regiment - Central Military Band - Military Jail - peace support missions - NBC Protection Information Center Joint Logistic and Support Command Medical Services National Representatives Army Command Other Military Organizations Budapesti Garrison Command Joint Operation Center Air Force Command Admin. Block Ministry of Defense - Military Intelligence Office - Military Security Office -National Defense University - Government Frequency Management Office - Judge Advocate General

COMBATANT COMMANDS

STAGING THE FORCE DEBRECEN NYIREGYHÁZA KISKUNHALAS KISKŐRÖS KISKUNFÉLEGYHÁZA HÓDMEZŐVÁSÁRHELY SZOLNOK CEGLÉD EGER KECSKEMÉT VESZPRÉM SZÉKESFEHÉRVÁR VÁRPALOTA KAPOSVÁR TAPOLCA SZOMBATHELY TATA PÁPA GYŐR SZENTKIRÁLYSZABADJA SZABADSZÁLLÁS KALOCSA BUDAPEST HAJDÚHADHÁZ DUNA TISZA TASZÁR ATK 87 ASLT 89 Taszár Bázis Repülőtér 1. k.ve. (88.) 34 (feld) MiG NAGYOROSZI XXX HQ X 37 SZENTES Deployable 5 TÁBORFALVA 64 Logisztikai Parancsnokság HM-HVK 1,048 2, , , ,254 PÉCS 101 ve. tü. 1, , ,278 (700) 15 (Tartalék) 24 (feld) 5 Légierő Parancsnokság TÖKÖL BAJA EHC 5 93 Pápa Bázis Repülőtér

TECHNICAL ASSETS The reallocation of the needed and the disposition of the excess equipment and material is finished Reallocation and disposition Modernization of existing assets Change to new equipment, acquisitions I. stage III. stage II. stage

GARRISON RECONSTRUCTION GARRISON RECONSTRUCTION (Primary and important garrisons ) Székesfehervár Tata Győr Szentendre Hódmezővásárhely Budapest Nagytarcsa Aszód Eger Debrecen Nyíregyháza Tapolca Kecskemét Szolnok Veszprém Primary garrisons Important garrisons

What we have achieved? A new command and unit structure Modified ratio between combat and supporting elements. Elimination of division C2 level. New service law, new carrier model The military service is more attractive. Establishment of a new recruitment network.

Controversial execution – Reasons of failure Structure and not capability oriented restructuring; Structure and not capability oriented restructuring; Slow garrison closure and reallocation and disposition of excess materials; Slow garrison closure and reallocation and disposition of excess materials; Lack of necessary resources; Lack of necessary resources; Structure and capabilities are not incompliance with the existing threats and risks. Structure and capabilities are not incompliance with the existing threats and risks.

The Government’s defense program: Transition to a professional force; Transition to a professional force; The earliest possible completion of NATO military integration; The earliest possible completion of NATO military integration; Defense Review; Defense Review; Technical modernization and development. Technical modernization and development.

Preparation of Professional Force - Active duty - Reserve personnel (IMA) - Civilian employees Duty time: - commissioned: yrs - contracted: offs, NCOs: 5-20 yrs, enl: 2-15 yrs enl: 2-15 yrs - conscript: 6 months  commissioned  contracted  conscripted  students, cadets an all-professional active duty force by the end of 2005 Goal: an all-professional active duty force by the end of 2005 New Service Act  No automatic promotion,  Introduction of „up & out” system  Career path  Development programs (promotion, retention, performance evaluation)  NCO training

Defense Review 2002 Overview the missions of HDF based on national interests, objectives and NATO commitments Overview the missions of HDF based on national interests, objectives and NATO commitments Determine the necessary capabilities Determine the necessary capabilities Allocate resources to capabilities Allocate resources to capabilities –10 years costing plan Clear lines of accountability and responsibility Clear lines of accountability and responsibility Initiated in July, 2002; Completed in August 2003.

Process of Defense Review Define the Foreign and Security Policy objectives Define the Foreign and Security Policy objectives Define the Defense objectives Define the Defense objectives Define the Military Missions and Tasks Define the Military Missions and Tasks Define the Planning Assumptions (Level of Ambitions) Define the Planning Assumptions (Level of Ambitions) Identify Required Military Capability Identify Required Military Capability Identify the full implications Identify the full implications Develop credible and robust costing Develop credible and robust costing Identify options Identify options Decide on priorities Decide on priorities Allocation of resources and finalization of Master Plan Allocation of resources and finalization of Master Plan Now!

Basic principles of transformation „Bottom-up” planning and implementation Discipline implementation of decisions Effectivness Allocated resources Flexibility ManningEnvironment

New capabilities 9 NATO compatible, modern, mobile, deployable, well manned light, mechanized infantry and armoured battalions until 2006; Modern fighter aircrafts, 3 dimensions radars, helicopters modernization/purchase; Specialization on some capability areas (water purification, bridging, MP etc.); Advance modernization (increased firepower and deployability); Interoperability with military forces of Allied nations; Lean on available capabilities.

Schedule of transformation - establishment of professional force; - new structure, new units; - modernization of technical assets; - development of new training system; - recruiting strategy; finalize the structure; - training and education based on new doctrines; - readiness of assigned forces; - establishment of long-term force development; - effective participation in international missions; Phase I Phase II Phase III

WHAT HAVE TO DO Decision: - reorganize the MoD and HDF; - balance the resource plan. The primary mission of the Hungarian military is to represent our country out of national borders in different peace operations; Develop a 10 years Master Plan; Develop a: - long term acquisition strategy; - long term training strategy; - human management system; - planning, programming and budgeting system. Implementation of transformation will decrease the manning costs; Permanent control over plan implementation; Start acquisitions.

10 year national plan for transfomation Detailed plan of implementation for 2004 Detailed plan of implementation for 2004 Broad, general plan for period Broad, general plan for period Future concepts for Future concepts for Plan must be reviewed and updated in each year

CORNERSTONES OF NEXT PERIOD Pursuing the implementation of plans by political and military leaders After planning period of Integration Program, DPQ and FGs must be updated with harmonization our OPTIONS (capability, resources, technical assets, etc.) Dea dlin es Human resource management is a key point of reform Training and exercices with new doctrines. Education in Defense University must be based on real requirements of forces Technical modernization Defense Planning System

Questions? Thank you for your attention.