Fulltext search in archive

Many people in the world lead intolerably insecure lives. In many cases insecurity is the consequence of armed conflicts in which civilians are deliberately targeted, sometimes, their insecurity has natural causes, like earthquakes, hurricane, tsunami or disease, they suffer from famine. Security is a broader term, covering not only military threats. Human rather than nation-state security should be at the heart of European policy. Instead of defeating enemies or pacifying warring parties, EU missions should focus on protecting civilians, through law enforcement with the occasional use of force. EU member states ought to support a new framework for the European Security and Defence Policy (ESDP). The following seven principles are underlined: (i) the primacy of Human Rights, (ii) clear political authority, (iii) multilateralism, (iv) a bottom-approach, (v) regional focus; (vi) the use of legal instruments, (vii) the appropriate use of force. In fact, underlines Mr. Karaffa, humane security concept forms the very base of common European culture and identity.

It is generally known that norms of international humanitarian law are applicable for the protection of selected groups during interstate or domestic conflicts, but this paper is devoted to the chronological scope of application of the Geneva Conventions and Additional Protocols even in time of peace. The author demonstrates that the Article 3 of the Additional Protocol I implies the peacetime applicability of certain provisions of the Conventions and Additional Protocols. Examples of such provisions of the Additional Protocol I are also brought in this article. Among others, he extents the notion of humanitarian law in peace, which is very often limited only to preparation of personnel and schooling.

After a short review of defence R&D history, the author concludes that our country used to reach world's level in some fields: passive warning systems, NBC protection, military surgery, explosives. After the change of political system in 1989 we began to dispose Czech military industries. The only scientific place to left is Defence University Brno, but it is an institution more or less concentrated on education. It is almost impossible to maintain pace with foreign defence industry. In the article there is an exhaustive list of military plants, institutions after 1989, together with the date of their closing down. It is followed by research orientation of defence industry, set according to time periods. The special chapter concentrates on financing defence research, the closing part deals with the period of our membership in NATO. Although there are same positive aspects, such as international cooperation, exploiting sources from abroad, strategical control declined. We see unwise reductions in personnel, abolishing accredited institutions, etc.

The autor responds to several articles published in our Military Review, namely by Prof. František Ochrana, Prof. František Božek, Brigadier Rudolf Urban, Prof. Miroslav Krč, in No. 4/2008, with special appreciation to critical articles by Ing. Jiří Dušek and Lt.Col. Ing František Růžička in the same issue. He tries to find out common denominators of those essays. There are three of them: economization tied with rationalization, risk management, and information compatibility. As necessary he regards to unite those denominators both at the level of decision making officials and at the level of their subordinated elements, by means of e.g. working teams as a guarantee of coordination, so that the adopted Long-term Vision of Defence Department could be actually realized.

The very modern trends in the forces of advanced countries are hiring private civilian companies, private enterprises, in everyday performance of armed forces. As this phenomenon is very frequent, the authors decided to go into its roots, to find a common cause of this fact. In the past, armies were closed societies, self-sufficient, independent from states. Today, gradually, soldiers became more concentrated on key military tasks and supporting functions are transferred to private companies. The German Armed Forces (Bundeswehr) takes over mechanics used in private sector: it integrates economy dimension. Above all, it is transparency of bookkeeping, which ought to give evidence on savings in everyday life of forces. The Bundeswehr uses the so-called Market Testing, as a means of practical cooperation for engaging private capital. All those fact are cited as thoughprovoking.

This article deals with accrual accounting concept in the terms of the public sector, where-in this context-accrual accounting is understood as a basis of accounting under which transactions and other events are recognized when they occur, and not only when cash or its equivalents are received or paid. Therefore, the transactions and events are recorded in the accounting records and recognized in the financial statements of the periods to which they relate. At first, the article introduces briefly the history of accrual accounting concept implementation in the area of public sector. Secondly, it summarizes main possible benefits and risks connected with the implementation of accrual concept to the public sector accounting.

The administrative culture is something like "mind set" of "software" of organization, its philosophy, a part of which is the so-called economization. The process of economization of defence sphere will lead to further decrease in numbers, cutting down redundant materiel, supplies. Such economy measures should produce savings in terms of hundred millions Czech crowns, side by side with the increased potential of the whole military organization. The authors introduce Activities in Defence Sector the CAF model (Common Assessment Framework), based upon the Model Excellence of the European Foundation for Quality Management, expressed by the following formula: factors involved equals personnel times activities (education) times facilities (investments). There are some similarities between army management and business administration, so the economy instructions ought to be part of overall military education and training.

This article deals with the birth of a new concept in the field of the warfare-FORCE XXI, the long-terms vision that influenced all advanced militaries, among others the author introduces a list with names of programmes: USA (Land Warrior), Great Britain (FIST - Future Integrated Soldier Technology), Canada (ISSP - Integrated Soldier System Platform), Germany (IdZ - Infanterist der Zukunft), France (FELIN - Fantssin a Equipement et Liaison Intégrés), the Netherlands (SMP - Soldier Modernisation Programme), Norway (NORMANS - Norwegian Modular Artic Network Soldier), Denmark (Danish Soldier Modernisation), Belgium (BEST - Belgium Soldier Technology), Italy (Soldato Futuro), Portugal (Sodado do Futuro), Slovakia (PIBS - advanced combat individual system) Poland (Tytan). The author underlines fundamental changes within this course of study, both technical-implementation of new technologies and weaponry-and doctrinal. He also describes current situation within the Armed Forces of the Czech Republic.

The act of making up commander's mind is one of most important roles of leaders/managers. The science of managing or controlling ought to be employed even in everyday life of the military. The skilful or resourceful use of materials, time, etc. are the main characteristics of command and control. The purpose of this article is to outline connections in management theory, namely managerial posts, coupled with command. How we can use management theory in shooting drills or marksmanship theory in commander's decisionmaking. The authors explain sequential managerial functions, planning, organizing, staffing, analysis and their implementation into shooting practice. The article is accompanied by several schemes. This exercise can be also used in modelling of combat clashes, as a part of simulations in computers and as a factor of the professional preparation of servicemen.

Department by Ing. Jiří Dušek. The purpose of this article is to provoke discussion among military public dealing with economy in order to improve economy management in the forces. The author would like to point out the gap between officially proclaimed principles and true economy development in MoD department. Why proclaimed principles remain only on a sheet of paper and are not introduced in practice? In three theses are summarized the main problems to be resolved. The article is not conceived as a mere critique, it also features several proposals how to improve, optimalize, economy behaviour of the ACR. Among others he proposes to make us of 3E indicator (Economy, Effectiveness and Expediency), SWOT analysis, etc. Last but not least, he underlines the importance of economy education for army officers and leading civilian officials.

The reform of the Czech armed forces is factually and timely tied with the transformation of NATO forces, both in the field of technology and that of doctrine. The covering principle of this transformation is the so-called EBAO concept, in the frame of which we define three main transformation objectives: forces must have operational superiority, they must be operationally effective, deployable, and sustainable. The effects-based approach to operations focuses on combining military and non-military actions to influence the overall behaviour and capabilities of other actors: national, trans-national, belligerent and benign, in an operational environment in order do create effects leading to the achievement of strategic objectives and a desired end-state. Its application focuses the planning, execution and assessment of operations. The cited EBAO handbook was followed by several documents (e.g. discussion papers), issued at the end of 2007 as a means to inform future doctrine reviews. Many of the concepts and documents should be validated, either through experimentation, or through specifically designed exercises.

Some of the published critiques dealing with midterm planning are not true, as they were created without detailed knowledge of practice and methods how our midterm plan was created. Nevertheless, there are some real faults in midterm planning. According to the author, they are divided into two groups: external-they depend on quality of assignment; and internal-they are connected to the application of theory. Main external fault is the absence of long-term plan. In fact, it was introduced by the Order of Defence Minister, but it has not been worked up thoroughly. We lack adjusting main goals, tasks and priorities for MoD. Next problem are unstable and lacking financial sources. Internal mistakes are as follows: absence of mechanism for balanced changes between cycles of planning; implementation of life cycle cost and level of education of staff preparing data for planning.

Military professional terminology is a special vocational vocabulary used within armed forces, usually only partially understood by outsiders. The author demonstrates several most notorious examples to draw attention of terminology specialists. They are special vocabularies of military and security affairs, such as human resources, integrated MoD, recruit, recruitment, air wing, air base, strategical/tactical levels, names of organizational military structures, battalion, company, regiment (in fact they differ from nation to nation) task force, defence planning and planning of defence, to name at least a few. In spite of several translated AAP publications, generally, those terms are used in a different way. The author calls for creating more cohesive terminology. He intentionally does not put his own proposals, he only appeals to leading military officials to enforce the unified and accurate military terminology. It is high time to solve this task, namely within the frame of a lifelong education of military personnel.

At present, we pay great attention to alternative methods of teaching and learning foreign languages. Actually, it is difficult for language instructor to choose from among them. This article is a sort of hint to help teachers to pick up the most suitable one. Reciprocal teaching has its prominent position, namely in the field of reading with understanding. There four basic strategies: prediction, questioning, clarification, summarizing. During socio-cognitive conflict, in discussion, the language knowledge of learners (students) is pushed up and higher, learners are mutually influenced in social interaction. This learning process is sometimes recorded, monitored. The role of a teacher is multifaceted, indispensable and very demanding. New security threats ask for the transformation of NATO alliance, in the background of political Islam or the recent Russian-Georgian conflict. The contents analysis of presented papers points to main hidden problem lying behind all security questions: whether the U.S. would be able to continue in its role as a world leader, explicitly owing to American economy difficulties, e.g. today's financial and mortgage crisis.

ACR Logistics: the 2nd Phase of Reform by Prof. Ing. Petr Hajna, CSc. In its opening part, the article enumerates a short summary of tasks that were met in 2007, in the period of the first phase of ACR reform. At the same time the author marks out the tasks for its second phase in 2008. Logistics involves obtaining, maintaining, and transporting military personnel, supplies, and equipment. Now, we lay emphasis on the preparation of a new logistics concept in frame of outsourcing system (concentrated on optimalization of the employment of civilian companies for appointed goods and services); development and reconstruction of Maintaining Material Base Štěpánov (depends on allocated financial sources); purchases of T-810 vehicles; unifying control activities in the field of material economy and the founding of Office for Economy Management, subordinated to Logistics Department of Defence Ministry.

Those three E are much in use both in official documents and mass media. Dozens of defence officials use them every day, but actual outputs present that they do not know the key essence of 3E, or they are not aware of how to put them into practice. This article would like to help them to make understand the practical application of basic principles of 3E in practise. The reason of this gap, according to the author, lies in insufficient ties between theoretical and executive spheres of defence sector.

Mentioned Balanced Scoredcard-BSC is an ef f icient tool that helps to the of f icial management to transform vision and strategy into reality, by means of monitoring key efficiency indicators and their transformation into action plans: BSC covers the package of strategy maps enabling to consider mutual connections. Owning to the transparency cause-consequence relation, we can implement cohesive strategy into all level of the organization.

This piece of writing is a polemic with the article by Maj. Pernica "System of Planning, Programming, Budgeting (and Flogging a Dead Horse)? in Vojenské rozhledy 4/2005. Allegedly, the criticized article quoted some misleading statements, based on financial records, inappropriate for this purpose. Ing. Dušek does not agree with its general idea, introduced out of contexts. The Planning, Programming and Budgeting System was introduced by leading economy experts (e.g. university professor Mr. Ochrana, School of Economy, Prague). Some deficiencies and shortages are inevitable, but as a whole, the PPB system works. Statistics is a dynamic science and statistical data are to be judged only in connection with statistical methods used in years in concern. For example, in answering the Defence Planning Questionnaire, we were asked by NATO authorities to transfer entries for leasing Grippen aircrafts from modernization and development items to the operational item. Consequently, the percentage of investment purchases decreased. The same goes for the percentages of National Gross Domestic Product spent for military budget, and so on. Moreover, MoD financial department put several useful proposals how to make financial flows more clear, but the were refused by the government.

Economy of production, economies to scale, in civilian sector are quite different than economy pattern in defence sphere, as specifying the allocation of sources for the Army of the Czech Republic is not based on exact calculation of costing, payments as we could not observe the substantial terms of comparable partial and overall expenses. At present, we are not fully able to compare defence outputs, nor effecitivity of spent sources.

This second and closing part of this security study covers decades before the half of this century. The leading role in prevention and fight against armed conflicts will rest namely upon intelligence services. It is also expected the mass use of nonlethal weapons. The US will stay as the only leading superpower, minority expects a plurality model, i.e. the US will be only first among the equals. Some predicts the collapse of the EU. The Army of the Czech Republic ought to achieve full operational potential around the year 2012. It will take part in multinational missions. The Alliance armies should have 8 per cent of their capacities fully operable abroad. Under the preventive strategy, the regions of their prospective deployment will be in bordering countries around Europe, areas around the Eastern Mediterranean, or in the Far East. More or less, one problem remains still open: whether foreign deployments of the ACR really correspond to the interests and needs of the Czech Republic.

At present, the current reform of our armed forces is oriented towards qualitative changes. The Brigade of Logistics Support is going to be the unit designated for transportation, maintenance and repair, technological control of arms and vehicles, it must be capable of fluent supplying advances positions, namely by propellants, ammunitions, and further dozens of tasks in frame of joint task groups (National Support Element) or as a HNS (Host National Support). All units will be connected by multifunctional logistics informational system. Logistics system must fulfill its tasks even in time of peace, and thus be prepared for time of crises. The operational engagement in the early 21st century will require light expeditional forces capable of easy and rapid deployment. The logistics support ought to be more mobile, more integrated, more compatible and more precise, with the quick accession to spare parts and maintenance support.

The specificity of defence as a public estate rather complicates necessary changes in public expense management, namely those chapters designated for the armed forces. One of prospective tools for defence economic management is controlling, which is more than mere control. It coordinates planning, information flows, it concentrates on final effects. The authoress explains and depicts how this method is working in the German Federal Forces (Bundeswehr).

The primary aim of the method Hazard & Impact Index (H&I Index) is to enable the commander to evaluate possible negative impacts of military exercise on environment, and quickly and in an operative way interpret whether intended military activities can be a threat to the conditions or surroundings, in which the units are employed. The authors propose several tables for the comparison of environmental groups (soils, forests, climates) with forces movements. The method still undergoes the development. The evaluated numbers are set only for a mechanized company of the Army of the Czech Republic in our local surrounding. But in the near future the authors predict its extension to all organic units of NATO stationed in European continent. The article is a sequel to the article by the same authors in Vojenské rozhledy, No 1 /2006.

This article informs readers about basic ISO standards (International Organization for Standardization), series 9000, and about terminology f lowing from ČSN EN ISO 9000:2001 standards. Fundamental part of the report is a relevant Army of Czech Republic specifics analysis and model implementing proposals of quality management system into a command and control structure of the army. It is favourable for the forces to use above mentioned systems (norms, terminology), especially in logistics. It enables us to follow suppliers/contractors to guarantee the highest quality and effectivity of products and services bought for military. NATO uses among others norms AQAP (Allied Quality Assurance Publications) that were introduced even in our country. Processes are identified in a way broader then in terms of mere ?quality?. Excellence model under EFQM (European Fund For Quality Management) is a voluntary system that can be used for the effective building of a ?small? army, reduced in size, structure, and personnel, in accordance with the approved concept of rebuilding the Czech Army.

In fact, we have no universal method for evaluating impacts and protection of nature during military exercises and training. Establishing Environmental Training Group (NATOTraining Group/Army-Sub-Group) revolutionized the ways in which hazards were defined and analyzed to help communities protect themselves against these perils. Newly developed Training Impact Matrix/ Hazard & Impact Index methods enable truly to assess environmental dangers of military materials, vehicles, activities, energy consumption, and their impacts on important localities. Many features of above mentioned methods were introduced by Czech representatives in 2000 at Aachen (Germany). The index of environmental acceptability was further elaborated by Czech experts, among others by the authors of this article. It enables set levels of environmental dangers, their impacts, independently from organic structure of national forces, or individual countries. The article is accompanied by tables, mathematical formulas and patterns of calculation risk categories.

The concept of development of professional army and mobilization of armed forces of the CR in conditions of a new framework source frame presupposes to introduce "process management" with the Ministry of Defence. Although this tendency is not new, mentioned concept is not generally known, so the author would like to make clearer its roots and reasons its introduction. The success of economic management lies in managing time, quality tied with costs of running processes, evaluating indicators of accountancy, activity-based costing and activity-based management. Our goal is not to evaluate costs, effectivity, but our objective is to constitute departmental economy system with the aspiration to guarantee continually economical rationality (overall economy, effectivity, usefulness) of its processes, activities and performances.

All NATO nations and their armies are looking for effective exploiting social sources for defence and security. It is clear now that effective spending of public expenses asks for changed infrastructures of forces and their activities. It is necessary to form teams of experts who will cooperate with leading defence officials while setting the most suitable variants of further advance.