Idea Transcript
NATIONAL DEFENSE UNIVERSITY CAROL I Regional Department of Defense Resources Management Studies
INTEGRATED DEFENSE RESOURCES MANAGEMENT IMPACT ON ARMED FORCES’ INTERNATIONAL MISSIONS ACCOMPLISHMENT AND ITS SYNTHETIC INDICATORS-BASED ASSESSMENT THE SCIENTIFIC COMMUNICATIONS SESSION OF THE REGIONAL DEPARTMENT OF DEFENSE RESOURCES MANAGEMENT STUDIES - 21 November 2008, Braşov – Coordinators: COL. Iulian BUJOREANU PhD Lecturer LTC Daniel SORA
This volume is the result of the grant funded by CNCSIS 981/2007 entitled NATIONAL INTEGRATED DEFENSE RESOURCES MANAGEMENT SYSTEMS INFLUENCE ON THE MISSION ACCOMPLISHMENT OF THE ROMANIAN ARMED FORCES INVOLVED IN INTERNATIONAL MISSIONS NATIONAL DEFENSE UNIVERSITY CAROL I PUBLISHING HOUSE BUCHAREST, 2008
Moderators:
Scientific committee:
Scientific secretary:
LT. Gen. (r) professor Marin ILIE PhD COL. professor Vasile POPA PhD Lecturer Maria CONSTANTINESCU PhD
Air Flotilla Gen. Professor Râpan Florian PhD COL. Viorel DUMEA PhD Lecturer Ecaterina Livia TĂTAR TURBATU PhD LTC Cezar VASILESCU PhD MAJ. Lecturer Dorinel Ioan MOLDOVAN PhD Senior lecturer Elena DOVAL PhD Lecturer Ana Mona ILIE PhD Lecturer Luminiţa POPA PhD Lawyer Ion GHEORGHE Assistant lecturer Aura CODREANU
ISBN: 978 – 973 – 663 – 700 – 1
The content of the papers is in the entire responsibility of the author(s), and does not necessarily reflect the opinion of the Scientific Board. 2
TABLE OF CONTENTS CONCLUSIONS OF THE COMMUNICATIONS SESSION ‚‚IMPACTUL MANAGEMENTULUI INTEGRAT AL RESURSELOR DE APĂRARE ASUPRA ÎNDEPLINIRII MISIUNILOR INTERNAŢIONALE ALE TRUPELOR ŞI CUANTIFICAREA ACESTUIA UTILIZÂND INDICATORI SINTETICI (INTEGRATED DEFENSE RESOURCES MANAGEMENT IMPACT ON ARMED FORCES’ INTERNATIONAL MISSIONS ACCOMPLISHMENT AND ITS SYNTHETIC INDICATORS-BASED ASSESSMENT)” …………………………………………………….
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THE MAIN QUANTIFICATION INDICATORS OF THE IMPACT OF THE INTEGRATED DEFENSE RESOURSES MANAGEMENT UPON ACCOMPLISHMENT OF THE INTERNATIONAL MILITARY MISSIONS - Lt. gen. (ret) professor Marin ILIE, PhD, National Defense University “Carol I” …………………………………………… 17 SYNTHETIC INDICATORS OF AIR FORCES RESOURCES UTILIZATION IN INTERNATIONAL MISSIONS - Gl.fl.aer. prof.univ.dr. Florian RÂPAN, National Defense University “Carol I” …………………………………………………………………... 26 MANAGERIAL INTEROPERABILITY - MAJOR INDICATOR FOR THE ACCOMPLISHMENT OF THE INTERNATIONAL MISSIONS - Col. Viorel DUMEA, National Defense University “Carol I” ………………………………………………………… 34 INFORMATIN MANAGEMENT SUPPORT FOR STRATEGIC MANAGEMENT Constantin BADESCU, Nicolae MOISESCU, Regional Department of Defense Resources Management Studies …………………………………………………………………………… 44 THE USE OF EMPLOYEE RETENTION TOOLS IN A GLOBAL WORKING ENVIRONMENT - Nicolae MOISESCU, Constantin BADESCU, Regional Department of Defense Resources Management Studies ……………………………………………………… 50 THE INTEROPERABILITY LEVEL OF REENGINEERED ATYPICAL MILITARY EQUIPMENT: A MAJOR INDICATOR OF INTERNATIONAL MISSIONS’ ACCOMPLISHMENT - Colonel prof.univ.ec. dr. ing. Vasile N. POPA, Regional Department of Defense Resources Management Studies ……………………………………… 55 DEFENSE RESOURCES MANAGEMENT FOR MISSIONS ABROAD AS AN ENTERPRISE RESOURCE PLANNING SYSTEM - Col. prof. mil. dr. ing. Iulian BUJOREANU, Lt.col. instr. sup. drd. ing. Daniel SORA, Departamentul Regional de Studii pentru Managementul Resurselor de Apărare ................................................................... 73 DIFFICULTIES IN ESTABLISHING SYNTHETIC INDICATORS TO ASSESS THE IMPACT OF DEFENSE RESOURCE INTEGRATED MANAGEMENT ON THE INTERNATIONAL MISSIONS - Mr.dr. Dorinel-Ioan MOLDOVAN, „CAROL I”, National Defense University, Bucureşti ……………………………………………………….. 85
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THE IMPACT OF INTEGRATED DEFENSE RESOURCES MANAGEMENT ASSESSMENT THROUGH SYNTHETIC BASED INDICATORS ON NILITARY INTERNATIONAL MISSIONS: AN OVERVIEW OF FRENCH LITERATURE - Lecturer PhD Ana Mona ILIE, Universitatea Naţională de Apărare „Carol I” ………………………... 94 ROLE OF COMMUNICATION IN CRISIS MANAGEMENT - Cpt. Asst. Adrian LESENCIUC, Asst. Daniela NAGY, “Henri Coanda” Air Force Academy, Brasov ………... 103 THE ECONOMIC COMPONENT OF MILITARY AND CIVIL-MILITARY STRUCTURES’ SECURITIZATION - Cristian BĂHNĂREANU, PhD, Centre for Defence and Security Strategic Studies, National Defence University „Carol I” ……………………….. 119 CRITICAL INFRASTRUCTURE INTERDEPENDENCIES - Gheorghe BOARU, GeorgeIonuţ BĂDIŢA, Universitatea Naţională de Apărare „Carol I” ................................................. 130 CRITICAL INFRASTRUCTURE PROTECTION CHALLENGES AND EFFORTS TO SECURE CONTROL SYSTEMS – Gheorghe BOARU, George-Ionuţ BĂDIŢA, Universitatea Naţională de Apărare „Carol I” ............................................................................. 147 ORGANIZATION INFORMATION SECURITY RISK MANAGEMENT STRATEGY Col. Dr. Eng. Iulian N. BUJOREANU, Ph.D., M.A., Departamentul Regional de Studii pentru Managementul Resurselor de Apărare ............................................................................. 161 TRENDS AND ADVANCES IN THE INFORMATION ASSURANCE ANALYSIS USING SYNTHETIC EVALUATION METRICS - Lt. col. lect. univ. dr. ing. Cezar VASILESCU, Departamentul Regional de Studii pentru Managementul Resurselor de Apărare, Universitatea Naţională de Apărare ,,Carol I” ................................................................................................... 177 INDICATORS OF INTEGRATED ORGANISATIONAL MANAGEMENT IN INTERCULTURAL CONTEXTS AND THEIR RELEVANCE FOR MULTINATIONAL MISSIONS’ ACCOMPLISHMENT - Aura CODREANU, Regional Department of Defense Resources Management Studies, Braşov ………………………………………………………. 197 THE MANAGEMENT AND DEMOCRATIC CONTROL OF THE ARMED FORCES PARTICIPATING IN MULTINATIONAL OPERATIONS - Colonel Costel DEDIU, Legislation and legal assistance directorate ……………………………………………………. 215 INDICATORS TO ASSESS INTEGRATED DEFENSE RESOURCES MANAGEMENT IMPACT ON ARMED FORCES INTERNATIONAL MISSIONS - Elena DOVAL, Spiru Haret University, Faculty of Management Brasov …………………………………………….. 252 THE TERRORISM – A THREAT FOR MODERN SOCIETY - Lt.col.drd. Gabriela–Maria STOIAN, U.M. 02231 Bucuresti, Lt.col.drd.Vasile ENE, U.M. 02450 Bucureşti ................... 263 THE LEVEL OF MEDICAL SUPPORT – IMPORTANT INDICATOR IN THE COMPLETION OF INTERNATIONAL ARMY MISSIONS - Locotenent colonel dr. Eugen PREDA, Spitalul Clinic de Urgenţă Militar „ Dr. Ştefan Odobleja” Craiova ................ 276 NON-CONVENTIONAL ELEMENTS - Sorin BOARU, Direcţia Generală de Logistică a Senatului României, Lavinia GAVRILĂ, Academia Forţelor Aeriene „Henry Coandă” ......... 285
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SECURITY, SOCIAL STABILITY OR INDIVIDUAL PSIHOLOGICAL COMFORT lt.col. Edmond Claudio APOSTOL, Serviciul de Protecţie şi Pază, Lavinia GAVRILĂ, Academia Forţelor Aeriene „Henry Coandă” .............................................................................. 288 CALITATEA RESURSELOR UMANE, INDICATOR IMPORTANT ÎN APRECIEREA IMPACTULUI MANAGEMENTULUI INTEGRAT AL RESURSELOR DE APĂRARE ASUPRA ÎNDEPLINIRII MISIUNILOR INTERNAŢIONALE - Gianina GOICEA, Departamentul Regional de Studii pentru Managementul Resurselor de Apărare ...................... 296 INTERNATIONAL MILITARY MISSIONS LEGALITY- A SINE QUA NON CONDITION FOR SYNTHETIC INDICATORS’ ASSESSMENT - Cpt. just. drd. Florentin Adrian ILIE, Direcţia Legislaţie şi Asistenţă Juridică …………………………….. 303 IMPACT OF THE INTEGRATED MANAGEMENT OF THE DEFENSE RESOURCES UPON THE FULFILLMENT OF THE INTERNATIONAL MISSIONS OF THE TROOPS AND ITS QUANTIFICATION RESORTING TO SYNTHETIC INDICATORS - Ioana NICOLAE, Universitatea Transilvania din Braşov .................................................................... 311 NATURE OF THE FUTURE CONFLICTS AND THEIR PREVENTION - Ioana NICOLAE, Transilvania University of Braşov ……………………………………………….. 317 TRANSFERUL DE TEHNOLOGIE MILITARĂ ÎNTRE ALIAŢI, INDICATOR CU MARE PONDERE IN CUANTIFICAREA IMPACTULUI MANAGEMENTULUI INTEGRAT AL RESURSELOR DE APĂRARE ASUPRA EFICIENŢEI MISIUNILOR INTERNAŢIONALE - Col. (r) av. dr. Gheorghe ION, Baroul Bucureşti …………………... 328 THE CONCEPT OF MODULARITY AND FORCE MANAGEMENT - Colonel Ionel IRIMIA, Jurist Narcisa GRĂDINARU ……………………………………………………... 334 NATO’s INTEGRATED DEFENSE RESOURCE MANAGEMENT FUNDING MILITARY OPERATIONS - Adrian MORARIU, Inspectoratul de stat în construcţii ................................ 342 FROM SYSTEM TO MISSION - LTC Assoc.Prof. Mihai NEAG, PhD, Ileana METEA, „Nicolae Bălcescu“ Land Forces Academy ……………………………………………………. 350 THE REGENERATION OF MILITARY STRUCTURES INVOLVED IN MILITARY ACTIONS ABROAD, Ionel ONICIUC – CORDUBAN, Brigada 15 Mecanizată “Podu Înalt”, Lavinia GAVRILA, Academia Forţelor Aeriene Henry Coandă ................................... 363 THE INFORMATION - FUNDAMENTAL INDICATOR FOR EVALUATING INTEGRATED DEFENSE RESOURCES MANAGEMENT IMPACT UPON THE ACCOMPLISHMENT OF INTERNATIONALS MISSIONS - Maior drd. Ilie PĂUN ……. 375 THE DECREASE OF BUREAUCRACY, AN IMPORTANT INDICATOR IN ACCOMPLISHING THE INTERNATIONAL MISSIONS - Brînduşa Maria POPA, Departamentul Regional de Studii pentru Managementul Resurselor de Apărare ...................... 389
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INFORMATION SECURITY IN NETWORK CENTRIC WARFARE (NCW) - THROUGH SPECIALIZED SOFTWARE - SIGNIFICANT INDICATOR IN INTERNATIONAL MISSIONS - Lector universitar dr. ing Luminiţa POPA, Universitatea Transilvania din Braşov ………………………………………………………………………………………….. 396 VIEWS ONTHE RMS’S (REVOLUTION IN MILITARY AFFAIR) IMPACT OVER THE EFFECT-BASED OPERATIONS - Col(r.) prof. univ. dr. Lucian STĂNCILĂ, Universitatea Naţională de Apărare ”Carol I”, Lt. col.drd.STOIAN GABRIELA, Unitatea Militară 02231 Bucureşti ………………………………………………………………………. 407 MANAGEMENT OF THE REACTION TO NON-CONVENTIONAL ACTIONS, Lieutenant colonel Sorin PANAIT, Land Forces Staff ……………………………………… 417 THE ASSIMILATION OF CHANGE AS AN INDICATOR OF INTERNATIONAL MISSIONS’ MANAGEMENT FLEXIBILITY - Lecturer Livia TATAR, National Defense University „Carol I”, The Regional Department of Defense Resources Management Studies ... 425 PSYCHOTRONICS. CONTENT AND PERSPECTIVES - Col. Prof. Constantin TEODORESCU PhD, “Carol I” National Defence University, Judge Emilia IANCU, Sinaia Court of Law …………………………………………………………………………… 432 SPECIFIC INDICATORS FOR INTERNATIONAL MISSIONS CRISIS - Colonel drd. Dorin TOHANEAN, Ministerul Apărării ……………………………………………….......... 442 INTELLIGENCE INFORMATION MANAGEMENT IN CRISIS SITUATION - Colonel drd. Dorin TOHANEAN, Ministerul Apărării ……………………………………………….. 452 STRATEGIC VISION FOR THE ARMAMENTS FIELD AS NATO AND EU MEMBER STATE, Lieutenant colonel eng. Vasile ŞERBĂNESCU …………………………………… 470 SOLUŢII NUMERICE PENTRU DIVERSE GEOMETRII ALE ŢEVILOR DE ARTILERIE ŞI MODURI DE ÎNCĂRCARE - Prof.univ.dr.ing. Ghiţă BARSAN, Lector.univ.dr. Luminiţa GIURGIU, Academia Forţelor Terestre „Nicolae Bălcescu” Sibiu .......................... 485 APLICAŢIE INFORMATICĂ PENTRU MODELAREA PRIN ELEMENTE FINITE A SOLICITĂRII ELASTO-PLASTICE A TUBURILOR CU PEREŢI GROŞI Prof.univ.dr.ing. Ghiţă BARSAN, Asist.univ.drd. Romana OANCEA, Academia Forţelor Terestre „Nicolae Bălcescu” Sibiu............................................................................................... 493 MANAGEMENTUL INFORMAŢIEI ÎN SITUAŢII DE CRIZĂ ŞI LA RĂZBOI - Mr. drd. Ilie PĂUN .................................................................................................................................... 499 ANALIZA STILULUI - Ref.exp. Carmen VATAMANU, Academia Forţelor Terestre „Nicolae Bălcescu” Sibiu.............................................................................................................. 512 UTILIZAREA JOCURILOR MATRICEALE ÎN OPTIMIZAREA ACŢIUNILOR MILITARE - Mr. CS II dr. Vasile CĂRUŢAŞU, Lt.col.conf.univ.dr.ing. Paul BECHET, Academia Forţelor Terestre “Nicolae Bălcescu” Sibiu ............................................................... 518
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SOFTWARE SOCIAL - Lector univ. dr. ing. Luminiţa Giurgiu, Prof. univ. dr. ing. Ghiţă Bârsan, “Nicolae Bălcescu” Land Forces Academy Sibiu ......................................................... 526 OBIECT E-LEARNING DESTINAT EVALUĂRII PROFILULUI PSIHOLOGIC AL UTILIZATORULUI - Asist.univ. Romana OANCEA, Lector univ.dr. Dănuţ MOŞTEANU, Academia Forţelor Terestre „Nicolae Bălcescu”, Sibiu ..................................... 530 THE IMPORTANCE OF ECONOMIC-FINANCIAL INDICATORS FOR THE FULFILLMENT OF INTERNATIONAL MISSIONS - Lector univ. ec. dr. Maria CONSTANTINESCU, Departamentul Regional de Studii pentru Managementul Resurselor de Apărare .................................................................................................................................... 537 ALPHABETICAL LIST OF AUTHORS ................................................................................ 545
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CONCLUSIONS OF THE COMMUNICATIONS SESSION ‚‚IMPACTUL
MANAGEMENTULUI
INTEGRAT
AL
RESURSELOR DE APĂRARE ASUPRA ÎNDEPLINIRII MISIUNILOR INTERNAŢIONALE ALE TRUPELOR ŞI CUANTIFICAREA ACESTUIA UTILIZÂND INDICATORI SINTETICI
(INTEGRATED
MANAGEMENT
IMPACT
DEFENSE ON
RESOURCES
ARMED
FORCES’
INTERNATIONAL MISSIONS ACCOMPLISHMENT AND ITS SYNTHETIC INDICATORS-BASED ASSESSMENT)”. The communications session tool place at the Regional Department of Defense Resources Management Studies, Braşov, on the 21st of November and is one of the major activities underlying the CNCSIS 981/2007 grant entitled:
NATIONAL
MANAGEMENT
INTEGRATED
SYSTEMS
ACCOMPLISHMENT
OF
DEFENSE
INFLUENCE THE
ON
ROMANIAN
RESOURCES
THE ARMED
MISSION FORCES
INVOLVED IN INTERNATIONAL MISSIONS As a consequence of the scientific debates a number of conclusions emerged. In this respect, one of the most important emphasizes the idea that the integrated defense resources management has a major role in ensuring missions accomplishment on behalf of the Romanian armed forces deployed in theatres of operations in terms of efficiency and effectiveness. However, the latter are not values per se. Consequently, their quantification by using a set of indicators grouped by scientific criteria and applied to concrete 8
situations is needed. Thus, by resorting to these indicators the complete image on the extent to which a military mission is likely to succeed is ensured. The conclusions drawn were as follows: The security environment is in a permanent change generated by its fluidity, most commonly referred to as VUCA (volatile, uncertain, complex, and ambiguous). Moreover, as a consequence of the world crisis which has among
its
consequences
serious
financial
difficulties,
increasing
preoccupations regarding the efficiency and effectiveness of each military action and especially of multinational missions inside NATO or in ad-hoc coalitions are needed. But for this reason it is necessary a methodology to quantify the efficiency and effectiveness. The latter are not mere values, but are of great importance in the scientific character of assessment. Therefore, a lot of indicators are needed and, more specifically, synthetic indicators as a result of their association to specific criteria. Every responsible political and military decision-maker’s attention is focused upon efficiency and effectiveness, which are two essential parameters that affect the likelihood of an international military mission occurrence. In order to make them more relevant they have to be quantifiable due to multiple assessments made by decision-makers after highly competent synthetic indicator-based analyses. These indicators gain variable weight and importance, but eventually manage to reflect the extent to which a military mission is efficient and effective. We reiterate that the role, place and importance of a synthetic indicator is not rigid, but it rather evolves along with the unfolding military mission as well as with the enemy’s reactions to its own troops’ performance. Any combat unit’s operational cots, as well as its success in war missions and guarantee of mission accomplishment is rendered by the interaction between human resources’ quantity and quality, military equipment and logistics supplies. 9
In this respect, special focus on behalf of the air forces is on quantitative quantifications of its combat units’ potential, as well as on the estimation of likely combat situations through synthetic indicators aimed at ensuring and maintaining fire power, combat disposition and maneuverability. Standard estimation and assurance of combat units’ potential through synthetic indicators consists of calculations of the capabilities needed to conduct and accomplish war missions. Therefore, the focus of one of the article was on the indicators directly impacting upon air force resources management in international missions To be part of an international alliance, whose main goal is the security and the defense, a joint force, established through what the member countries of the alliance can put at its disposal is many times involved. This joint force should improve the information exchange between the partners, and, thus, a better synchronization of all the international tasks that the alliance has to confront with. At the beginning this joint force is heterogeneous, but the member states have to make some steps in the way for make it more efficient and more interoperable. Interoperability involves that some of the tasks at the national and international level have to be accomplished simultaneously or not, but sometimes using the same troops. These tasks involve appropriate resources, but also an appropriate control and coordination, at both, the national level and international level. Thus, an appropriate managerial interoperability is needed to achieve the established objectives. When it is necessary to clarify how the joint force accomplishes the tasks during the international missions the managerial interoperability becomes not only a very important indicator but a fundamental one. Deductive managers define the problems and indicate the direction of settlement without knowing if there is a feasible solution. Inductive managers detect single solution and develop conditions of applicability in the studied 10
field in order to solve the information assisted reengineering systems issue. Stage research design processes subject reengineering and determining the optimal variant with minimal financial efforts. In these perspective performance indicators, indicators of control, and indicators of profitability are calculated. If the solution is feasible in technical-economic aspect then schemes operational and technological specifying the details of assemblyoperation are drawn up. For the purpose of measuring and generating reports regarding the effectiveness of the Romanian troops’ actions assigned for different international missions, there is a final attribution remaining for the people assessing this operational preparedness level: gathering ; else if (RadioButton2->Checked==true) Table_Cch->FieldValues["raspuns"]="nu"; Table_Cch->Post();
a) Meniul :Administrator. Acesta are două submeniuri Rezultate şi Modificare parola. Aşadar, pentru a putea vizualiza profilul obţinut este necesar să se acceseze submeniul Rezultate, dar aceasta nu se poate face decât de către administrator pe baza parolei. Formularul de interpretare rezultate conţine obiecte TDBGrid care afişează şi manipulează înregistrările din tabela Student. Înregistrările din tabela Sudent pot fi şterse sau analizate din punct de vedere al răspunsurilor .
Fig. 5 Afişarea rezultatelor
Dacă sunt prea mulţi subiecţi se poate face o căutare avansată după numele subiectului care se va introduce într-un obiect TEdit. Căutarea se face după prima literă cu ajutorul unei interogări asupra tabelei Student. Opţiunea Profil activează formularul cu acelaşi nume, formular ce conţine profilul psihologic al candidatului ce poate fi salvat.
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Fig. 6 Profilul psihologic
Partea cea mai importantă a acestei lucrări o constituie aplicaţia, prin care s-a dorit realizarea profilului psihologic al candidatului. Astăzi, domeniul profilului psihologic se prezintă ca unul foarte dinamic, pregătit să facă faţă schimbărilor realităţii. Întrebarea care se pune frecvent este dacă maşinile inteligente pot aplica şi interpreta teste psihologice şi dacă pot elabora concluzii care să poată fi utile psihologului. BIBLIOGRAFIE [1] Calvert, Charlie, „Borland C++Builder Unleashed”, Macmillan Computer Publishing, 1997. [2] Codd,E.F., „ The Relational Model for Database Management”, Adisson Wesley, 1990. [3] Reisdorph, Kent, „Borland C++Builde 4 Unleashed”, Macmillan Computer Publishing, 1999. [4] ToolBook Instructor, User Guide, 2000.
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THE IMPORTANCE OF ECONOMIC-FINANCIAL INDICATORS FOR THE FULFILLMENT OF INTERNATIONAL MISSIONS Lector univ. ec. dr. Maria CONSTANTINESCU Departamentul Regional de Studii pentru Managementul Resurselor de Apărare Abstract În contextul internaţional actual, România se confruntă cu o dublă provocare, aceea de a îndeplini atât obligaţiile asumate faţă de NATO şi aliaţii săi, cât şi de îndeplinire cerinţelor economice ale Uniunii Europene. În acest context, bugetul apărării este supus unor presiuni contradictorii, amplificate şi de contextul internaţional al crizei financiare. Analiza ce urmează nu este exhaustivă, putând fi identificaţi numeroşi alţi indicatori economici şi financiari pentru misiunile internaţionale, în funcţie de variabile specifice. Importanţa acestora derivă din necesitatea optimizării utilizării resurselor limitate alocate acestui tip de misiuni şi a eficientizării luării deciziilor.
Romania’s membership to NATO and European Union has numerous and important implications on both the country’s economy and the military area. These implications derive from the need to fulfill well defined economic criteria (related to the budget deficit and other macroeconomic indicators demanded by EU membership) but also from the need to fulfill the military and political obligations undertaken towards our allies.
Romania’s
participation to various international missions (ranging from ISAF peacekeeping operations in Afghanistan, UNAVEM in Angola, IFOR/SFOR in Bosnia, KFOR in Kosovo to logistical support offered to allied military 537
operations in Iraq in 2003 and the participation in security and reconstruction activities) is the result of the decision to participate and support allied operations, but must also be correlated with the possible financial and economic implications of such participation. The participation to international operations implies, from a financial point of view, an increase burden on the defense budget, but also the need to re-allocate resources within defense programs. Fulfilling NATO requirements and other requirements deriving from international missions under United Nations, European Union or other coalitions means a reorientation of the funding priorities towards a high degree of modernization of the military equipment and a high degree of professionalization of the personnel. Romania’s membership in the European Union means a careful balancing of the budgetary expenditures, so that the economic stability is not endangered by a sudden increase in budget deficit or inflation. Romania’s defense budget is thus the result of two (sometimes conflicting) approaches: the need to limit the budgetary expenses and the need to fund the military expenses, including the costly acquisitions of military equipment and the financing of international missions. Besides these factors, the defense budget (and implicitly the budget for international operations) is also influenced by circumstantial factors, such as the current international economic crisis. The future defense budget is linked to the country’s economic growth and a slower increase in GDP is likely to negatively affect the defense funding, as the budget revenues decrease. Such a situation may lead to a new prioritization of the expenses within the military and even though international operations should have a higher priority in financing, they may also be negatively affected. In this respect, determining economic and financial indicators for international missions is an important step towards optimizing the use of the
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scarce budgetary resources and towards a more successful estimation of future costs. The most obvious financial indicator for international missions is the budget allocated for this type of missions, based on the estimation of funds needed to cover the cost of military operations abroad. This indicator is useful both as total amount, but also in its breakdown, namely the expense structure and the percentage of personnel, acquisition and operation-maintenance expenses in the total budget; this expense structure provides an insight into the readiness level and the effectiveness of the activity related to these specific missions. Although such estimation is essential for funding future missions, achieving a precise estimation is difficult, if not impossible, due to various variables which influence this estimation, namely the size, the duration and the intensity of the operations. The estimation is made even more difficult in the situation when no similar operations were conducted, or the previous operation has just ended and detailed information on many of the factors that could affect the cost of the operation are not yet available. A useful source of information regarding this type of estimation is the experience of other allies, but also the lessons learned by our own armed forces from previous operations. In this respect, two of the most used methods of estimating the costs of operations are the top-down approach and the bottom-up approach, deriving from the industrial engineering method of cost estimation. If the future budget for this type of missions is difficult to predict, the budget allocated for international missions in previous years can be used more successfully as a starting point for estimating the amount of money needed to effectively finance international operations. Another general financial indicator could be the yearly level of expenses / military, calculated from two points of view:
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-
a narrower view, as a ratio between the yearly budget allocated for international missions and the number of military personnel in the operations theaters for that particular year
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a broader view, as a ratio between the yearly budget allocated for international missions and the number of personnel (mainly military, but also civilian) directly involved in the planning and execution of such international missions.
This indicator can be used as a mirror for the unit cost of these missions, but also of the modernization degree of the forces sent in such missions, as it involves all types of expenses (including acquisition, maintenance and operation expenses, scraping expenses etc) besides the personnel expenses. The yearly level of expenses / military of the Romanian troops sent into international missions is especially useful if compared with the similar level of expenses / military incurred by allied countries involved in similar operations or even with a similar average level of expenses / military calculated for NATO. A more specific type of indicator is the yearly cost / mission, which can be detailed for each particular mission performed by Romanian military abroad. Considering that the Romanian participation to international operations consists mainly (but not exclusively) of land forces missions, this indicator can be applied to the different types of missions performed: cost / patrol mission (targeting standard missions), cost / convoy escort mission, cost / perimeter security mission, cost / search mission, cost / reconstruction mission etc. The calculation of the costs of an international mission may begin with the calculation of the costs related to the transport of troops and materials to the theatre of operations. This cost derives mainly from the operation and maintenance expenses related to the means of transport, which can rise to substantial amounts, especially in the case of strategic transport planes, and 540
the less sizable amount of expenses related to the personnel accompanying the transport. The alternatives available to forward deployment (such as material prepositioning, enhanced airlift and sealift, or joint training operations) should be identified and described in detail in order to identify ways to reduce these types of costs. In order to better encompass the costs involved by a mission, the amortization and a percentage of the acquisition cost of the plane should also be included in this calculation. Sometimes the acquisition costs of the equipments used for the performance of the international mission are included in other cost categories and are not taken into consideration when calculating the cost / mission. Yet this category of costs is pertinent to the particular mission, especially if the equipment is to be used mainly for these types of missions. In calculating the transportation and sustainment costs (on a per troop or per aircraft basis), a relevant variable is the distance between the theater of operations and the home bases. Costs directly related to aircraft sorties (round-trip missions by individual aircraft), such as fuel, spare parts, and maintenance and repair costs are normally lower when this distance is not too big.
Another variable refers to the specific terrain characteristics of the
theatre of operations, as adjusting the equipment for specific conditions may also trigger additional costs. Taking the example of a patrol mission, the starting point for calculating the costs would be to establish the variables influencing the total cost, such as the number of kilometers patrolled, the average speed of the vehicles on patrol, the maintenance costs etc. The first step would be to establish the number of kilometers patrolled in a certain area and calculate an average cost/kilometer patrolled. This cost takes into consideration personnel, maintenance, operation and other types of 541
costs, based on the operational procedures and requirements. This type of analysis must also take into consideration the specific geographical and climatic conditions, as maintenance and operational costs may increase in mountain or desert areas. Another component of the cost/mission derives from the operation costs. One of the most important cost in this category is the fuel consumption cost, calculated taking into consideration the average cruising speed of the patrol vehicles. Depending on the type of vehicles used, there is the temptation to calculate the fuel cost based on the optimum cruising speed in order to optimize fuel consumption. Yet in the theatre of operations, this speed is usually established in such way as to maximize the convoy security, meaning a higher speed and higher fuel consumption, so in the estimation of the fuel consumption cost this is the average consumption rate which should be taken into consideration. In this category of costs, the cost/mission should also include the replacement costs for the damaged and destroyed equipment and the cost of the ammunition used in the operations. Maintenance costs form another important part of the cost/mission calculation. While the scheduled maintenance cost is easier to calculate, based on specific existing rules and regulations, the unscheduled maintenance (resulting from unforeseen events) is more difficult to estimate. Both types of maintenance depend on the specific climatic conditions in the theater of operations (difficult areas, with heavy dust, big temperature differences or rough terrain), but the cost of unscheduled maintenance is more likely to be increased due to these factors. Allowance must also be made in the cost calculations for the unscheduled maintenance costs resulting from the military operations themselves (damage from bullets, shrapnel, accidents etc). A good estimation of the maintenance costs is important in calculating the overall budget for the international mission, as the US Army found out when the 542
maintenance cost of the Humvee greatly exceeded the estimations and they were forced to ask for an unforeseen budget increment in order to be able to continue the operations in Iraq. Another issue of debate in computing the cost / mission derives from the cost of specific training for the military personnel for this types of missions (field applications and simulations), which is usually featured in the budget of training centers and operational commandments, but should also be added up when calculating the financial implications of an international operation. This kind of indicators (cost/ international mission/ year, cost/vehicle, cost/patrol mission, cost/transport mission etc) can be particularly useful if compared to the costs incurred by other allies in similar missions, especially if using the same or similar equipment. For instance, the cost/kilometre patrolled or cost/ vehicle or cost /crew for a Piranha III LAV could be compares to the same cost for other members of the coalition in Afghanistan. Should these costs be higher would signal a potential cost problem, as the personnel cost for our country are lower. The comparison of these indicators to the ones calculated by other allies may also help decision makers analyse and take into consideration another very important cost related to international operations, namely the opportunity cost. Defined as “the value of the next best alternative foregone as the result of making a decision” [1], the opportunity cost is an important (although often ignored) part of a decision-making process. Often, using (or acquiring) cheaper equipment may provide short term financial savings, but on long term such decision may prove a lot more costly. As an example, a light armored vehicle may have the advantage of a cheaper acquisition price, but the disadvantage of an inferior armor, meaning that it can be easily destroyed. This means that the vehicles must travel in large groups to provide safety in numbers, meaning a very inefficient use of 543
manpower (with the inherent increase in costs) and a drastically reduced area that can be patrolled. At the same time, notwithstanding the cost of the human life, which is impossible and even immoral to be financially quantified, each time a soldier dies, the moral of civilians and soldiers is harmed. The result is a reduced military effectiveness and the total cost may be a lot larger than the original financial savings. The financial and economic indicators for international missions analyzed above are by no means exhaustive. For each type of mission and depending on specific variables, a lot more particular indicators can be identified. In this respect, the importance of these indicators derives not only from the correct identification of all relevant indicators, but also from the way these indicators are used to facilitate better decision-making and a more costeffective use of the existing funds. References: [1] McConnell, Campbell (2005). Microeconomics: Principles, Problems, and Policies. McGraw-Hill Professional [2] The Costs of Military Operations and Reconstruction in Iraq and Afghanistan, September 21, 2007, US House of Representatives Committee on the Budget [3] Estimating the Costs of Military Operations in Iraq before the Committee on the Budget United States Senate February 6, 2007 [4] Stephen Daggett, Military Operations: Precedents for Funding Contingency Operations in Regular or in Supplemental Appropriations Bills, CRS Report for Congress, June 13, 2006 [5] www.mapn.ro [6] Amy Belasco, The Cost of Iraq, Afghanistan, and Other Global War on Terror Operations Since 9/11, CRS Report for Congress, October 15, 2008 544
ALPHABETICAL LIST OF AUTHORS APOSTOL Edmond Claudio BADESCU Constantin BARSAN Ghiţă BĂDIŢA George-Ionuţ BĂHNĂREANU Cristian BECHET Paul BOARU Gheorghe BOARU Sorin BUJOREANU Iulian CĂRUŢAŞU Vasile CODREANU Aura CONSTANTINESCU Maria DEDIU Costel DOVAL Elena DUMEA Viorel ENE Vasile GAVRILĂ Lavinia GIURGIU Luminiţa GOICEA Gianina GRĂDINARU Narcisa IANCU Emilia ILIE Ana Mona ILIE Florentin Adrian ILIE Marin ION Gheorghe IRIMIA Ionel LESENCIUC Adrian METEA Ileana MOISESCU Nicolae MOLDOVAN Dorinel-Ioan MORARIU Adrian MOŞTEANU Dănuţ N ICOLAEIoana NAGY Daniela NEAG Mihai OANCEA Romana ONICIUC – CORDUBAN Ionel PANAIT Sorin PĂUN Ilie POPA Brînduşa Maria POPA Luminiţa POPA N. Vasile PREDA Eugen RÂPAN Florian SORA Daniel STĂNCILĂ Lucian STOIAN Gabriela–Maria ŞERBĂNESCU Vasile 545
288 44, 50 485, 493, 526 130, 147 119 518 130, 147 285 73, 161 518 197 537 215 252 34 263 285, 288, 363 485, 526 296 334 432 94 303 17 328 334 103 350 44, 50 85 342 530 311, 317 103 350 493, 530 363 417 375,499 389 396 55 276 26 73 407 263, 407 470
TATAR Livia TEODORESCU Constantin TOHANEAN Dorin VASILESCU Cezar VATAMANU Carmen
546
425 432 442, 452 177 512