of companies and rationalisation of structures), as well as measures to increase the effectiveness of procurement (for example the use of electronic auctioning/electronic marketplace, use of services provided by NATO agencies to procure certain commodities). The MoD to a greater extent drew on foreign military aid and EU funding. 10) The conceptual framework of optimising defence planning system (processes) was not satisfactorily implemented. Primarily due to the lack of a long-term plan and due to decisions made in the area of investing in major military equipment brought on by changes in the security environment, a disjointed relationship was created between strategic aims, programming priorities and budgetary priorities with procurement. 1.4 Defence Management, the MoD and its Ancillary Elements The process of reviewing and updating the Defence Strategy of the Slovak Republic (2005) had begun 11) In keeping with measures set out in the White Paper on Defence of the Slovak Republic (2013), the process of reviewing and updating the Defence Strategy of the Slovak Republic (2005) had begun. In connection with this, the preparation of the System of National Defence Development Concept, as the basis of enhancing the quality of this system and particularly its managerial element had also begun. This process was influenced by the fundamental change of the security environment and the decision of the Government to prepare these documents in succession to the Security Strategy of the Slovak Republic. Findings from this process were utilised in drafting legislation. A set of situational plans for utilising the AF SR in crisis situations and the internal framework of crisis management at the MoD were updated. 12) Demands on streamlining MoD activities were only partially met within the framework of rationalising the administrative structure of the MoD and its ancillary agencies and facilities. Basic systemic conditions for enhancing the ability to perform tasks by the MoD were created, especially in the area of national defence management and human resources development. Developments in the security environment highlighted the need to enhance the readiness of the MoD to perform tasks in war-time, which only confirms that the optimisation of its administrative structure is incomplete. 13) Semi-budgetary organisations, most of the budgetary organisations and the state-owned company managed by the MoD were, in the context of the needs of national defence, retained and they implemented measures to streamline operations. The Military Police was also reorganised, while its direct subordination to the Minister of Defence has not been altered. The merger of the Military Intelligence Service and the Military Defence Intelligence into Military Intelligence made its management and resource allocation in information gathering more efficient. 22 WHITE PAPER ON DEFENCE