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Table of ContentsPublishing an article in the The TransformerThe views and opinionsexpressed in this publication do not necessarily reflect those of NATO or its member nations. All articles are edited for content.To contact The Transformer staff, call +1(757)747-3600. To obtain electroniccopies of the newsletter, visit us on the Web at www.act.nato.int or the classified site http://pao.act.nato.int/portal. Deadline for submissions is mid-month of each quarter.

Email: pao@act.nato.intPostal: Headquarters Supreme Allied

Commander TransformationPublic Affairs Office7857 Blandy Road, Suite 100Norfolk, Va. 23551

Telephone: +1-757-747-3600

The Transformer StaffChief of Public AffairsCapt.Jeff Bender, U.S. Navy

Deputy Chief of Public Affairs Mr. Roy Thorvaldsen, Norwegian A-4

Public Affairs Leading Chief Petty OfficerChief Petty Officer Cheryl Elliott, U.S. Navy

Production Leading Petty OfficerPetty Officer 1st Class Carla Burdt, U.S. Navy

Contributing Staff WritersPetty Officer 1st Class Sarah Langdon, U.S. Navy

On the cover: A French soldier from the 1st Armored Companyprovides cover for their embedded engineeringcorps as they patrol an area east of combatOutpost Dabo in the Uzbeen Valley of Afghanistan.ISAF photo by U.S. Navy Petty Officer 1st ClassTerry Matlock

Multiple Futures Project: Navigating Toward 2030 1

ACT’s Support to the Strategic Dialogue: Developing a New Alliance Strategic Concept 2

Multiple Futures Project Influences Defence Planning Process 3

ACT Provides Training Support to Current Operations 4

ACT Provides Lessons Learned 4

NEITMS – the Transformational Means of Effecting NATO Education and Training 5

ACT Reviews NATO Education, Training Exercises and Evaluation 5

NPETN Provides Forum for NATO, Partners 6

ACT Staff Members Transform Public Speaking 6

Coming Soon: Transitional ACT Organisation 7

Interview with Vice Adm. Robert Cooling 7

Transitional ACT Organisation Structure 8

ACT Prioritises Future Planning Efforts 10

ACT’s Fight Against a Strategic Threat 11

New NATO Secretary General Holds First Press Conference 12

NATO Network Enabled Capability: The Right Information at the Right Times Achieves Mission Success 14

Q&A with Air Force Maj. Gen. Jaap Willemse 14

New Technologies and Business Practices 15

Cooling Assumes Responsibility as ACT COS 16

The Transformer

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By U.S. Navy Petty Officer 1st Class Carla Burdt

In March 2008, Supreme Allied Commander Transformation (SACT) proposed a Multiple Futures Project (MFP) to the NATO Military Committee (MC).

In this proposal he called for the Alliance to consider “that different views of futureworlds will strengthen our endeavour to develop a more rigorous and holistic appreciationfor future security challenges and implications for the Alliance.”

Subsequently, a multi-national, cross-functional team comprising military and civilianstaff from Headquarters, Supreme Allied Commander Transformation (HQ SACT) wascharged to lead the exploration of the question ‘What are the future threats and challengesthat could pose risk to the interests, values, and populations of the Alliance?’

Allied Command Transformation’s (ACT) MFP is a comprehensive examination of whatthe future could possibly look like in the year 2030 and aims to strengthen the Alliance’sunderstanding of the future threat environment through the analysis of emerging securitychallenges and provide leaders with additional considerations for anticipating future challenges.

The project, based on an intellectual framework, has benefited from contributions andsupport of Alliance and Partner Nations, international organisations and research institutions.

The MFP supports the strategic decision makers and focuses on future challenges, the result and impact of these challenges and what the Alliance can do today to prepare for tomorrow.

The MFP Team conducted 21 workshops and strategic engagements including sessions with the North Atlantic Council (NAC) and Military Committee (MC). The process brought together representatives from 45 Nations and more than 60 institutions.

Multiple Futures starts with an analysis of the drivers of change that will affect theAlliance in the next 20 years. Nine drivers, significant due to their relevance and potentialimpact on the Alliance are the building blocks of the project.

Some of the drivers have been influential forces over hundreds of years with threedrivers remaining constant: friction, integration and asymmetry. A common value of thesethree factors include six drivers that will influence security in the coming decades:

State Capacity reflects the distribution and management of power at the state level.Resources (Allocation) encompasses the availability and affordability of, access

to, and competition for essential resources, including energy, water, food and other indispensable commodities.

Climate Change is any long-term significant change in the ‘average weather’ that may have an impact on international relations.

Use of Technology denotes the evolution and availability of technology up to 2030. Demographics (Including Migration and Urbanisation) reflect domestic

population trends related to birth, death, age, income, ethnicity, and the other characteris-tics of a state’s population. It includes migration, urbanisation and other external factors.

Competing Ideologies and World Views deal with alienation and confrontationbased on different values, religion, and historic geopolitical perspectives.

The nine drivers were combined to create four plausible futures. Futures being tools that help form a shared vision from which NATO can explore paths by which the future may unfold.

Strategic surprises were applied to each future to assess inconsistencies includingweapons of mass destruction or a global pandemic, resulting in nearly 40 Risk Conditions.

Risk Conditions are implications of these futures, ranging from failed states, disruption of access to critical resources, increasing ethnic challenges and challenges to values and world views.

Risk Conditions are most relevant linked with a corresponding source of threat, which can be grouped into six categories:

Super-empowered Individuals: individuals who have overcome constraints, conventions and rules to wield unique political, economic, intellectual, or cultural influenceover people and events.

Extremist Non-state Actors: non-sovereign entities expressing extremist values and ideas that exercise significant economic, political or social power and influence at a national, and in some cases international, level.

Organised Crime: a structured group of three or more persons, existing for a period of time, who act in concert with the aim of committing serious crimes or offenses in order to obtain, directly or indirectly, a financial or other material benefit.

Rogue States: states that act without respect for other states or global norms and rules.Confrontational Powers: those powers that are quick to resort to force or

threaten the use of force disproportionately to what is at stake and how it affects their vital interests.

Nature: the manner in which the physical world exists and changes of its own accord,such as weather and geology, and the physical forces that shapes the world.

From the Risk Conditions, 33 security and 26 military implications were derived and further evaluated.

The Security Implications test the fundamental questions of NATO interests: “So what?” and “Why should NATO care?”

The final step in the futures process spotlights Military Implications by asking “How and for what should the militaries of the Alliance prepare in the future?” These implicationsresult directly from the Risk Conditions and Security Implications.

The implications were deduced and refined using the analytical principles of the Five Operational Functions: Command, Sense, Act, Shield, and Sustain (CSASS).

The process clarified what may need to change militarily as the Alliance looks toward 2030, as well as potential new areas of engagement that would have consequencesfor military operations.

The implications derived from the futures reveal an ever-changing security environment,subject to a variety of unforeseeable and dynamic political, social, technological and militarydevelopments. In order to face these challenges, the Alliance must strive to achieve a common understanding of perceived risks and threats in order to anticipate important trends, developments and events.

The implications point to four futures facing the Alliance and related consequences:Dark Side of Exclusivity (Integration, Climate Change, Resource

Allocation, Changing State Capacity): Weak and failed states generate instability inareas of interest, and the states of the globalised world are faced with related strategic choices.

Deceptive Stability (Demographics, Resource Allocation, Friction):Developed states preoccupied with societal change and demographic issues rather thangeopolitical risk.

Clash of Modernities (Use of Technology, Demographics, CompetingIdeologies and World Views): Advanced, rational networked societies with inherentfragility challenged by external authoritarian regimes.

New Power Politics (Friction, Competing Ideologies and World Views,Resource Allocation, Integration): Increasing number of major powers, competitionand proliferation undermine value of international organisations.

At the May 2009 Multiple Futures Project Summary Conference, approximately 250military and political leaders from NATO and Partner Nations met to share the findings of the MFP Final Report, continuing the transparency that has characterised the project from its inception, from the approach employed to the results achieved.

At the conference, NATO Deputy Secretary General, the Honourable Claudio Bisognieroexplained the necessity and appropriate timing of such a study.

“The timing of the project is very appropriate because it fits in perfectly with the workwe are going to start on with the new strategic concept from the Alliance,” he said. “ACTcould not have timed this project better. MFP does not pretend to be a crystal ball, but maps in a clear manner, possible developments in order to broaden our understanding of what can happen in the world in terms of our collective security.”

The recommendations deduced from the MFP study are meant to stimulate an ongoing debate, which recognising that capability-related decisions result from political guidance and reside within an agreed defence planning process.

Ultimately, the study found that no Nation can meet the challenges alone, and the credibility and capability of the Alliance depends on every Nation doing its part.

Multiple Futures Project: Navigating Toward 2030

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ACT’s Support to the Strategic Dialogue: Developing a New Alliance Strategic Concept

The character of the security environment places NATO at a crossroads where crucial choices need to be made, determining the future roles, tasks and missions of the Alliance.

There are potential consequences for the Alliance that are not being addressed by the current Strategic Concept: lessons learned fromAfghanistan and Kosovo, facing the modern adversary, the capability andresource requirements to do so successfully, and an agreement on how the Alliance will use these resources.

The Multiple Futures Project (MFP) is meant to inform and support such a strategic dialogue on challenges the Alliance will face andthe corresponding security and military implications. It does not predict the future or presume political decisions that would determine future NATO roles rather; it provides Alliance leaders with a broad set of ideasand information with which to plan for the future security environment.The MFP, especially its Findings and Recommendations, have resonatedvery positively with Alliance Nations and its Partners, as well as with other international actors and institutions.

Most importantly, the May 2009 North Atlantic Council (NAC) and Military Committee (MC) engagement of Supreme Allied CommanderTransformation, U.S. Marine Corps Gen. James Mattis, and the MFPSummary Conference have disclosed the expectations for ACT to use this product as a building block also to inform and support the process of forming a new Strategic Concept.

Building consensus among Nations for the development of a newStrategic Concept was a long process. The drafting of the ComprehensivePolitical Guidance (CPG) has its origins at the 2004 Istanbul Summit withthe understanding that a consensus for a new Strategic Concept did notexist at the time.

The CPG was intended to offer the Alliance amended strategic guidance with regard to the priorities for all Alliance capabilities issues,planning disciplines and intelligence.

The scope of the CPG was therefore narrower than the one of a Strategic Concept as it aimed to amend those areas, where the implications of the global strategic environment’s development since1999 were greatest.

Both the Strategic Concept and the CPG remain valid documents and the primary reference point for the development of a new Strategic Concept.

Once consensus was established, Nations have, in the 2009Declaration on Alliance Security, tasked the Secretary General to conveneand lead a broad-based group of qualified experts. In close consultationwith Allies, will lay the ground for Secretary General to develop a newStrategic Concept and submit proposals for its implementation for approval at our next summit.

The initial plan for developing the new Strategic Concept was divided into three stages. The first (reflection) phase would serve the qualified experts as a basis for forming the strategic context of theAlliance. This part would be divided into four broad areas:• NATO’s core tasks and functions; the meaning of collective defence and

deterrence in today’s environment, how to confront a broader spectrum

of threats to our populations, NATO’s role in disarmament, arms control and non-proliferation.

• NATO as a part of a network of security actors in contributing to global civil and military crisis management and NATO’s likely tasks with a view to enhancing cooperation with international organisations and NGOs.

• NATO and the Euro-Atlantic security environment: NATO’s role in building security in the Euro-Atlantic area, enlargement and NATO’s partnerships, including relations with Russia.

• Forces and capabilities, including defence planning and transformation. It will also look at procurement at a time of increased financial constraints - that requires flexibility and prioritisation.

The second (consultation) phase is focused on consultation and a discussion with NATO’s Governments and Parliaments. At the end of this stage, the group of qualified experts is expected to brief the NAC and submit the first draft text to the Secretary General for further consultation.

The third stage will then start the drafting and final negotiatingprocess among Nations, to form a consensus on the new StrategicConcept in time for the 2010 NATO Summit in Portugal.

The MFP has provided ACT with both a tool to support the strategicdialogue among Nations, and a mechanism to engage successfully duringall phases of Strategic Concept development.

As ACT will support, inform and assist Nations in the forthcomingstrategic debate, the MFP will also support SACT to deliver his unfetteredmilitary advice on how the Alliance may need to change to meet and shapethe future challenges and threats successfully.

Making Use of the Multiple FuturesProject: A Tool for Transformation

Allied Command Transformation’s (ACT) Multiple Futures Project (MFP)provides a framework for the strategic assessment of the future and an under-standing of its corresponding security and military implications for the Alliance.

It informs the strategic decision-making process with regard to the future role of NATO and the capabilities required for that purpose.

The SACT military advice on MFP took into account the engagements with NATO nations, Partners, and a variety of international, governmental, and non-governmental experts.

This transparent way of conducting work has resonated very positivelyamong Alliance members, who have been kept informed and engaged during all stages of the process.

While the MFP Findings and Recommendations did not seek endorsement, expectations have been voiced for ACT to use the MFP as a springboard, a building block for three broad Lines of Effort (LoE) in ACT that includes informing and supporting a new strategic concept development, supporting policy forming processes and aligning transformation work.

In order to leverage the work of the command in the above three areas, an MFP Implementation Director has been appointed to build situational awarenessacross the command, support ACT’s outreach and oversee the development of a coherent and synchronized action plan of tasks and activities within ACT.

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On May 5, Supreme Allied Commander Transformation (SACT), U.S.Marine Corps Gen. James Mattis, delivered his military advice to the NorthAtlantic Council and the Military Committee on how NATO may need tochange to meet and shape the future challenges and threats facing theAlliance, based on the Multiple Futures Project (MFP) Findings andRecommendations.

In his address he emphasized that ACT would support and assistNations in a number of areas covered by the MFP, including evaluatingnational defence plans, modernising defence scenarios, influencing conceptand strategy development, updating training and educational curricula and informing the new NATO Defence Planning Process (NDPP).

The NDPP aims to better support NATO and Nations in theseefforts by providing a framework within which national and Alliance defence planning activities can be harmonised to meet agreed targets in the most effective way.

“Maintaining our Alliance solidarity and national commitment in theface of future adversaries should remain one of the Alliance’s very highestpriorities,” said Canadian Navy Cdr. Rick Perks, Multiple Futures ProjectManager, referring the Gen. Mattis’ address to the North Atlantic Counciland Military Committee. “In order to fulfil this obligation the developmentand maintenance of essential capabilities and most importantly the will to make them available when called upon is of utmost importance. It isclearly the ability and willingness of Member nations to aid each other that provides the strength of our Alliance and is the fundamental

Multiple Futures Project Influences Defence Planning Process

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Inform, support and assist the process of forming a new Strategic Concept.

Supreme Allied Commander Transformation, U.S. MarineCorps Gen. James Mattis has provided his military advicein a timely manner to offer support to the Nations in theongoing strategic dialogue and inform leading processessuch as the development of the new Strategic Concept.

The work on the MFP and the commander’s leadership has built goodwill and credibility for ACT to continue to support the strategic dialogue.

As the way forward regarding the development of the new Strategic Concept evolves, MFP will providethe basis for the support to SACT for the announcedhigh-level events, and inform the deliberations by Nations, as appropriate.

In this regard, ACT will follow the NATO SecretaryGeneral’s plans for the development of the StrategicConcept workshops and identify supporting issues also from the context of the MFP.

Support Alliance policy forming processes, as the appropriate decision-making bodiesdevelop their guidance.

By strenthening ACT’s interaction with NATOHeadquarters through SACT Representative in Europe(STRE) and the Staff Element Europe (SEE), ideas andsubject matter expertise should be timelier and readilyavailable to inform and support the deliberations ofappropriate committees and working groups.

It is in this framework that the MFP can support e.g. the NATO Defence Planning Process by initially informing the formation of the appropriate political guidance for the planning process and subsequently be considered as future capabilities are analysed and developed.

Strengthen, focus and better align ACT transformational work across all staff functions.

As a headquarters, ACT is making a concerted effortthrough an assigned MFP Implementation Director toconsider the MFP Findings and Recommendations in new and existing work and transformational outputs.

The MFP informs the ongoing evaluation and building of the transformational agenda and its development through interaction with nations, NATOHeadquarters and Allied Command Operations (ACO).

Under this line of effort, pro-active activity suchas the Bi-Strategic Command Countering Hybrid ThreatsIntegrated Project Team has been established and theMC has approved the development of a concept for countering hybrid threats.

Transformation is not confined to the militarydomain alone and the ability to adapt quickly is key at the institutional level. With an ever-broadening Alliance agenda, issues quickly cross traditional domain boundaries and slide from the political through defence to military and back.

ACT has to be agile, well-informed and knowledgeable of these developments. The staffs on both sides of the Atlantic need to build well-working relationships, at all levels and across the political,defence and military domains. Now, more than ever, is the time for staffs to take advantage of the work done in the MFP and use it to maximum benefit.

precondition of our collective defence.”The NDPP will facilitate the timely identification, development

and delivery of required forces and capabilities that are interoperable and adequately prepared, equipped, trained and supported to undertake the Alliance’s full spectrum of missions.

“The Alliance will have to maintain existing, and in some cases develop new, capabilities and adapt its structures to address the emergingsecurity challenges and the changing character of war,” said Perks.“WhileNATO cannot eliminate the element of surprise, we can work to prepareourselves through foresight work like the MFP – doing our best to identifycritical challenges. Ultimately to reduce transformational risk and improvethe ability to adapt with less difficulty when threats and surprises arise.”

The implementation of the NDPP requires a significant change inAlliance working practices, potentially giving ACT some important newresponsibilities in identifying NATO’s military and non-military capabilityrequirements. The MFP Findings and Recommendations may also informthe preparation of the corresponding political guidance in the initial step of the NDPP and the subsequent analysis and development of needs and capabilities.

Additionally, ACT will also take the MFP Findings andRecommendations into account when preparing its engagement plan for the establishment of supporting policy guidance documents, which will follow the delivery of the new strategic concept. While indirectly, this too will also inform the NDPP into the future.

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ACT ProvidesTraining Supportto Current OperationsBy ACT Joint Education and Training

Allied Command Transformation (ACT) Training Support to CurrentOperations Branch is assisting NATO personnel involved in operations within the Alliance.

The activities of ACT training support are reducing the number of casualties in theatre and helping change policies and training to improve effectiveness of the Alliance and reduce the chances of repeating mistakes.

ACT specialises in supporting NATO Education and Training efforts. ACTprovides support to all ongoing NATO current operations such as the InternationalSecurity Assistance Force (ISAF) in Afghanistan, the NATO Training Mission Iraq(NTM-I), the Kosovo Force (KFOR) and the NATO Response Force (NRF).

ACT also conducts engagement with the African Union, U.S. JointMultinational Readiness Center (JMRC), Joint Analysis and Lessons LearnedCenter (JALLC) and various NATO commands.

ACT oversees, coordinates and accomplishes tasks involving training support to NATO operations and missions.

It develops direction and guidance, plans, coordinates and facilitates trainingsupport to current operations, missions, or supported operational commanders.

It is the primary point of contact for requests initiated by external com-mands or activities on matters relating to training support to current operations.

The command has three primary roles in providing training support to current operations: • Responsible for management of ACT support to commanders of NATO

operations and missions through in-theatre and out-of-theatre training, education and exercise initiatives.

• Provides assessment support to commanders of NATO operations and missionsthrough the development and conduct of assessment initiatives, implements and monitors the overall progress of training and education provided by NATO.

• In support of the operational commander, ACT conducts Staff Analysis Assessment Visits (SAV/AAV) for NATO-led missions and NATO-mentored institutions.

ACT’s Counter-Improvised Explosive Devices(C-IED) Integrated ProductTeam (IPT) is working to reduce the number of deaths by IEDs. The IPT is workingto develop a fully integrated C-IED capability designed to defeat the IED system in order to deny the ability to source, manufacture and deploy IEDs.

ACT currently provides 33 courses and training in countries to includeSpain, Norway, Germany, Ukraine and Hungary. These courses include the Train the Trainers (T3) Course, Weapons Intelligence Training (WIT) Course, TacticalOperations in an IED Environment (TACOPS) Course and the Staff OfficeAwareness Course (SOAC).

ACT training support also provides Mobile Advisory Teams (MATs) that targettraining to individual specialist in headquarters staffs prior to larger collective train-ing. The goal of the MAT is to help Nations build their own C-IED training capability.

These activities keep ACT fully occupied throughout the year. As long as NATO is involved in operations, ACT will continue to work tirelessly to provide the best training support available.

4 The Transformer

ISAF's Regional Command West's SpanishMedical Evacuation (MEDEVAC) pilots conduct a landing during in Herat,Afghanistan. ACT’s Training Support toCurrent Operations Branch is assistingNATO personnel involved in operations byworking to reduce the number of casualtiesin theatre and helping change policies andtraining to improve effectiveness of theAlliance. ISAF Photo by U.S. Navy Petty Officer 1st Class Monica R. Nelson.

ACT Provides Lessons LearnedBy ACT Joint Education and Training

Allied Command Transformation (ACT) isassisting NATO personnel in capturing the lessonslearned identified within the Alliance.

ACT’s Lessons Learned (LL) Core Staff develops NATO-wide Lessons Learned capabilitiesacross Doctrine, Organization, Training, Materiel,Leadership, Personnel, Facilities and Interoperability(DOTMLPFI). This includes supporting the developmentof NATO Lessons Learned processes, training, toolsand information sharing systems.

U.S. Navy Cmdr. Michael Hallett explains how ACT is developing NATO Lessons Learned.

“Lessons Learned is a meta-capability,” saidHallett. “It makes other capabilities better. The aim of Lessons Learned is not to simply gather knowledge,but to apply the understanding developed throughexperience to make practical improvements to NATOcapabilities in areas like fires, maneuver, logistics and to support operational forces.”

ACT enhances the Lessons Learned process in three ways:• Providing training to Lessons Learned staff officers

in both the NATO command structure and in National Lessons Learned organisations. Actual implementation of the lessons learned is in many

ways the most difficult part of the Lessons Identified to Lessons Learned process.

• The handling and management of analysis reports from the Joint Analysis Lessons Learned Centre (JALLC) and other analysis organisations. This activity includes coordination with the Allied Command Operations (ACO) for the development of the analysis requirements list and the ACT related implementation activities indicated by the reports.

• Enhancing the support of ISAF and other operational Lessons Learned activities. ACT works closely with ACO, Allied Joint Force Command Headquarters (JFC) Brunssum, and the ISAF Lessons Learned leadership to enhance capabilities.These capabilities, which are already very good, continue to improve through these ongoing efforts.

ACT, working closely with the other membersof the NATO Lessons Learned community, continuesto strive to improve the capability in order to facilitatethe learning necessary to improve NATO’s operationalcapabilities and achieve Alliance objectives.

ACT’s Lessons Learned is constantly changingand adapting to the increasing NATO responsibility.ACT will continue to support the Nations with training,tools and information sharing systems within the Alliance.

French Soldiers from the 1st Armored Company providecover for their embedded engineering corps as they patrolan area east of combat Outpost Dabo in the Uzbeen Valley of Afghanistan. ACT, working closely with the other members of the NATO Lessons Learned community, continues to strive to improve the NATO’s operational capabilities and achieve Alliance objectives. ISAF photo by U.S. Navy Petty Officer 1st Class Terry Matlock.

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By Mike Channon, JET Education and Individual Training

BackgroundBy direction of NATO’s Military Committee, the Supreme Allied Commander Transformation(SACT) and his staff are charged to deliver NATO-specific Education and Individual Training(E&IT) within the NATO Command Structure (NCS).

NATO Education and Individual Training Management System (NEITMS) meets this requirement and is now a key factor in the effective implementation of Education and Training throughout NATO.

NEITMS is a product-centric, training management system that defines, designs,develops, delivers, evaluates, validates and manages E&IT in a way that ensures training in NATO has the desired effect.

NEITMS was developed and in place prior to the completion of the recent NATOEducation, Training, Exercise and Evaluation (ETEE) Study Report but a huge benefit is thatNEITMS already satisfies most of the recommendations in the report that relate to E&IT.

NEITMS ImplementationTo guarantee successful implementation, NEITMS needed to have both Quality and Quantity Control processes.

Quality is assured using the tried and tested Systems Approach to Training (SAT)model. SAT is not new. It has been around in one form or another for over 50 years andgoes by different names such as Instructional Systems Design (ISD) or the ADDIE model(Analysis, Design, Development, Implementation, Evaluation) but essentially they are the same.

Most commercial organisations and Nations use SAT for their own purposes but ithas not been used systematically in NATO until recently. NEITMS chose SAT because it is arisk-free, proven, quality assurance model that is flexible and responsive. It features a loopof the interdependent functions of analysis, design, development, conduct, evaluation andvalidation as shown in the above diagram and it is this cyclic and systematic approach thatenables E&IT to meet operational requirements and react quickly to any changes in them.

Quantity control will be achieved using a Bi-Strategic Command (Bi-SC) NATOEducation and Individual Training Management Board (NEITMB). Quantity control is all about product management: managing activities, resources and priorities to ensure theright numbers of the right people are trained at optimum times in the right training facility to meet operational and organisational requirements.

It undoubtedly represents a challenge, particularly with the way NATO is structuredand the differing relationships and controlling authorities for the Education and TrainingFacilities (ETF), but it is one we are confident we can meet. The NEITMB, expected to be fully operational in 2010, comprises major E&IT stakeholders from the strategic commands, appropriate agencies and ETFs.

ApplicabilityNEITMS applies to all E&IT within the NCS and all NATO courses provided by ETFs, Centres of Excellence (COE), Partner Education and Training Centres (PTC) and contractedor other providers. To facilitate interoperability and common understanding, NATO andPartner Nations are encouraged to adopt NEITMS, or similar systems, when developingE&IT that may benefit NATO.

SummaryNEITMS provides coherent, holistic management of E&IT within the NCS. It ensures that NATO E&IT is justified and:• Developed efficiently and affordably• Delivered by the facility best equipped for the task• Provided to the right audience, in the right numbers at the right time

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• Evaluated against the Learning Objectives, and• Validated against the requirement

NEITMS is output-oriented and demands quality products. It provides process andguidance, mainly for non-training specialists, but it does not mandate how training should be developed or delivered; that is the left to the training providers. It is a cornerstone for effective implementation of the ETEE Study Report recommendations and crucial to executing effective education and training in NATO.

NEITMS - theTransformational Meansof Effecting NATO Education and Training

ACT Reviews NATO Education,Training, Exercises and Evaluations

In late 2007, the NATO Military Committee (MC) directed Allied CommandTransformation (ACT) and Allied Command Operations (ACO), with ACT in the lead and ACO in support, to examine NATO Education, Training, Exercise and Evaluation(ETEE) then implement approved outputs.

The purpose of the NATO Education, Training, Exercises and Evaluation (ETEE)Study is to review gaps, barriers and deficiencies in the provision of ETEE with the aimof improving efficiency, effectiveness and affordability.

An Independent Study Team’s delivered their recommendations April 15 after18 months of work on the study. Bi-Strategic Command (Bi-SC) analysis of the study’s116 recommendations was completed and 13 distinct areas were identified for action.

The holistic review of recommendations and findings were presented to theMilitary Committee July 14. All levels including ACT, ACO and NATO Headquarters haveagreed to enact these recommendations in accordance with current responsibilitiesand authorities, pending additional direction and guidance from the MC.

As ACT continues to lead the way on the study, an action plan has been developedand project teams organised to begin work on implementing the recommendations.

ACT will use the Management by Deliverable process to synchronise theefforts to implement and identify those areas where chain of command advice orinvolvement may be required. While some of the recommendations will be implementedwithin the next year, there are more difficult tasks which are projected to take up to 30 months to implement.

ACO and NATO Headquarters are also beginning to organise action plans to support implementation of the study results. A key challenge for ACT will be to synchronise the efforts across all stakeholders and organisations to ensure that implementation is as smooth as possible and to avoid overlapping staff work.

This study is deemed highly successful thus far and efforts to keep implementation on track will be considerable. Norwegian Army Major General Kjell-Ove Skare, ACT’s Assistant Chief of Staff for Implementation described benefits and ultimate output of the ETEE Review.

“We have maintained the independence of the study team to ensure that an unbiased viewpoint was received,” said Skare.“The results provide a holistic set of recommendations which will certainly improve the delivery of ETEE and therebyincrease the training and preparedness of the NATO Nations’ men and women to respond to the needs of the Alliance.”

A final point is that, while this study was not fully synchronised with the new Peacetime Establishment (PE) Review, progress of implementation is planned to analyse successes and to inform the next expected PE Review.

The success of this study depends heavily on the active engagement of NATOentities and Nations in order to develop a common understanding of both the ETEErequirements and how NATO can improve the way it meets these requirements.

The desired end state of the study is to improve the way Allied Headquartersand Forces are trained to plan and conduct integrated joint combined operations withpartners and cooperating civil organisations to accomplish NATO agreed missions and level of ambition.

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NPETN Provides Forum for NATO, PartnersBy ACT Joint Education and Training

With an increase in operational requirements and a reduction in resources, ACT has found a way to meet the challenges of individualtraining while enhancing training capabilities, increasing effectiveness and reducing costs.

The answer to the challenge is NATO & Partners’ Education and Training Network (NPETN), which allows NATO and Nations to work together to ensure there is, when possible, a unity of

effort, ensuringresources are sharedwith no unnecessaryrepetition of education and training develop-ment or delivery.

This socialnetwork estab-lished in 2005seeks to bringtogether allNATO andNational trainingand educationinstitutionsincluding NATO

Education and Training Facilities (NETF), NATO Centres of

Excellence (COE), Partner Training Centres (PTC) and national facilities. By learning what Nations are developing and delivering to support

their educational and training needs, NATO can utilise this knowledge toimprove their planning and delivery, working with other institutions to share resources or reduce development costs and time by working together.

As NATO’s catalyst for change, ACT desires to enhance its relationships between Nations, strategic commands and all education and training institutions in order to ensure new ideas, procedures, tacticsand lessons learned are incorporated into NATO’s education structure tofacilitate the further transformation of capabilities.

As stated in the latest Education, Training, Exercise and Evaluation(ETEE) review, coordinating the education and training under the currentcommand and control relations of the NATO Education and Training spectrum is a real challenge, and NPETN has supported Nations and education and training facilities in this endeavour. The way ahead with the expected implementation of latest review would and could increase the effects of the NPETN in a far better way.

Key successes include providing timely information to NETF, utilising multi-national assets such as COEs to deliver training and education to NATO, having national institutions such as PTCs facilitateNATO education and individual training events and sharing of AdvancedDistributed Learning (ADL) courseware and development.

ACT Staff Members Transform Public SpeakingBy Paul Thurkettle

Public speaking is well known as the second biggest fear for people just slightly less than the fear of death. Add tothat, speaking in a non-native language, and sometimes to seniorofficers, and you have a good reason why Allied CommandTransformation recently started a Toastmasters Club.

Transformational Toastmasters is part of theToastmasters International Organisation, established in 1924, has chapters in 106 countries and more than 12,500 members.

Toastmasters seek to improve personal presentation andleadership skills by guiding you through a variety of discussionssupported by a series of manuals designed to build your preparation and delivery skills.

Public speaking skills are further developed at club meetings, where you may be called upon to speak spontaneously on unprepared subjects. Additionally, you may be called upon toperform meeting roles such as grammarian, ‘ah’ counter or speech evaluator.

This gives members a chance to build communication, listening and English skills. This is all done in a friendly, fun environment where ACTstaff, both native and non-native English speakers,come together twice amonth over lunch to deliverprepared speeches andother clubs activities.

The club presentlyhas ACT staff membersfrom nine countries and open to all ranks, civilians,and contractors.

The ACT Transformational Chaptermeets on the first andthird Wednesday of eachmonth, normal n the SACLANT or Brussels conference rooms.

For more information on Transformational Toastmasters,contact Paul Thurkettle or Marius Serbeski or visit the website at: http://transformational.freetoasthost.biz/

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As the preparations for the implementation of the new NATOCommand Structure gather pace, the command has decided to take a number of steps to better position ACT for a successful change-over to the new structure in the beginning of next year.

Following the approval of the ACT Initial State PeacetimeEstablishment (ISPE) and the recent agreement of the provisional Flags to Posts in the new structure, and while the Nations to Posts negotiations

are ongoing, we want to further prepare the ground for the implementationof the future ACT structure in two ways:

First, with effect from 1 July, we will realign the reporting lines of a number of HQ SACT (Sub) Divisions where such realignment supports the implementation of the new structure. The transitional ACT structure is depicted in the centerfold.

Following the changes, ACOS C4I and DACOS Log will report directly to DCOS Transformation. DOM will be realigned under DCOSTransformation Support, alongside the Resources Division. ACOSImplementation will be realigned under DCOS Joint Force Trainer while stillreporting to DCOS Transformation on Experimentation and Assessment.

Second, we will establish an “initial capacity” in the new organizationalelements of our future structure ahead of the full transition. This will be

Coming Soon: Transitional ACTOrganisation

achieved by reassigning a limited number of personnel to positions in someof the key new cells in the new establishment.

The command’s top leadership is working to make these adjustmentsas seamless as possible.

“Most of the staff will not see a significant change in their individualday-to-day responsibilities. This is mainly an organisational exercise thatrealigns some reporting lines,” said Royal Navy Vice Adm. Robert Cooling,Chief of Staff, Allied Command Transformation.

Although the changes will not impact most personnel within the headquarters, there are a few key elements that the realignment will affect.“There will be a little bit of a change for the senior flag officers and generalofficers in this command. They’ll work for different people and work with different people.”

These changes are consistent with and clearly support the command’saspiration to implement the new ACT structure as soon as feasible andwhen authorised while maintaining mission effectiveness and output.

“We are ensuring that the current structure continues to operateand deliver our products to our customers, while also preparing the groundwork for a successful transition to the new structure, particularly at the flag and general officer level,” said Cooling.

The transitional ACT structure is an important and tangible steptoward the change-over to the new ACT structure.

“The overall PE implementation timeline is primarily driven by theongoing civilian and military reorganisation processes, which are contingentupon the Nations’ agreement to key elements thereof, most importantlytimely End State PE (ESPE) staffing and approval,” said Cooling. “We willkeep the staff informed at every key milestone we reach in the PE processand of course of any change in the estimated date of the complete transition.”

The July 1 date was selected because of the rotation of some senior flag and general officer that has occurred recently and other rotations planned over the summer. The change-over to the four-pillar structure is expected February 15, 2010.

“The adaptations depicted on the organisational chart are a tangible step we want to take now to better position ourselves for a successful transition to the new ACT structure.”

— ACT Chief of Staff Vice Adm. Robert Cooling

7

Interview with Vice Adm. Robert CoolingACT’s Chief of Staff, Vice Adm. Robert Cooling discusses the upcoming Peacetime Establishment (PE) Implementation

Q. Why are we making these changes?A. To answer this properly, it is worth reviewing a bit of the background. You will be aware that froman organisational point of view, the PE implementa-tion will see the migration of ACT’s current functional domains into three output-oriented pillars:Strategic Plans and Policy (SPP), CapabilityDevelopment (CD) and Joint Force Trainer (JFT),

and one management pillar: Integrated ResourceManagement (IRM).

This four-pillar structure will support anenhanced capability development process and allowa more integrated approach to individual trainingand education to respond effectively to new operational and transformational requirements. We are therefore very keen to implement the newACT structure as soon as feasible and practicable.

The realignment of the reporting lines for a number of HQ SACT (Sub) Divisions is apreparatory step to bring us closer to the futureorganisation. Indeed, following these changes,ACOS C4I and DACOS Log (as precursor of ACOS Joint Deployment and Sustainment) will

formally focus on and directly support capabilitydevelopment, as will be the case in the new structure.

The realignment of DOM under DCOSTransformation Support, alongside the ResourcesDivision, is also a precursor of the activation of theIRM pillar and should increase synergies betweenthose two divisions.

The realignment of ACOS Implementationunder DCOS JFT, while still reporting to DCOTransformation on Experimentation andAssessment, will improve oversight and coordination of all matters related to the imple-mentation of the “JFT” pillar in the new structure.

(continued page 8)

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8 The Transformer

Interview with Vice Adm.Robert Cooling (continued from page 7)

Bottom line: we are ensuring that the current structure continues to operate and deliver our ‘products to our customers, while also preparing the ground for a successful transition to the newstructure, particularly at the flag and general officer level.

Q. How come some elements on the chart are circled in red?A. There are a number of new organisational elements that appear in the future ACT structurewhich currently don’t exist: Joint Force Trainer (JFT),Programme and Planning Management (PPM),Corporate Communications (CC) and IntegratedResource Management (IRM) are the most prominent examples.

When we first discussed how to best transition to the new structure we quickly came to the conclusion that we should establish early on in the process an “initial” capacity in those neworganisational elements. The aim is to get these new elements up and running, to properly define and validate their working processes and, in doing so, allow for a smooth transition to the new ACT structure in the coming months.

Transitional ACT Organisation Structure

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The transitional DCOS JFT Office was established a few weeks ago on arrival of LTG Viereckand it’s the command’s intent to initiate PPM, IRMand CC cells in the coming weeks.

Q. Why are we introducing the changes now?A. In the last weeks we have reached two important milestones in the PE process: First,

our Initial State PE (ISPE) is now formally approved,which means that our detailed future organisation,with the associated statements of functions, andevery single billet have been validated and agreed.Second, the Chiefs of Defence have recently reachedagreement on the allocation to Nations of Flag positions in the new structure.

These decisions provide us with a solid foundation on which we can further progress the

9

preparations for the transition to the new structure.Against that background, the adaptations depicted on the organisational chart are a tangible step we want to take now to better position ourselves for asuccessful transition to the new ACT structure and to clearly signal that the preparations for the transitionto the new ACT structure are underway.

The July 1 date has also been chosen in light of the rotation of some senior flag and general officersthat occurred quite recently and others that areplanned over the summer.

Q. How will the changes affect the staff?A. Most of the staff will not see a significant change in their individual day-to-day responsibilities or whomthey directly work for. Let me also emphasise that byand large, this is mainly an organisational exercise andthat, in principle, nobody will have to physically move as a consequence of the realignments of reporting lines.

The depicted changes of reporting lines willmainly affect the senior leadership in the command in that they will work for different people and with different people. Other than that, the statements of function and responsibilities of the ACOS andDACOS concerned should remain unaffected.

The early establishment of the initial PPM, IRM or CC, however, will require some internal reassignments ahead of the actual transition. Thesetransfers will be done on the basis of the personnel continuity plan and, for military personnel, in close consultation with their NLR.

Q. When will we change to the new structure?A. You need to understand that the overall PE implementation timeline is primarily driven by the ongoing civilian and military personnel reorganisationprocesses which are contingent upon nations’ timelyagreement to key elements thereof. Initially, we hadhoped that we could transition to the new structuresometime this Fall, but as the approval process of our ISPE took longer than expected, we now anticipatethe change to the new ACT structure to occur earlynext year. For planning purposes, we have identified 15 Feb. 2010 as target date, but will need to keepthis constantly under review as things evolve. We will keep our staff informed at every key milestone we reach in the PE process and of course of any change in the estimated date for the switch to the four-pillar structure.

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10 The Transformer

ACT Prioritises Future Planning Efforts By NATO Defence Planning

An Allied Command Transformation (ACT) initiative emerged in 2007 identifying the top capabilities which offer the greatest potential to improve Alliancemission effectiveness and interoperability by integrating NATO’s near-, mid- andlong-term requirements into a single list.

These capabilities were influenced by the following: the Bi-StrategicCommand (Bi-SC) Minimum Military Requirements; the 2007 DefenceRequirements Review with the near-term urgent capability improvements needed by the commander in ISAF; more than 20 Lessons Learned reports; the Comprehensive Planning Guidance; and the Long-Term Requirements Studies.

Several items headed this list including capability improvements for NATO commanders in the field to effectively command assigned forces, ensure the headquarters and forces are adequately trained to perform assigned missions, and provide the necessary awareness and understanding to effectively conduct operations.

“We’ve aligned our 2009 to 2014 programme to ensure our near-termand long-term capability and training efforts are contributing to the improvement of these specific top ten capabilities, which will help us bring these capabilities to fruition,” said Norwegian Army Maj. Gen. Kjell Skare, Assistant Chief of Staff,Implementation.

ACT is placing specific emphasis on improving the effectiveness of AllianceCommand and Control systems to exchange information between NATO andNational systems, and between classified and unclassified networks.

Within the training arena, ACT is focused on constantly improving its training of headquarters, key leaders, and ‘train the trainer’ programs in preparation for current and future operations.

“Of particular note, are ACT’s initiatives to better leverage modern modelling and simulation opportunities and to connect national and NATO trainingcapabilities together,” said Skare. “The goal is to enhance the effectiveness andreduce the costs of multi-national and joint training, as well as the ability to bettertrain with non-NATO members.”

ACT will enhance capabilities that build on improving situational awarenessneeded to effectively conduct missions and is focused on developing the standardsand procedures to better manage information and intelligence needed to meetNATO’s military responsibilities in support of a Comprehensive Approach. “While ACT will contribute significantly to each of the top capabilities we’ve identified, the potential exists to do much more,” said James Soligan, Deputy Chief of Staff, Transformation. “ACT sees great potential in accelerating the delivery of capabilities in the areas of enhancing the deployed commander’s abilityto more effectively command assigned forces, in providing the commander andforces the awareness and understanding to effectively conduct operations, and in accelerating delivery of enhanced training capabilities.”

With additional funding and adequate manpower ACT can accelerate, possibly by years, the delivery of many of these Alliance capability improvements.

“We can do this because we have improved the link between our programme of work and the capabilities the Alliance requires in the 21st century,” said Soligan. “Through this initiative, Nations’ investment in ACT is matched to the capabilities required by our stakeholders.”

ACT’s future planning efforts culminated into the Bi-SC “Top 50 CapabilityShortfalls”, which was recently renamed Priority Shortfall Areas (PSAs) in order to accommodate the recently approved NATO Defence Planning Process (NDPP).

The PSAs provide the Alliance with a single compilation of capabilities thatthe strategic commands feel will offer the greatest potential to improve Alliance

mission effectiveness andinteroperability in the near,mid- and long-terms.

The capabilities ultimately included inputs from Planning Domains, Nations, and Crisis Response Operations Urgent Requirements and all were informed by the Multiple Futures Project (MFP).

Prior to its adaptation to PSA, the Bi-SC Top 50 was validated and prioritised by a Bi-SC Flag Officer and General Officer conference in March 2009under the full transparency of Nations and NATO Headquarters.

The PSA represents the best military advice the NATO strategic commands can offer today with the objective of developing of fully capable militaryforces for NATO that are ready to meet the challenges the Alliance may face.

“The PSAs represents a very important step forward in capability development,” said Soligan. “It supports the adapting defence planning processwell, and there is no intention to alter or replace the analytical logic of the currentDRR process or the NATO Defence Planning Process under discussion.”

On the contrary, he explained, recognising the improvements envisioned,and the comprehensive approach, the PSAs evolved because the capability short-falls derived from the DRR 2007 alone came up short in being inclusive of allshortfalls and did not include insights from Planning Domains, the Multiple Futures Project, lessons learned and other sources mentioned above.

The Bi-SC ambition for the DRR 2012 is to get this right in the front-endof the requirements derivation work and the output will complement the new NDPPby providing a compilation of the shortfall areas. The Bi-SC PSAs, with full trans-parency and traceability, represents the best Bi-SC military advice we can offer for Alliance consideration. It also provides a level of detail which may be useful andactionable for NATO and Nations. Furthermore, the PSAs results and the findingsof the Bi-SC Suitability and Risk Assessment (SRA) are coherent.

This timely Bi-SC PSAs is a vehicle that may be used to inform, focus andalign the work of Nations and NATO in order to address the most important capabilityshortfalls that constrain potential Alliance operations. It should be taken as the Bi-SC’s best unfettered military advice and recommendation on which capabilitiesoffer the greatest potential to improve Alliance mission effectiveness and inter-operability. It does not presume political decisions that will determine which capabilities NATO and nations will develop. This will remain a national prerogative.

The Bi-SC PSAs is intended to serve as a reference for Nations, NATOagencies and NATO HQ committees, working groups, and boards to align theirwork. Nations may use it to cross check their military capability goals in support of NATO's Level of Ambition and to inform or align their capability development programmes. Nations will ultimately decide how the Bi-SC PSAs will be handled and taken into account.

A Danish soldier patrols outside the Mayai Village of the Gureshk District inHelmand Province. ACT’sdefence planners are workingto enhance capabilities thatbuild on improving situationalawareness needed to effectively conduct missions.ISAF Photo by U.S. Navy PettyOfficer 2nd Class Aramis X.Ramirez.

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11

The next publication to be pushed forward for ratification is the C-IED terminology and lexicon.Once this has been ratified, the C-IED Doctrine and Training STANAG will be revised with NATO approved terminology and lexicon. NATO’s C-IED WG is currently being chaired by ACT’s C-IED IPT leader, U.S. Navy Capt. Dave Culler, but it is expected to be turned over to a voluntary nation in the near future.

In the fall of 2008, the C-IED IPT, assisted by ACTs’ JEEA-OE Branch and JWC, carried out a Command and Control Experiment at JWC, Stavanger to derive an understanding about, and contrast the ability of, Head Quarters, C-IED Organizations and C2 Structures to perform tasks to better defeat the IED system and device.

The experiment proved extremely successful identifying the most likely organization for a C-IED Cell, the optimum information flow and a set of standard operating procedures for C-IED operations. A follow on experiment is scheduled for fall 2010 to validate the findingsfrom the first trial. The final results from these experiments will, eventually, be incorporated into future C-IED Doctrine, will impact the way we train C-IED Operational Staff and support the development of future NATO Deployable Joint Staff Elements.

On the training front, the C-IED IPT has developed, and is responsible for, a number of pre-deployment C-IED training courses available to NATO, Partnership for Peace (PfP) andTroop Contributing Nations (TCNs). In January 2009, all courses were updated incorporatingfindings from ACT’s C-IED Training Needs Analysis and the ratified C-IED Doctrine and TrainingSTANAG. ACT’s C-IED courses include: • Tactical Operations in an IED Environment. Developed to provide Junior Commanders with a common understanding of the threat and reactions to Improvised Explosive Devices (IEDs) at the tactical level in support of NATO led operations. The course concentrates on generic andISAF specific C-IED, Tactics Techniques and Procedures (TTPs), Opposing Military Forces (OMF)TTPs and tactical operations within a high threat IED environment. This course is held in Izmir, Turkey. • C-IED Train the Trainers Course. A ten day course segregated into Tactical level training thefirst week, then Unit and Battle Staff level training the second week. The aim of the courses isto provide enough knowledge and information to allow officers and senior NCOs to return to theirnational training organisations/units and deliver C-IED pre-deployment training at unit and battlestaff levels. This course is held at the Joint Multinational Readiness Centre in Hohenfels,Germany or a national training centre developing a similar capability.• The Operational Staff Officers Awareness course. This course is intended to provide NATO C-IED Staff Officers with a common level of understanding of the threat, reaction to IEDsand staff processes associated with C-IED operations in support of NATO led operations andoutline the way forward for NATO to assist in the development of national and command HQlevel capability in this area. This course is held at JWC in Stavanger, Norway or a nationaltraining centre developing this capability.

Other capabilities that support ACT’s C-IED training efforts include the ACT’s C-IEDAdvanced Distributed Learning (ADL), which is accessible on the NATO unclassified website,and access to JFCOM’s Knowledge Information Fusion Exchange (KnIFE) to support trainingthrough lessons learned.

In 2007, the IPT developed the Mobile Advisory Team (MAT) with the aim to assistnations with the development of a national training capability. The MAT has successfully engageda total of 12 NATO, PfP and TCNs in 2008 and 2009 to help them identify their capabilitygaps, and to assist and advise those nations on a strategy for the development of their ownnational training capability; most often a Train the Trainer like capability. To date, the followingnations have utilized this robust capability: Canada, France, Hungary, Iceland, Italy, TheNetherlands, Poland, Romania, Spain, Croatia, Sweden and the Ukraine. It is expected severalof these nations will have a national training capability by the end of 2009 and early 2010.ACT, with concurrence from the nations, plans to have some of these national course accredited through NATO, which will allow them to be utilized by other nations for C-IED training, further enhancing the training capability of the alliance.

ACT’s C-IED IPT will continue to dedicate its energy to supporting nations preparing to send troops into harm’s way and those developing of a national C-IED capability. IEDs willcontinue to be our adversary’s weapon of choice and therefore our dedication as an Alliance to defeating them must be our number ONE priority.

Improvised Explosive Devices (IEDs) are, and will remain, the weapon of choice for adversaries for the foreseeable future. Over 70 percent of the coalition casualties inAfghanistan in the first half of 2009 have been attributed to IEDs.

Unfortunately this percentage has risen each year. It is a tactical weapon that can and does have strategic effects. In Afghanistan, NATO forces rarely face force-on-force engage-ments against the Taliban or Al Qaeda due to our superior training, equipment and firepower.

Our adversaries are well aware this type of warfare would prove futile to their effortsand objectives; hence they resort to improvised weapons planted in the side of roads, in vehicles or on suicide bombers.

Their objective is to kill and maim as many as possible in an effort to strike fear in theindigenous population, undermine the government and weaken the resolve of the coalition forcesand their governments. It is a war of patience and our adversaries are well aware that time is on their side.

In order for our adversaries to effectively carry out IED attacks with any consistent success, a proper IED system must be established to work and support the operations. The IED system will consist of financers, suppliers, planners, bomb makers, emplacers, triggermenand exploiters (enemy exploitation records our actions during and post IED events to validate the effectiveness of the attack and to learn from our actions so their tactics can be adjusted on subsequent attacks).

Exploitation through video (video is often used as propaganda and is rapidly sharedthrough the internet) is also used as a recruiting tool and to weaken the resolve of our coalitionforces and governments.

The most effective way to limit the effectiveness of this threat is to go after those whomake up the IED system – Defeat the IED System. For example, if you kill or capture the bombmakers in a specific area of operations, the IED incidents will most likely go down dramaticallydue to limiting the capability of, or removing totally, the ability to produce IEDs.

Building IEDs is considered a specialized skill set for our adversaries and therefore it takes time to recruit those who can fill this capability void once they have been removed fromthe IED system. This is equally true for other key positions as well including the financer, theplanner and the supplier of weapon materials.

It is crucial that our forces have the proper training, technology, equipment and tactics, techniques and procedures (TTPs) to effectively Defeat the IED System – from properIntelligence (human, signals, imagery) to Operations (targeting and search) to exploitation (tactical, technical and forensic).

Unfortunately it is difficult to be 100 percent effective at Defeating the IED System,therefore our forces must also have the proper training, technology, equipment and TTPs toDefeat the Device. In other words, to be able to manoeuvre and operate effectively once theweapon has been emplaced or identify the location of an IED and neutralise it successfully.Proper force protection, detection capabilities and IED Disposal are some important aspects in Defeating the Device.

ACT’s C-IED Integrated Product Team (IPT), which was established in 2006, has been veryengaged in enhancing national capabilities to operate effectively in a high threat IED environment.

These initiatives include the production of and ratification of NATO C-IED Doctrine, production of other C-IED publications, a C-IED Command and Control Experimentation, supportfor the development of the future C-IED Centre of Excellence in Spain, pre-deployment trainingcourses and assisting nations with the development of national C-IED training capability throughACT’s Mobile Advisory Team (MAT).

Since U.S. Marine Corps Gen. James N. Mattis took over as Supreme AlliedCommander Transformation (SACT) the C-IED IPT has moved many initiatives forward.

The first of these was the C-IED Doctrine (AJP 3.15) and the C-IED Training STANAG(2294), both of which were ratified under the fast-track process in late 2008 and early 2009respectively. The C-IED Doctrine was the first doctrine in NATO to be ratified under the fast-track process; fast track meaning it was ratified in four to six weeks vice the ormal six to 12 months.

The C-IED Doctrine explains the principles, practices and procedures for C-IED, while the C-IED Training STANAG identifies the minimum training standards, from tacticalthrough operational, for nations preparing to deploy into harm’s way. The ratification was made possible due to the establishment of a C-IED Working Group (C-IED WG) in May 2008 under the NATO Standardization Agency (NSA).

Initially an Ad Hoc WG, it is now an official NATO WG under the Land Service Board.

ACT’s Fight Againsta StrategicThreat

Members of RouteClearing Patrol 5 of the951st Sapper WisconsinArmy National Guard convoy uncover anImproved Explosive Device.A robot drops charges onthe device and it is safelyblown up. Photo by U.S. Air ForceMaster Sgt. Chris Haylett.

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12 The Transformer

New NATO Secretary General Holds First Press ConferenceBy NATO Secretary General Anders Fogh Rasmussen

Thank you all for coming. I’m told that in Brussels, the word“August” doesn’t exist; the summer months here are “June, July, Les Vacances”. So it’s nice to see all of you today.

As you know, I formally took up my duties as NATO SG on Saturday.But I didn’t think I would get off on the right foot with the press corps if I held my first meeting with you on the weekend.

Let me begin by saying how honoured I am to take up this post. I’m grateful to the 28 NATO Allies for placing their confidence in me. And I want to congratulate Jaap de Hoop Scheffer on the excellent job he hasdone over the past five years. I saw that he was back in the office last week – I’m very glad he’s making a speedy recovery.

It is often said that NATO is the most successful Alliance in history.That’s been true for 60 years, and it’s just as true today. NATO is doingmore, in more places, than it ever has before.

Because it is a family of nations that can trust and rely on eachother, at any time, against any threat and in any weather. It is a communityof democracies defending common values: freedom, peace, security. AndNATO remains the ultimate insurance policy for almost 1 billion (actually900 million) people in 28 countries.

My intent, as NATO SG, is to make the most of this enormouscapability: in our operations; in our partnerships; and by transforming the way NATO does business. I want to see NATO reach its full potential as a pillar of global security.

Of course, that starts with succeeding in Afghanistan. Our mandate from the UN is clear. So is the importance to global security – to help prevent Afghanistan from becoming again the Grand Central Stationof international terrorism. The moral argument is also powerful: anyonewho believes in basic human rights, including women’s rights, should support this mission.

A lot has been accomplished already. But this year will be an important one. This month’s elections will not be to the same standards as we expect from Parliamentary votes in our allied nations. But they must be credible, first and foremost in the eyes of the Afghan population.

NATO is doing its part. We’ve transported voting material all overthe country and helped candidates meet voters.

We’re supporting the election observers from the EU and OSCE. And of course, we’re providing security, in support of the Afghan police and army.

That is the immediate goal: credible elections. The longer-term goal must be to move forward, concretely and visibly, with transferring lead security responsibility for Afghanistan to the Afghans.

I believe that, during my term as NATO SG, Afghans must take over lead responsibility for security in most of their country.

Let me be clear. I say “LEAD” responsibility for the Afghans. NATOmust and will be there in support. Let no Taliban propagandist try to sellmy message as a run for the exit – it is not. We will support the Afghanpeople for as long as it takes – let me repeat that, for as long as it takes.

But supporting them means helping them stand on their own feet.Afghanistan needs more trainers; it means more civilian support, and morehelp for the Afghan to build their institutions. NATO – by which I mean both

sides of the Atlantic – will do its full part, but we can’t do it alone. This has to be an international team effort, military and civilian – with moreeffort from the Afghans themselves as well.

I am convinced that we have to show the Afghan people, and thepeople in troop contributing nations, more light at the end of the tunnel, if we are to maintain their support. It will not be easy, and the past monthhas made that bitterly clear. But it can be done. And we will do it. Let there be no doubt about that.

Second priority: NATO-Russia relations. I believe that, during myterm as NATO SG, we should develop a true strategic partnership withRussia. We should extend practical cooperation in areas where we share security interests.

There is clearly scope for us to work together, on counter-terrorism, on Afghanistan, on piracy, on non-proliferation, and many other areas as well.

Now, I’m not a dreamer. It is obvious that there will be fundamentalissues on which we disagree. We have to insist, for example, that Russiafully complies with its international obligations, including respecting the territorial integrity and political freedom of its neighbours.

But we cannot let those areas of disagreement poison the wholerelationship. So my message to the Russian leadership and people is clear: let us build trust on cooperation, and base our cooperation onshared interests.

Another partnership will also be a priority for me: NATO’s relationship with the Mediterranean Dialogue and Istanbul CooperationInitiative countries.

Let me assure the Government and the people in the 11 MD and ICI countries that I am fully committed to building stronger relations

“My intent... is to make the most of this enormous capability: in our operations; in ourpartnerships; and by transforming the wayNATO does business.... to see NATO reachits full potential as a pillar of global security.”

— NATO Secretary General Anders Fogh Rasmussen

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with them, on the basis of mutual respect, understanding and trust, and to face common challenges: terrorism, proliferation, the dangers of failed states.

Starting today, I will take concrete steps to engage with the MD and ICI countries I will personally engage in dialogue with all of them, tohear their views, and to help support their reforms. And I’ve started today,by inviting each of their Ambassadors to meet with me, one on one, hereat NATO HQ, to discuss how to take our relations forward.

This Alliance has, over years, built up a strong relationship andcooperation with our MD and ICI partners. I will build on this strong foundation throughout my term as NATO SG.

I have highlighted three priorities here.But NATO’s agenda is broader than that, and I am committed to making progress across the board.

On Kosovo, my aim is clear. By the end of my term, I want to see KFOR reduced to justa small reaction force, or out altogether. It shouldnot be rushed – we should not stumble so closeto the finish line. But I believe that the conditionswill, in the foreseeable future, be right to retireKFOR with success.

Fighting piracy is another kind of operation– one I don’t think we could have predicted, a fewyears ago, would be so important. But the realityis that 20,000 ships a year are passing throughpirate infested waters in the Gulf of Aden, andthis problem is only getting worse.

I want to see NATO having a standinganti-piracy role, with the capabilities, legalarrangements and force generation in place to make it happen.

These operations, and the many othersthat NATO has taken on over the past 15 years,make it crystal clear that this Alliance needs to make sure it has the rightforces, when and where they are required. Which means enough forces,deployable and sustainable in the field. Forces that have the modern equipment and training they need.

With global finances the way they are, we cannot afford anything but efficient, modern and, where appropriate, multinational approaches to defence.

And let me add that for the Balkans, as indeed for the Euro-Atlanticcommunity more broadly, I am fully committed to the principle of NATO’sOpen Door. Membership is not a right – countries must be ready. ButNATO enlargement has already demonstrated it’s power to spread stability and promote reform. I expect that will continue during my tenure.

Today, I am also pleased to launch a new and comprehensive project that will form the framework for the development of the new NATO.

NATO needs a new Strategic Concept. Today I’m putting in place a roadmap for the work on this. I will lead this work from now until the

Strategic Concept is agreed at our next Summit, in Lisbon. Let me outline for you how I will take this process forward:

• I have appointed a group of 12 experts; chaired by Madeleine Albright, and co-chaired by Jeroen van der Veer, former CEO of Royal Dutch Shell. The full list is now on the website.

• They will consult as widely as possible, in NATO and far beyond, with governments, think tanks, NGOs and other international organisations. They will then submit their conclusions to me; I will then lead the final phase of negotiations with nations.

It should also be by far the most open and the most inclusiveprocess of policy development NATO has ever conducted. Which is

why I am also launching, today, a program of public consultation. I want to hear the views of the public on what NATO should be

and do in future. There is, as of now, a forum on the website where anyone can post their views on how NATO should evolve.

I will also conduct town halls in as many NATO countries as I can, to hear from all walks of life. And I want to assure everyone who sharestheir views with us that they will be heard. We will compile the input and it will be fed directly into the process and to the people that will develop the final document.

This will be a major exercise. And I think it is very timely. Since the last Strategic Concept was adopted,10 years ago, this Alliance hasalmost doubled in size and taken on missions and threats no one couldhave imagined at the time. The moment has come for the theory to catchup with the practice, and for all the members of the Alliance, old and new,to chart a common way forward. And that is what we’ll do.

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NATO Secretary General Anders Fogh Rasmussen.

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By Megan E.Thum, NNEC Marketing and Communications

Allied Command Transformation (ACT) received anew Chief of Staff, Royal Navy Vice Adm. Robert Coolingwithin days of the C4I Division welcoming its new director,Netherlands Air Force Maj. Gen. Jaap Willemse.

Leadership may change, but what will not is thedirection of NATO Network Enabled Capability (NNEC), the Alliance’s cognitive and technical ability to federate the components of the operational environment from the strategiclevel, including NATO Headquarters, down to the tacticallevel through a network and information infrastructure.

In its realisation, NNEC will provide NATO with theability to address Alliance missions with the right forces, at the right place and at the right time.

Each new leader brings a perspective - a new direction with new ideas to influence existing commands.Under the three-year tenure of Willemse’s predecessor,NNEC Director Maj. Gen. Koen Gijsbers, the concept ofNNEC took on a “people, process, technology” premisewhere the human, or people, element was the focus.

This theme was echoed with initiatives such as the theme of the 2009 NNEC conference, the implementation of the NNEC Awareness Campaign, and the first issue of the Share to Win newsletter.

In his initial weeks joining the C4I division as its new NNEC Director, Willemse plans to maintain theprogress which Gijsbers created on the human portion of the programme while elaborating on the process anddoctrine elements necessary to establish NNEC withincommand and control operations.

Several ongoing developments, in particular theNNEC roadmap, are in support of Willemse’s vision whichwill emphasize forward progress on the processes andtechnology aspects of NNEC by utilizing doctrine, policy,and information management.

“I am eager to tackle the complex initiatives that NNEC carries,” said Willemse. “The importance of implementing this capability to our service men andwomen is vital for successful current and future missions. I believe the next phase of NNEC is to bring to the surface processes, policy and doctrine in support of the humancomponent of the programme.”

Under Willemse’s direction, NNEC will continue to empower the human element of NNEC by bringing to the surface the policy, doctrine, and the processes that will enable NNEC to benefit from new technologies thatNATO and the Nations are rolling out.

Without the human elements, forces will not benefitfrom the NNEC-driven unparalleled situational awarenessand understanding the Alliance requires to facilitate dynamic and responsive success in any and all missionsand environments.

“It is essential that future programmes and projects begin to adapt the policy and processes that NNEC puts forward,” said Willemse.

A solid NNEC foundation has been built uponGijsbers excellent three-year command. The next phase of NNEC under this new guidance will steer future developments with intentions to ensure all future NATOoperations will be enabled by interoperable NNEC service to provide the right information at the right time to achieve mission success.

This evolution is imperative to bridge the gapbetween mission command, human aspects, and new and emerging technology.

14 The Transformer

Netherlands Air Force Maj. Gen. Jaap Willemse.

Q&A with Air Force Maj. Gen. Jaap WillemseDuring Netherlands Air Force Maj. Gen. Jaap Willemse’s first few weeks in office, he set aside time to sit-down and express his thoughts on the future of NNEC.

What is your opinion of the current level of NNEC implementation in NATO operations?I believe significant progress has been made in the implementation of NNEC in NATO operations.However, the Alliance, as a whole, still has a long way to go. We must continue to capture practicaloperator inputs and engagements and transform them into operational gains by way of the NNEC principles. Operator engagement is vital and we need to take advantage of opportunities such as the 2009 NNEC Conference operator panel.

Why do you think this is the right time to push forward with policy and processes?It is clear that people and the Alliance are ready for NNEC to advance. We can see that closely intertwined with people and technology are the policies and processes which must be urgently developed. The policies and processes lay the foundation in order to implement and manage NNEC.We have successfully rose awareness on the people-side of NNEC to the forefront and this is the next step to a developed, more mature NNEC.

Some people think technology is the main driver for NNEC. What are your views? Technology is pivotal. On the other hand, technological developments are progressing at a steady forward pace and will materialize with the right combination of time, financial investment, and will. It is the human component that remains critical. The Nations must be willing to share information.Users must be convinced that NNEC will enable them to be operationally successful. NNEC must deliver all aspects – people, processes, doctrine. Only then will NNEC be successful.

Can you give an example on how NNEC will improve operations in the near future?It has become apparent that with the combination of increased battlefield complexities, smaller andsmaller units, and heavy political strategic impact, that the only way we can succeed is if we, at all levels,have the same picture of the battlefield and have access to the same information across all commands,regardless of location. NNEC will improve our information sharing abilities drastically over time.

Any last comments?Share to Win!

NATO Networked Enabled Capability: The RightInformation at the Right Times Achieves Mission Success

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NURC – Changing with theTimes: Advancesin NewTechnologies and Business Practices

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For surveillance and sea-floor bottom characterization, NURC has developedacoustic receiving and transmitting systems including a slim-line array and towedsound source. Recent experiments have demonstrated the cost-effectiveness ofsuch approaches using a single vehicle. The next field tests will involve multiple vehicles as a stepping stone to a large and persistent surveillance network. Thistype of spatially distributed, adaptiveacoustic monitoring will provide bettertracking of targets and greater ability to eliminate false alarms.

NURC’s AUV fleet also includesgliders that use internal shifts in massto change trajectories and changes inbuoyancy for propulsion. Because glidersdescend and ascend through the depths,they are excellent platforms to acquirethree dimensional ocean data. Andbecause they have very minimal energyrequirements, they can stay at sea forlong-periods of time. Such technologiesare enablers for the scalable, affordablenetworks that will insure future competitive advantage.

Hybrid Funding Approach to Meet the MissionNURC, like other NATO organizations, has always had provisions for externally-funded, reimbursable work. To better manage such flexibility, NURC is implementinga more formal process for hybrid funding. This approach has the advantage ofaffordably maintaining common-funded core capabilities to fulfill NATO’s require-ments by amortizing fixed costs over a broader range of users and to organize the transition from applied research (NATO common-funded) to development and acquisition by the nations (customer funded). Effective execution depends on balancing. Balancing incremental and disruptive innovation delivers upgraded capabilities in the near term while providing for long-term competitive advantage.Balancing exploratory research and advanced development improves the reliability of prototype systems by deepening understanding of how they work. Balancing in-house and external research helps complement core competencies with expertisemore effectively concentrated elsewhere. Balancing corporate memory and new talent makes room for new approaches while avoiding re-invention. Balancing common and specific funding helps smooth cash flow and provides the continuitynecessary to maintain core competencies. Balancing science and engineering pushes the state-of-the-art in both generating and motivating new tools. Balancingtechnical depth and breadth stimulates innovation by exploiting inter-disciplinaryinsights at more than superficial levels. Balancing modelling and observationimproves predictive skill. And finally, balancing control and autonomy measures the confidence of decision-making.

Looking Forward – Looking BackThis year NURC is celebrating its 50th anniversary, so 2009 has been a time of nostalgia, but also a time to look forward. NURC’s highest priority continues to be delivering the best scientific and technical support to NATO member statesand NATO Commands. The threats are different now than when NURC’s parent,SACLANCEN, was created in 1959. In addition, the current stresses on budgetscreate additional challenges. However, NURC will capitalize on its tradition of innovation and find ways to adapt to the rapidly changing needs of the NATO nations and to the current economic climate.

The world’s merchant fleet of ships greater than 1000 gross tons (container ships, bulk carriers, oil and LNG tankers and general cargo vessels)exceeds 35,000 and is growing by several percent per year. More than 39 nationspossess diesel submarines, with well over 400 commissioned vessels. Submarineorder books are full for large producers such as Germany’s HowaldtswerkeDeutsche Werft (HDW), France’s Direction des Constructions Navales (DCN),Sweden’s Kockums, South Korea’s Daewoo, and Russia’s Rubin Design Bureau.Climate change and diminishing ice cover in the Arctic portends trans-arctic navigation, while maritime traffic in and around the Barents and Kara Seas andGreenland is expected to increase significantly in the coming years. Clearly the global economy and the security of all nations remain firmly anchored in the sea.The NATO Undersea Research Centre (NURC) uniquely serves the Alliance by conducting a broadly-based, multidisciplinary programme of collaborative maritimeresearch with nations and by sowing the seeds of interoperability at early stages of capability development.

For all ACT organizations, this is a rapidly changing environment, bothgeopolitically and economically. In contrast to the past, today’s threats are lessmanageable, requiring a broader set of closely coordinated responses. At the sametime, national defense budgets compete with other domestic priorities while maturemilitary acquisition is not well-tuned for asymmetric response. NURC has been aninfluential leader in at-sea experimentation, formulating and testing models withinnovative observational tools. To continue to insure the maritime security ofWestern nations, global commerce and the ocean environment, NURC is addressing today’s challenges by developing adaptive, scalable, affordable and interoperable technologies to radically improve maritime surveillance, includingundersea, and operations in littoral and coastal waters as well as the deep ocean.Ultimately, networks of integrated autonomous undersea vehicles (AUVs) andAutonomous Surface Vehicles (USVs) will provide NATO forces with highly advanced,yet economical ways to defend against threats in our ports and in our shippingchannels. To reduce volatility and risk, NURC is implementing a synergistic hybridfunding approach, using both common and specific funding sources. The goal of thenew business model is to diversify sources of funding and stabilize the income at acritical level that sustains the affordable operation of its unique sea-going assets.Transformational breakthroughs in research are rarely achieved through sporadic orimpulsive efforts. Joint research projects, advanced demonstration exercises andexperiments all have an important role in moving technology through the pipelinefrom research to operations. However the pipeline must be supplied by creativeinnovations borne of sustained effort. The new business practices will help NURCmaintain its position as a singular and innovative international centre for maritimeresearch. These are just two of the changes that are in NURC’s future as ACTchanges command.

Autonomous Technologies to Counter a Variety of ThreatsResearch and operations in the maritime and undersea environment have evolvedsignificantly in the past 10 years. Let’s take the example of autonomous underwatervehicles (AUVs ).

With the advent of new classes of AUVs, research and operations thatwere typically conducted from large ships can now employ a variety of these free-swimming, compact submersibles that can be remotely controlled. Unlike ship-based research, AUVs are relatively inexpensive, provide more options in adaptingto a changing underwater environment, are difficult to detect, and keep personnelout of harm’s way during operations such as mine sweeping. NURC’s growing fleetof AUVs has been used to research the detection and classification of mines, togather data for environmental characterization, and to perform near shore surveillance. AUVs can be configured for a range of missions by varying their payloads.

NURC researchers test underwater diver detection equipment. NURC photo.

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16 The Transformer

Cooling Assumes Responsibilities as ACTCOS

By Petty Officer First Class Sarah R. Langdon

Royal Navy Vice Adm. Robert G. Coolingassumed responsibility as Chief of Staff, AlliedCommander Transformation, from Canadian ForcesLt. Gen. Jan Arp in a change of responsibility ceremony at 10 a.m. July 14 at Headquarters,Supreme Allied Commander Transformation.

Cooling, a graduate of Keele University,Staffordshire, United Kingdom, has served theRoyal Navy since 1978. In his 30 years of service,he has been involved in an extensive range of mar-itime, joint and combined operations and has com-pleted 15 tours at sea. Cooling has commandedfour warships to include HMS Sandpipe (P263),HMS Battleaxe (F89), HMS Montrose (F236)

Above: UK Royal Navy Vice Adm. Robert G. Cooling addresses guests and staff members at Headquarters, Supreme Allied Commander Transformation (HQ SACT) during a change of responsibility ceremony July 14. Cooling relieved CanadianForces Lt. Gen. Jan Arp as Allied Command Transformation Chief of Staff.

Right/Bottom: The 380th Army Band from Richmond, Virginia plays a musical selection during a change ofresponsibility ceremony July 14.

and the aircraft carrier, HMS Illustrious (R06).As Carrier Strike Group Commander aboard

Illustrious, he led a coalition Task Group deploymentto the Middle East and Gulf region. This deploymentincluded the operation to evacuate several thousand British citizens and other national from Beirut during the Lebanon crisis in 2006.

He served as Chief of Staff to theCommander UK Task Group and led North AtlanticTreaty Organisation’s high readiness maritime battlestaff, Strike Force NATO, based in Naples,Italy. In addition, he served as an instructor at the U.S. Naval Academy in Annapolis, Maryland. He worked previously in the central staff Resourcesand Programme (Plans) area in the Ministry ofDefence Head Office in London, and was theDirector of the Naval Staff with a broad portfolio

of policy issues, force development and defencediplomacy on behalf of the First Sea Lord and theNavy board. He is a graduate of the Joint StaffDefence College and UK Higher Command and Staff Course. His latest assignment was as Chiefof Naval Staff at the Ministry of Defence London.

“The United Kingdom is truly honoured to assume the post of chief of staff in thisHeadquarters and to continue the tradition of senior British representation in ACT,” said Cooling.“I am very conscious of the significant achieve-ments of my predecessors in developing the role of ACT within NATO during his time as chief of staff and that the reputation of this headquarters is stronger now than it has ever been.

“I intend to all I can to build on [Arp’s]excellent work,” he continued. “Indeed, one of

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Left: Franca Zappata, wife of Deputy,Supreme Allied CommanderTransformation, Italian Navy Adm.Luciano Zappata, presents a yellowrose to Helen Cooling, wife of UKRoyal Navy Vice Adm. Robert G.Cooling, new ACT Chief of Staff, as a sign of friendship and welcomeduring the Chief of Staff change ofresponsibility ceremony July 14.

Above: Canadian Forces Lt. Gen. Jan Arp, former Allied CommanderTransformation Chief of Staff (left); U.S. Marine Corps Gen. James N. Mattis,SACT (center), and UK Royal Navy Vice Adm. Robert G. Cooling, current ACTChief of Staff (right), perform a signing ceremony.

my main objectives is to ensure that this headquarterscontinues to provide the very best possible serviceto the deployed men and women of our greatAlliance, whilst also delivering in the longer term a transformational mandate that will underpin the strength of the Alliance for years to come. Like all of you, I am here to make a difference.”

During the ceremony, U.S. Marine CorpsGen. James N. Mattis, SACT, presented Arp with a Legion of Merit and a NATO Meritorious ServiceMedal. Mattis, Arp and Cooling then performed thecustomary signing ceremony, officially transferringthe responsibility as Chief of Staff to CoolingArp assumed duties as Chief of Staff in January2007. Originally from Rotterdam, The Netherlands,he served in three regiments of the Royal Canadian

Horse Artillery from 1976 to 1986. During hiscareer he has served as Commander CanadianContingent and Deputy Chief of Staff of Operationsfor the United Nations Assistance Rwanda,Commandant of the Canadian Land ForceCommand and Staff College in Kingston. Heassumed command of the Land Force Doctrine and Training System on its formation in 1999. Arpassumed the role of Commander Canadian DefenceLiaison Staff in Washington, and in 2005 becameCanadian Defence Attache’ in the CanadianEmbassy to the U.S.

Under the administrative leadership of Arp,the staffing of many key initiatives critical to theAlliance took place such as the holistic review of NATO’s education processes and the MultipleFutures study. At the internal level with ACT,

Arp oversaw implementation of a multitude ofprocesses such as Tasker Tracker, BalancedScorecard and a new way of planning, budgetingand programming.

“I look back to February of 2007 when we had a similar ceremony inside the gym and the tasks that lay ahead of us at that time,” said Arp. “And I compare it to ACT as it standshere today and I am very proud of we collectivelyhave accomplished. Through your hard work and dedication, combined with General Mattis’s guidance and leadership and Admiral Zappata’sengagement, we have raised ACT’s role, credibility,and recognition within the Alliance.”

Arp and his family will return to Kingston,Ontario when he retires later this year.

Left: Allied Command Transformation’s Colour Guard presentsthe flags during a change of responsibility ceremony July 14.

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