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Civil Wars & Global Disorder
on the horizon: Dædalus Ending Civil Wars: Constraints & Possibilities edited by Karl Eikenberry & Stephen D. Krasner Francis Fukuyama, Tanisha M. Fazal, Stathis N. Kalyvas, Steven Heydemann, Chuck Call & Susanna P. Campbell, Sumit Ganguly, Clare Lockhart, Thomas Risse & Eric Stollenwerk, Tanja A. Börzel & Sonja Grimm, Seyoum Mesfi n & Abdeta Beyene, Lyse Doucet, Nancy Lindborg & Joseph Hewitt, Richard Gowan & Stephen John Stedman, and Jean-Marie Guéhenno & Global Disorder: Threats Opportunities 2017 Civil Wars Fall Dædalus Native Americans & Academia Journal of the American Academy of Arts & Sciences edited by Ned Blackhawk, K. Tsianina Lomawaima, Bryan McKinley Jones Brayboy, Philip J. Deloria, Fall 2017 Loren Ghiglione, Douglas Medin, and Mark Trahant Anti-Corruption: Best Practices edited by Robert I. Rotberg Civil Wars & Global Disorder: Threats & Opportunities Karl Eikenberry & Stephen D. Krasner, guest editors with James D. Fearon Bruce D. Jones & Stephen John Stedman Stewart Patrick · Martha Crenshaw Paul H. Wise & Michele Barry Representing the intellectual community in its breadth Sarah Kenyon Lischer · Vanda Felbab-Brown and diversity, Dædalus explores the frontiers of Hendrik Spruyt · Stephen Biddle · William Reno knowledge and issues of public importance. Aila M. Matanock & Miguel García-Sánchez Barry R. Posen U.S. $15; www.amacad.org; @americanacad Civil War & the Current International System James D. Fearon Abstract: This essay sketches an explanation for the global spread of civil war up to the early 1990s and the partial -
HD in 2020: Peacemaking in Perspective → Page 10 About HD → Page 6 HD Governance: the Board → Page 30
June 2021 EN About HD in 2020: HD governance: HD → page 6 Peacemaking in perspective → page 10 The Board → page 30 Annual Report 2020 mediation for peace www.hdcentre.org Trusted. Neutral. Independent. Connected. Effective. The Centre for Humanitarian Dialogue (HD) mediates between governments, non-state armed groups and opposition parties to reduce conflict, limit the human suffering caused by war and develop opportunities for peaceful settlements. As a non-profit based in Switzerland, HD helps to build the path to stability and development for people, communities and countries through more than 50 peacemaking projects around the world. → Table of contents HD in 2020: Peacemaking in perspective → page 10 COVID in conflict zones → page 12 Social media and cyberspace → page 12 Supporting peace and inclusion → page 14 Middle East and North Africa → page 18 Francophone Africa → page 20 The Centre for Humanitarian Dialogue (HD) is a private diplomacy organisation founded on the principles of humanity, Anglophone and Lusophone Africa → page 22 impartiality, neutrality and independence. Its mission is to help prevent, mitigate and resolve armed conflict through dialogue and mediation. Eurasia → page 24 Centre for Humanitarian Dialogue (HD) Asia → page 26 114 rue de Lausanne, 1202 – Geneva, Switzerland Tel: +41 (0)22 908 11 30 Email: [email protected] Latin America → page 28 Website: www.hdcentre.org Follow HD on Twitter and Linkedin: https://twitter.com/hdcentre https://www.linkedin.com/company/centreforhumanitariandialogue Design and layout: Hafenkrone © 2021 – Centre for Humanitarian Dialogue About HD governance: Investing Reproduction of all or part of this publication may be authorised only with written consent or acknowledgement of the source. -
Support of International Military Activities”
DoD Financial Management Regulation Volume 11A, Chapter 9 * May 2011 SUMMARY OF MAJOR CHANGES TO DOD 7000.14-R, VOLUME 11A, CHAPTER 9 “SUPPORT OF INTERNATIONAL MILITARY ACTIVITIES” All changes are denoted by blue font Substantive revisions are denoted by a * preceding the section, paragraph, table, or figure that includes the revision. Hyperlinks are denoted by underlined, bold, italic, blue font PARA EXPLANATION OF CHANGE/REVISION PURPOSE Table 9-1 Adds/updates support organization names, locations and designated Add administrative agents in accordance with European Command and Joint Staff review. Table 9-1 Provides administrative updates based on extensive North Atlantic Update Treaty Organization restructure. 9-1 DoD Financial Management Regulation Volume 11A, Chapter 9 * May 2011 TABLE OF CONTENTS SUPPORT OF INTERNATIONAL MILITARY ACTIVITIES 0901 Overview 0902 General 0903 Responsibilities 0904 Policy and Procedures 0905 Scope of Budget for International Military Headquarters and Agencies * Table 1 International Military Headquarter and Related Agencies and Administrative Agents Responsible for Their Support and for Support to U.S. Elements 9-2 DoD Financial Management Regulation Volume 11A, Chapter 9 * May 2011 CHAPTER 9 SUPPORT OF INTERNATIONAL MILITARY ACTIVITIES 0901 OVERVIEW 090101. Purpose. This chapter: A. Establishes administrative arrangements, reimbursement, and billing procedures, and identifies a method to compute the dollar value of credits due the United States (U.S.) for the support of international military activities. B. Assigns responsibilities for the support of international organizations, and identifies reimbursable and nonreimbursable support. C. Identifies the support that DoD Components can expect to receive from international military organizations and whether such support is on a reimbursable or nonreimbursable basis. -
International Military Staff, Is to Provide the Best Possible C3 Staff Executive Operations, Strategic Military Advice and Staff Support for the Military Committee
Director General of IMS Public Affairs & Financial Controller StratCom Executive Coordinator Advisor Legal Office HR Office NATO Office Support Activities on Gender Perspectives SITCEN Cooperation NATO Intelligence Operations Plans & Policy & Regional Logistics Headquarters Security & Resources C3 Staff Intelligence Major Operation Strategic Policy Partnership Concepts Logistics Branch Executive Production Branch Alpha & Concepts & Policy Branch Coordination Office Branch Intelligence Policy Joint Operations Nuclear Special Partnerships Medical Branch Information Services Branch & Plans Branch & CBRN Defence Branch Branch Education Training Defence and Regional Partnerships Plans, Policy & Exercise & Evaluation Force Planning Armaments Branch Branch Branch Architecture Branch Air & Missile Infrastructure & Spectrum & C3 Defence Branch Finance Branch Infrastructure Branch Operations, Manpower Branch Requirements, & Plans Branch NATO Defence Information Assurance Consists of military/civilian staff from member nations. Manpower & Cyber Defence Personnel work in international capacity for the common interest of the Alliance. Audit Authority Branch www.nato.int/ims e-mail :[email protected] Brussels–Belgium 1110 HQ, NATO Office,InternationalMilitaryStaff, Affairs the Public For moreinformationcontact: NATO HQ. NATO and the moveto thenew NATO are adaptedtoreflect Future ‘ways ofworking’ changes are not it likely, will be important that the IMS is reconfigured and its a review of the IMS Summit, Chicago the was at direction initiated. Government and State While of Heads major the Following structural and organizational respected andthatistotallyfreefromdiscriminationprejudice. is individual each which in environment an in communication open and initiative resilience, for need the and learning continuous promote also They commitment. first, Mission always.’ Our peopleThe workIMS with professionalism,team integrityembraces and the principles and values enshrined Values in ‘People decisiveness andpride. -
NATO 20/2020: Twenty Bold Ideas to Reimagine the Alliance After The
NATO 2O / 2O2O TWENTY BOLD IDEAS TO REIMAGINE THE ALLIANCE AFTER THE 2020 US ELECTION NATO 2O/2O2O The Scowcroft Center for Strategy and Security works to develop sustainable, nonpartisan strategies to address the most important security challenges facing the United States and the world. The Center honors General Brent Scowcroft’s legacy of service and embodies his ethos of nonpartisan commitment to the cause of security, support for US leadership in cooperation with allies and partners, and dedication to the mentorship of the next generation of leaders. The Scowcroft Center’s Transatlantic Security Initiative brings together top policymakers, government and military officials, business leaders, and experts from Europe and North America to share insights, strengthen cooperation, and develop innovative approaches to the key challenges facing NATO and the transatlantic community. This publication was produced in partnership with NATO’s Public Diplomacy Division under the auspices of a project focused on revitalizing public support for the Alliance. NATO 2O / 2O2O TWENTY BOLD IDEAS TO REIMAGINE THE ALLIANCE AFTER THE 2020 US ELECTION Editor-in-Chief Christopher Skaluba Project and Editorial Director Conor Rodihan Research and Editorial Support Gabriela R. A. Doyle NATO 2O/2O2O Table of Contents 02 Foreword 56 Design a Digital Marshall Plan by Christopher Skaluba by The Hon. Ruben Gallego and The Hon. Vicky Hartzler 03 Modernize the Kit and the Message by H.E. Dame Karen Pierce DCMG 60 Build Resilience for an Era of Shocks 08 Build an Atlantic Pacific by Jim Townsend and Anca Agachi Partnership by James Hildebrand, Harry W.S. Lee, 66 Ramp Up on Russia Fumika Mizuno, Miyeon Oh, and by Amb. -
Financial Management Regulation Volume 11A, Chapter 9 * January 2017
DoD2B 7000.14-R Financial Management Regulation Volume 11A, Chapter 9 * January 2017 VOLUME 11A, CHAPTER 9 “SUPPORT OF INTERNATIONAL MILITARY ACTIVITIES” SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are denoted by a (*) preceding the section, paragraph, table, or figure that includes the revision. Unless otherwise noted, chapters referenced are contained in this volume. Hyperlinks are denoted by bold, italic, blue and underlined font. The previous version dated May 2015 is archived. PARAGRAPH EXPLANATION OF CHANGE/REVISION PURPOSE Added an overview section to comply with the Department of Defense (DoD) Financial Management Regulation (FMR) 090101 Addition Revision Standard Operating Procedures, dated June 15, 2015. 090201 Added definition for “DoD Component.” Addition 090202 Added definition for “Unified Combatant Command.” Addition Added a reference to the National Security Act of 1947 and 090204 Revision to the Joint Publication 1-02. 090206 Added definition for “Military Element.” Addition Added definition for a “Table of Organization and 090211 Addition Equipment.” Expanded the use of United States (U.S.) appropriated funds for U.S. military personnel who are members of an 090507.B.2. Addition international military headquarters that does not maintain a centralized international budget for such purposes. Added six North Atlantic Treaty Organization (NATO) Force Integration Unit (NFIU) support elements at Tallinn, Table 9-1, Estonia; Riga, Latvia; Vilnius, Lithuania; Bydgoszcz, Addition paragraph A.4.f. Poland; Szekesfeharvar, Hungary; and Bratislava, Slovakia as approved by the NATO Defense Ministers on September 5, 2014. Moved from section A.2.g the Headquarters, Multinational Table 9-1, Division South-East at Bucharest, Romania and two NFIU Revision paragraph A.4.r. -
Dod Financial Management Regulation Volume 11A, Chapter 9
DoD Financial Management Regulation Volume 11A, Chapter 9, Change 2 December 2001 ENCLOSURE 1 INTERNATIONAL MILITARY HEADQUARTERS AND RELATED AGENCIES AND ADMINISTRATIVE AGENTS RESPONSIBLE FOR THEIR SUPPORT AND FOR SUPPORT TO U.S. ELEMENTS Administrative Headquarters or Agency Agent A. NATO 1. NATO Military Committee Agencies a. International Military Staff (IMS) Army (Brussels BE) b. Permanent Military Representatives to NATO Army (Brussels BE) c. Canada - U.S. Regional Planning Group Army (Brussels BE) 2. NATO Organizations and Agencies a. NATO Communications, Command and Control Air Force Agency (NC3A) (The Hague NL) b. Military Agency for Standardization (MAS) Army (Brussels BE) c. NATO Defense College Navy (Rome IT) d. NATO Maintenance and Supply Agency (NAMSA) Army (Luxemburg) f. NATO Hawk Management Office Army (Ruell-Malmaison FR) g. NATO ACCS Management Agency (NACMA) Army (Brussels BE) h. NATO Airborne Early Warning and Control Army Programme Management Agency (NAPMA) (Brunssum NL) 9-1 DoD Financial Management Regulation Volume 11A, Chapter 9, Change 2 December 2001 Administrative Headquarters or Agency Agent i. NATO Airborne Early Warning Force Command Army (Mons BE) j. NATO Airborne Early Warning Main Operating Base Air Force (Geilenkirchen GE) k. NATO CE-3A Component Air Force (Geilenkirchen GE) l. NATO Research and Technology Organization (RTO) Air Force (Nueilly-sur-Seine FR) l. NATO School Army (Oberammergau GE) m. NATO CIS Operating and Support Agency (NACOSA) Army (Glons BE) n. NATO Communication and Information Systems School Navy (NCISS) (Latina, IT) o. NATO Pipeline Committee (NPC) Army (Glons BE) p. NATO Regional Operating Center Atlantic Navy (ROCLANT)/NACOSA Support Element (NSE) West (Oeiras PO) 3. -
Civilian Personnel Regulations AMENDMENTS
NORTH ATLANTIC TREATY ORGANIZATION Civilian Personnel Regulations AMENDMENTS Record of amendments Strike out corresponding number as each amendment is inserted 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 Design and lay-out : NATO Graphics Studio APRIL 2005 CONTENTS 1 Amdt 25 / June 2016 Contents Preamble PART ONE Article RULES GOVERNING MEMBERS OF THE STAFF Chapter I - Recruitment and employment 1 - 3 Chapter II - Appointments, assignments and contracts 4 - 6 Chapter III - Separation 7 - 11 Chapter IV - Obligations and responsibilities 12 - 14 Chapter V - Work 15 - 17 Chapter VI - Security 18 - 21 Chapter VII - Salaries, allowances, supplements, advances and loans 22 - 36 Chapter VIII - Travel and removal 37 - 41 Chapter IX - Leave 42 - 46 Chapter X - Social securities and insurances 47 - 51 Chapter XI - Provident Fund 52 - 54 Chapter XII - Reports, performance assessment, 55 - 58 grades, advancement, changes of post or grade Chapter XIII - Discipline 59 - 60 Chapter XIV - Administrative review, complaints and appeals 61 - 62 Chapter XV - Pension Schemes 63 - 67 2 CONTENTS APRIL 2005 Amdt 25 / June 2016 PART TWO RULES APPLICABLE TO CONSULTANTS AND TEMPORARY PERSONNEL Chapter XVI - Consultants 68 - 76 Chapter XVII - Temporary personnel 77 - 87 PART THREE STAFF REPRESENTATION Chapter XVIII - Staff Associations and Staff Committees 88 - 90 PART FOUR ANNEXES 1.A. -
Thomas L. Baptiste, Lieutenant General, United States Air Force
Thomas L. Baptiste, Lieutenant General, United States Air Force (Ret) President/Executive Director, National Center for Simulation Partnership III, 3039 Technology Parkway, Suite 213, Orlando, FL 32826 Lt. Gen. Thomas L. Baptiste completed his 34 year military career as the Deputy Chairman, North Atlantic Treaty Organization (NATO) Military Committee, Brussels, Belgium. The NATO Military Committee is the highest military authority in NATO and provides direction and advice on military policy and strategy to the North Atlantic Council, guidance to the NATO strategic commanders, and support to the development of strategic concepts for the Alliance. In this role, Lt Gen (Ret) Baptiste also served as the second most senior military advisor to the NATO Secretary General. Lt Gen (Ret) Baptiste graduated from California State University, Chico, CA in June 1973 and earned a Graduate Degree from Golden Gate University, San Francisco, CA in 1986. Following commissioning from the Officer Training School, he was initially trained as a Navigator/Weapons Systems Officer and assigned to the F-4 in 1974. After one overseas operational tour he was competitively selected for Undergraduate Pilot Training and returned to the F-4 as a Pilot in 1978. In 1981, Lt Gen (Ret) Baptiste was handpicked to become part of the initial cadre of Instructor Pilots to stand-up the F-16 Training Wing at MacDill AFB, Tampa, FL. Several other F-16 assignments followed including Commander, 72nd Fighter Training Squadron and Commander 52nd Operations Group. During two staff assignments in Washington D.C., he served as: the Director of Operations, Defense Nuclear Agency, and as the Assistant Deputy Director, International Negotiations, Directorate of Plans and Policy (J-5), the Joint Staff in the Pentagon. -
Lessons-Encountered.Pdf
conflict, and unity of effort and command. essons Encountered: Learning from They stand alongside the lessons of other wars the Long War began as two questions and remind future senior officers that those from General Martin E. Dempsey, 18th who fail to learn from past mistakes are bound Excerpts from LChairman of the Joint Chiefs of Staff: What to repeat them. were the costs and benefits of the campaigns LESSONS ENCOUNTERED in Iraq and Afghanistan, and what were the LESSONS strategic lessons of these campaigns? The R Institute for National Strategic Studies at the National Defense University was tasked to answer these questions. The editors com- The Institute for National Strategic Studies posed a volume that assesses the war and (INSS) conducts research in support of the Henry Kissinger has reminded us that “the study of history offers no manual the Long Learning War from LESSONS ENCOUNTERED ENCOUNTERED analyzes the costs, using the Institute’s con- academic and leader development programs of instruction that can be applied automatically; history teaches by analogy, siderable in-house talent and the dedication at the National Defense University (NDU) in shedding light on the likely consequences of comparable situations.” At the of the NDU Press team. The audience for Washington, DC. It provides strategic sup- strategic level, there are no cookie-cutter lessons that can be pressed onto ev- Learning from the Long War this volume is senior officers, their staffs, and port to the Secretary of Defense, Chairman ery batch of future situational dough. The only safe posture is to know many the students in joint professional military of the Joint Chiefs of Staff, and unified com- historical cases and to be constantly reexamining the strategic context, ques- education courses—the future leaders of the batant commands. -
NATO Summit Guide Brussels, 11-12 July 2018
NATO Summit Guide Brussels, 11-12 July 2018 A stronger and more agile Alliance The Brussels Summit comes at a crucial moment for the security of the North Atlantic Alliance. It will be an important opportunity to chart NATO’s path for the years ahead. In a changing world, NATO is adapting to be a more agile, responsive and innovative Alliance, while defending all of its members against any threat. NATO remains committed to fulfilling its three core tasks: collective defence, crisis management and cooperative security. At the Brussels Summit, the Alliance will make important decisions to further boost security in and around Europe, including through strengthened deterrence and defence, projecting stability and fighting terrorism, enhancing its partnership with the European Union, modernising the Alliance and achieving fairer burden-sharing. This Summit will be held in the new NATO Headquarters, a modern and sustainable home for a forward-looking Alliance. It will be the third meeting of Allied Heads of State and Government chaired by NATO Secretary General Jens Stoltenberg. + Summit meetings + Member countries + Partners + NATO Secretary General Archived material – Information valid up to 10 July 2018 1 NATO Summit Guide, Brussels 2018 I. Strengthening deterrence and defence NATO’s primary purpose is to protect its almost one billion citizens and to preserve peace and freedom. NATO must also be vigilant against a wide range of new threats, be they in the form of computer code, disinformation or foreign fighters. The Alliance has taken important steps to strengthen its collective defence and deterrence, so that it can respond to threats from any direction. -
Afghanistan: Post-Taliban Governance, Security, and U.S
Afghanistan: Post-Taliban Governance, Security, and U.S. Policy Kenneth Katzman Specialist in Middle Eastern Affairs March 1, 2010 Congressional Research Service 7-5700 www.crs.gov RL30588 CRS Report for Congress Prepared for Members and Committees of Congress Afghanistan: Post-Taliban Governance, Security, and U.S. Policy Summary During 2009, the Obama Administration addressed a deteriorating security environment in Afghanistan. Despite an increase in U.S. forces there during 2006-2008, insurgents were expanding their area and intensity of operations, resulting in higher levels of overall violence. There was substantial Afghan and international disillusionment with corruption in the government of Afghan President Hamid Karzai, and militants enjoyed a safe haven in parts of Pakistan. Building on assessments completed in the latter days of the Bush Administration, the Obama Administration conducted two “strategy reviews,” the results of which were announced on March 27, 2009, and on December 1, 2009, respectively. Each review included a decision to add combat troops, with the intent of creating the conditions to expand Afghan governance and economic development, rather than on hunting and defeating insurgents in successive operations. The new strategy has been propounded by Gen. Stanley McChrystal, who was appointed top U.S. and NATO commander in Afghanistan in May 2009. In his August 30, 2009, initial assessment of the situation, Gen. McChrystal recommended a fully resourced, comprehensive counter-insurgency strategy that could require about 40,000 additional forces (beyond 21,000 additional U.S. forces authorized in February 2009). On December 1, 2009, following the second high level policy review, President Obama announced the following: • The provision of 30,000 additional U.S.