NATO Training Architecture
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This presentation was provided the the European Association of Peace Support Agencies. It outline the NATO training architecture under Global Programming and the discipline alignment framework.
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NATO Training Architecture
- 1. NATO TRAINING ARCHITECTURE & GLOBAL PROGRAMMING LCdr. Remi Tremblay Director Standards, Evaluation and Training NATO School Oberammergau
- 2. 1949 Belgium Canada Denmark France Iceland Italy Luxembourg Netherlands Norway Portugal The United Kingdom The United States 1952 Greece Turkey 1955 Germany Σ 28 nations - Members - 1982 Spain 1999 Czech Republic Hungary Poland 2004 Bulgaria Estonia Latvia Lithuania Romania Slovakia Slovenia 2009 Albania Croatia
- 3. - Working Structure - Permanent Representatives & National Delegations Member countries Military Representatives Nuclear Planning Group North Atlantic Council (NAC) Military Committee (MC) National Authorities Secretary General (SegGen) International Staff (IS) - Private Office (PO) - … - Defence Investment Division (AC) - … - NATO Office of Resources (NOR) - … International Military Staff (IMS) Agencies Allied Command Operations (ACO) Subordinated Committees Resource Policy Planning Board (RPPB) Budget Committee (BC) Investment Committee (IC) NATO Force Structure Allied Command Transformation (ACT) JFCBS / JFCNP/ AIRCOM / MARCOM / LANDCOM / NCISG JWC / JFTC / JALLC SHAPE SACT
- 4. NATO Command Structure ACT ACO 950 850 850 350 300 500 1300 185 185 280 Σ 5750Σ 3050 850 NSO NCISS NMIOTC NDC Individual Education and Training
- 6. NATO UNCLASSIFIED | Slide 65/3/2015
- 7. Centres of Excellence (COE’s) NATO UNCLASSIFIED | Slide 75/3/2015
- 8. Partnership Training and Education Centres (PTECs) NATO UNCLASSIFIED | Slide 85/3/2015
- 9. NATO Global Programming NATO UNCLASSIFIED | Slide 95/3/2015
- 10. GLOBAL PROGRAMMING - AIM | Slide 10 A NATO unified effort to develop effective, efficient and affordable education and training solutions.
- 11. DISCIPLINE MANAGEMENT | Slide 11 Domain Function Capability Development Mission Execution Enhancement Cross- Domain Support Land Operations Air Operations Maritime Operations Space Operations Cyber Defence Operations Special Forces Operations Nuclear Operations Intelligence (J2) Meteorology and Oceanography (J3) Joint Targeting (J3) Military Policing (J3) Logistics (J4) Medical (JMed) Operations Planning (J5) Military Engineering (JEng) Consultation, Command and Control (J6) Education, Training, Exercises & Evaluation (J7) Civil Military Cooperation (J9) Ballistic Missile Defence Counter- Improvised Explosive Devices Federated Mission Networking Building Integrity Counter Terrorism Energy Security Military Contribution to Peace Support Weapons of Mass Destruction/ CBRN Defence Functional Services Gender Strategic Comms
- 12. NATO UNCLASSIFIED | Slide 125/3/2015
- 13. GOVERNENCE STRUCTURE | Slide 13 ACO Command J/N/A/G 7s NATO Force Structure A/N/G7s Sec Gen & NATO HQ SHAPE & HQ SACT JFC Single Service Command Current Ops Future Ops NATO Force Structure National Assistance Partner Assistance CoEs PTECs NCISS NSO NMIOTC NDC JWC JFTC National Institutions Partner Institutions Requirements Authority (RA) IOs, NGOs Academe, Industry Department Head (DH) HQ SACT JFT
- 14. DEVELOPMENT METHODOLOGY | Slide 14 “From requirements To E&T solutions “ – per Discipline
- 15. NATO – ETOC (Education and Training Opportunities Catalogue) NATO UNCLASSIFIED | Slide 155/3/2015
- 16. Preparation of leaders for missions Given the current structure of NATO the vast majority of IT&E for developing leaders for operations remains with the nations and their respective Professional Military Education (PME). While we augment these leaders with specific skills and knowledge to operate within NATO and the contemporary operating environment we recognize that the preparation of leaders is a multiyear endeavour. Some of the courses that we offer from the Individual Training and Education front to prepare leaders for crisis operations at NSO include: NATO UNCLASSIFIED | Slide 165/3/2015 • Strategic Operations Planning Course • NATO Crisis Management Course • Alternative Analysis Course • Information Operations Course • Energy Security Strategic Awareness • Asymmetric Warfare Course • NATO Defence Leadership In Building Integrity Course
- 17. Integrated Training NSO conducts hundreds of multinational programmes annually in direct support of current and developing operations, strategy, policy, doctrine and procedures. The student population is diverse, military and civilian, representing NATO nations, partner nations and international organizations – all coming together in a conducive learning environment to create the shared understanding and interoperability that is at the core of successful multinational operations. NATO UNCLASSIFIED | Slide 175/3/2015
- 18. Integrated Training (Collective Training and Exercises) • A NATO Military Exercise is scheduled by a NATO Commander. It aims to establish, enhance and display NATO's Military Capability across the Alliance's full mission spectrum which is based on the three Alliance military missions: • Article 5 Collective Defence; • Non-Article 5 Crisis Response; and • Consultation and Co-operation. • NATO Military Exercises are to integrate and improve the Military Capabilities of non-NATO participants and support the development and implementation of the military aspects of the European Security and Defence Identity (ESDI) within NATO. NATO UNCLASSIFIED | Slide 185/3/2015
- 19. Integrated Training (Collective Training and Exercises) • The exercise programme covers a period of six years, with detailed programming for the first two calendar years, and outline programming for the following four calendar years. The aims and objectives of an exercise are developed in an Exercise Specification paper. • http://www.aco.nato.int/schedule.aspx NATO UNCLASSIFIED | Slide 195/3/2015
- 20. Exercises this month NATO UNCLASSIFIED | Slide 205/3/2015
- 21. Training Audience • Based on advice from NATO’s military authorities, the NAC is the body that agrees to provide support to the AU. • NATO has been offering AU students the possibility of attending courses at the NATO School in Oberammergau, Germany in areas such as crisis-management exercises. • Since early 2015 and in response to an AU request, NATO started delivering dedicated training in Addis Ababa through the Mobile Education and Training Team concept. NATO UNCLASSIFIED | Slide 215/3/2015
- 22. Questions? NATO UNCLASSIFIED | Slide 225/3/2015 LCdr. Remi Tremblay Director Standards, Evaluation and Training NATO School Oberammergau tremblay.remi@natoschool.nato.int +49-8822-9481-2605
Notas do Editor
- Since its first major peace-support operation in the Balkans in the early 1990s, the tempo and diversity of NATO operations have increased. NATO has been engaged in missions that cover the full spectrum of crisis-management operations – from deterrence and peacekeeping, to training and logistics support, to surveillance and humanitarian relief. Today, approximately 18,000 military personnel are engaged in NATO missions around the world, managing often complex ground, air and naval operations in all types of environment. They are currently operating in Afghanistan (12000 pers), Kosovo (4500 pers), the Mediterranean and off the Horn of Africa. NATO is also assisting the African Union, conducting air policing missions on the request of NATO member countries and supporting Turkey’s air defence system with the deployment of Patriot missiles.
- NATO members NATO has 28 member states across North America and Europe, the newest of which, Albania and Croatia, joined in April 2009. An additional 22 countries participate in NATO's Partnership for Peace program, with 15 other countries involved in institutionalized dialogue programmes. The combined military spending of all 28 NATO members constitutes over 70% of the global total. Members' defense spending is supposed to amount to 2% of GDP.
- A simplified diagram of the NATO structure. The 28 NATO members has a permanent delegation at NATO HQ. Each delegation is headed by an “ambassador”, who represents his/her government in the Alliance’s consultation and decision-making process. Every nation has representatives on both the civilian side where nations have “permanent representatives” and on the military side where nations have “military representatives”. The Nuclear Planning Group has the same authority as the NAC with regard to nuclear policy issues. The North Atlantic Council (NAC): at the heart of NATO is the principal political decision-making body at NATO. Each member country has a seat at the NAC. It meets at least once a week or whenever the need arises, at different levels. It is chaired by the Secretary General who helps members reach agreement on key issues. The Secretary General is the Alliance’s top international civil servant. This person is responsible for steering the process of consultation and decision-making within the Alliance and ensuring that decisions are implemented. The SecGenl is also NATO’s chief spokesperson and heads the Organisation’s International Staff, which provides advice, guidance and administrative support to the national delegations at NATO HQs. Subordinate committees NATO has a network of committees to deal with all subjects on its agenda, from political to more technical issues, therefore bringing national representatives and experts from all NATO member countries together on a regular basis. They all (NAC, SegGen, RPPB, BC, IC, MC) function in the same building in Brussels. The military side makes the operational decisions such as force generation and operations planning. The civilian side makes most of the resource decisions such as investment funding and operating budgets. Like everywhere else in NATO, resource decisions are made by consensus of 28 nations. This takes time. Military organisation and structure When the implementation of political decisions has military implications, the key actors involved are: the Military Committee, composed of the Chiefs of Defence of NATO member countries; the International Military Staff, the Military Committee’s executive body; and the military command structure, composed of Allied Command Operations and Allied Command Transformation. NATO has very few permanent forces of its own. When an operation is agreed by the NAC, members contribute forces on a voluntary basis. These forces return to their countries once the mission is completed. NATO agencies and organisations are a vital mechanism for procuring and sustaining capabilities collectively. They specialise in technical fields that complement and form an integral part of NATO’s agenda: procurement, support and communications and information.
- The new NCS consists of 2 Strategic Commands: Transformation and Operations. ACT with: Joint Force Training Centre, Bydgoszcz, POL Joint Analysis & Lessons Learned Centre, Lisbon, PRT Joint Warfare Centre, Stavanger, NOR ACO with: 2 Joint Force Headquarters (JFHQs), each of which will be able – for the first time in NATO’s history – to deploy up to a major joint operation into theatre. It also includes 1 static land command HQ, 1 static maritime command HQ and 1 static air command HQ with 2 Combined Air Operations Centres (CAOCs) with a deployable air command and control element each and 1 deployable air command and control centre (DACCC). There is also a Communication and Information Systems Group (CIS Group) to provide communication and information systems (CIS) support for the NCS with 3 NATO SigBtl (in Wesel, DEU; Grazzanise, ITA; Bydgoszcz, POL) and its 3 times 6 Deployable CIS Modules (DCMs). • Finally, as part of the wider command arrangements Striking Force NATO (STRIKFORNATO) was moved to Portugal from Italy. Furthermore, the NATO CIS (Communications and Information Systems) School will also be moved from Italy to Portugal. NATO Maritime Interdiction Operational Training Centre NATO Communications and Information Systems School
- The ADL numbers reflect student accounts not completed courses***
- NATO accredited Joint Air Power Centre (JAPCC / DEU) Defense Against Terrorism (DAT / TUR) Naval Mine Warfare (NMW / BEL) Combined Joint Operations from the Sea (CJOS / USA) Civil Military Cooperation (CIMIC / NLD) Cold Weather Operations (CWO / NOR) Joint Chemical, Biological, Radiological & Nuclear Defense COE (JCBRN / CZE) Air Operations Analysis and Simulation Centre (CASPOA / FRA) Cooperative Cyber Defense COE (CCD / EST) Cooperative Cyber Defense (CSW / DEU) Operations in Confined and Shallow Waters COE (CSW / DEU) Military Engineering COE (MILENG / DEU) Military Medicine (MILMED / HUN) Human Intelligence COE (HUMINT / ROU) Counter-Improvised Explosive Devices COE (C-IED / ESP) Explosive Ordnance Disposal COE (EOD / SVK) Modeling and Simulation COE (M&S / ITA) Energy Security COE (ENSEC / LTU) In accreditation Process Crisis Management and Disaster Response (CMDR / BGR) Military Police (MP / POL) In MOU Negotiations Strategice Communications (STRATCOM / LVA) Stability Policing (Vicenze / ITA)
- The Partnership Training and Education Centres (PTECs) are nationally or multi-nationally sponsored education and training institutions which are united under a single concept that is endorsed by the North Atlantic Council and recognized by NATO. The PTECs offer courses, seminars, and workshops to both military and civilian personnel in order to provide education, training and instruction in diverse areas consistent with the objectives and priorities of NATO's policy on partnerships. They also provide a platform for operational training by offering both classroom and field venues for exercises.
- Explain the ETEE (Education, Training, Exercise and Evaluation) spectrum; separation between individual and collective, and subdivision in E&IT and CT&E. Explain what the advantage is of Global Programming. Aim is to holistically match defined NATO ETEE requirements with ETEE opportunities. To realise the aim, activities will be interwoven to meet the operational commanders’ needs, as articulated in SAGE. These requirements provide the basis upon which focused E&T Solutions are delivered under HQ SACT’s authority. E&T is then executed and an evaluation process is conducted, to evaluate combat readiness and operational capability against defined ACO Forces Standards. Outcome is a system that will sustain itself and it provides the possibility the improve and update existing training opportunities faster and more adequate to arising new capabilities. In NATO, training is broken into two distinct parts, individual and collective. NATO further divides this into 4 discreet portions, Education, Individual Training, Collective Training and Exercises, all of which is in preparation for Operations. Of course, to unite the member Nations towards a common goal, Policy is needed and ETEE is no exception. There is only one training policy in all of NATO, it is MC 458/3. As in any model or system, there should be a feedback loop to improve all programmes and processes and this is certainly true in this system. All of this taken together is considered to be the ETEE or Training Spectrum. In the past, the individual side was ACT’s responsibility and the collective side was ACO’s. Since last December, ACT is now responsible for the management of everything from the Education to the Exercises. This allows us to move to the simplified model you see here. You also see the default settings…ACO, tell us the requirements, we will build solutions, then ACO evaluate the results to tell us if we got it right. If we did not, we need to make adjustments. I say default settings here because, sometimes, the requirements may come from NATO HQ or a JFC or a Single Service Command. So, were do we find ourselves today. We have floated along in NATO E&T with everyone really doing whatever they thought was right. That was OK for 60 years, but is no longer effective, efficient nor affordable. A significant part of the E&T effort is not focused on what the Heads of State and Government have told us to do in various summits, including the Lisbon and Chicago Summits. A detailed examination of many courses reveals that they are not linked to a definable requirement, so, why are we doing that? Remember the very first question. If we think about that Training Spectrum, we cannot expect collective staffs to be proficient when we have not prepared the individuals in the staff first. Because there is no common thread connecting the efforts at a variety of E&T institutions, we have no idea where our gaps are nor where we are duplicating effort. Hope is our course of action in terms of ensuring that LL reports, PMRs, etc arrive at all of the institutions that need to integrate them. Finally, how do we solve this for today, but also for tomorrow?
- STP: Capture the strategic picture and identify discipline based E&T needs TRA: Convert needs to requirements and match existing E&T solutions Identify the gaps (and overlaps/redundancies) TNA: Engage stakeholders in the development of E&T solutions (apply SAT/ Exercise Process) ADC: A mechanism to ensure the requirements and solutions remain aligned with NATO needs
- The European Union has set up its own permanent political and military structures for the political control and strategic management of crises. In December 2002, within the framework of the permanent arrangements for EU-NATO cooperation and consultation known as "Berlin Plus", the Union and NATO signed a strategic partnership agreement on crisis management. Through this agreement, the Union will have access with immediate effect to NATO's logistical and planning resources, including intelligence
- The NATO Senior Military Liaison Officer (SMLO) is the primary point of contact for the Alliance’s activities with the AU. An SMLO is deployed on a permanent six-month rotational basis in Addis Ababa and is supported by a deputy and an administrative assistant. More specifically, with regard to NATO’s support to the AU mission in Somalia, JFC Naples – under the overall command of Allied Command Operations - is responsible for the SMLO team operating out of the Ethiopian capital.