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STRATEGIC PLAN 2010 - 2012 by lzn15439


									NATO C3 Agency                       Year 2009

                     STRATEGIC PLAN
                         2010 - 2012

                 NATO UNCLASSIFIED
                                                                                      Strategic Plan 2010 - 2012

              NC3A STRATEGY AT A GLANCE 2010-2012
                 The NATO will continue expeditionary operations and increasingly require C4ISR solutions
                 to the Comprehensive Approach; operations will remain NC3A’s #1 priority.

                 Adherence to the NNEC concept will remain significant for Alliance operational success.
                 Governance, planning and interface to nations will be a key element

                 NC3A must understand, anticipate and meet the C4ISR needs of the alliance; being
                 accountable to and focusing on our principle user, ‘the soldier on operations’ - creating
                 superiority in decision making by creating superiority in information handling. We must
                 enable a better Capability Development process.

                 Our stance must shift to be forward leaning, proactive, anticipatory, shaping our environment
                 and future.

                 Scrutiny and governance over NC3A activities will heighten; nations will expect greater
                 transparency and value for money from NC3A. We can respond in several ways: increased
                 efficiency while consolidating the effectiveness; stakeholder engagement; technology
                 exploitation and rapid insertion; synergistic (2+2=5) solutions; closer cooperation with
                 nations; smarter (re)use of existing capability; and coherency mapping and coherent solutions.

                 Agency sponsor demand will grow in support of operations and stabilise in other areas; ratio
                 of demand will alter across sponsor accounts; pace of delivery, especially in NSIP funded
                 capability packages, will potentially rise.

                 NC3A workforce will be composed of core and rotational NCšA staffs, contractors, and shaped
                 to match competencies and agility required for a flexible and swift response.

                 Technologies required: current NATO operations; deployable communications; information
                 assurance; Cyber Defence; TMD; ISR; and NNEC. Future technologies: communications
                 services; C2 for smaller operational footprints, due-use (military + civilian); ISR; disruptive

                 The global economic crisis and climate change could trigger rapid changes in the security
                 environment; NC3A will be flexible and postured to respond.

                 Increased emphasis on legal relationships/frameworks and multi-national activities, such
                 as MAJIIC.

                 Strategic Methodology
                 A concurrent strategic top down and bottom up operational approach:

                 Increasingly focused top down strategic analysis set the Agency’s high level strategic goals
                 and strategic objectives underpinned by a Balanced Scorecard (including measures, metrics,
                 targets and funded initiatives); and

                 Increasingly focused bottom up operational analysis based on current and assessed demand,
                 historical data, proven management practice delivering flexibility with forecast resource
                 constraints and near term executive tasks and priorities.

                 Strategic Management Assumptions for 2010

                 1. Total Demand:                                            €115.0m-€130.0m

                 2. Direct capacity (civilian & military)                    510-540

                 3. Contracted Capacity                                      80-115

                 4. Indirect Capacity                                        220-230

                 5. Required Capacity                                        810-885

2010 - 2012                     NATO UNCLASSIFIED                                                      Page [SP] 3
NATO C3 Agency

6. Direct Personnel Establishment          530-570

7. Indirect Personnel Establishment        240-260

8. NC3A Personnel Establishment            770-830

9. Number of persons supported             940-1100

10. Contracted Work to Industry (value)    18.0%-28.0%

11. Contracted Work to Industry (volume)   12.0%-20.0%

12. Composition Inflation Index            1.63%

13. Change in NC3A Charging Rate           0.0%-2.0%

14. ICR Rate (Staff )                      45.0%-47.0%

15. ICR Rate (Contracted Work)             15.0%-30.0%

16. Change in Direct Personnel Cost        3.0%-5.0%

17. Total Operating Revenue                €115.0m-€130.0m

18. Operating Costs                        €82.0m-€93.0m

19. General Support Expenditures           €33.0m-€37.0m

Page [SP] 4                                  NATO UNCLASSIFIED   2010 - 2012
                                                                              Strategic Plan 2010 - 2012

                                                  TABLE OF CONTENTS
              NC3A Strategy at a Glance 2010-2012                                                      3

              Table of Contents                                                                        5

              Introduction                                                                             6

              2010-2012 Strategic Plan
              - Strategic Environment and Analysis                                                    7
              - Strategic Execution                                                                  16
              - Coordinating Instructions and Service Support                                        21


              A* – NC3A PESTEL Analysis
              Appendix 1 – CTO Assessment of Technology impact on Agency Competency Profile

              B* - Four Pillars Execution
              Appendix 1 – Architecture Initiative
              Appendix 2 – Services Framework and Standards Initiative
              Appendix 3 – Acquisition Reform Initiative
              Appendix 4 – Federated, Networked Validation & Verification Environment Initiative

              C* –Director Sponsor Accounts, Objectives and Plans

              D* – Segment, Objectives and Plans
              Appendix 1 – CAT and RCM Objectives and Plans

              E** - Stakeholder Analysis

              F** - NC3A Communications Plan

              *-Available on request **-Internal NC3A documents

2010 - 2012                NATO UNCLASSIFIED                                                   Page [SP] 5
NATO C3 Agency

The NC3A 2010-2012 Strategic Plan has been written at a significant moment in the life
of the Alliance and its NC3A. It is released in NATO’s 60th year and has been developed
following a major managerial review of our environment within the C4ISR community and
the future direction of the Alliance. Underpinned by a successful realignment and a track
record of stability and growth as a customer funded organisation, NC3A’s strategy positions
it to build on those foundations and enable NC3A to move toward its vision: one team, one
motive: NATO’s success.

The NC3A 2010-2012 Strategic Plan is submited in accordance with NATO C3 Organisation
Reporting Requirements, issued, 21 April 2006. It outlines the foundation for Agency
responsiveness to Alliance C4ISR demands. Within its context lie the NC3A mission, vision
and value statements:

(Why we exist)
  Enable NATO’s success through the unbiased provision of comprehensive C4ISR capabilities

(What we want to be)
  The NC3A as an essential contributor to NATO success

(What we believe in)
  One team; one motive: NATO’s success

Following this brief introduction, the reader will find the Agency Strategy. The format
loosely follows the construct of a military plan and is an executive document to direct the
Agency’s activities.

The first section of the plan outlines the strategic security environment, and what we believe
to be our higher authorities’ intent for C4ISR from NATO’s Strasbourg-Kehl Declaration and
the NC3B’s C3 Capability objectives. NC3A’s key deductions from analysis of these follows;
supporting detailed analysis is contained in annexes.

The method of strategic execution is outlined in the following section and brings together the
essential elements: the Agency Strategy Map and Balanced Scorecard; and the operational

The final section of the main document, providing the coordinating instructions and support
issues, is possibly of less interest to the external reader.

Detailed annexes and appendices provide supporting rational or information. For succinctness
the annexes and appendices are not included in the externally published document but most
are available on request.

Page [SP] 6                                                    NATO UNCLASSIFIED                 2010 - 2012
                                                                                    Strategic Plan 2010 - 2012

                                         2010-12 STRATEGIC PLAN

              NATO and the Strategic Security Environment
              In its sixtieth anniversary the world in which NATO was formed has changedradically and
              continues to change. There are many uncertainties and challenges ahead, some have been
              faced before but there are also new ones looming. What is certain in our uncertain world is
              NATO’s relevance remains assured. What is also assured is the significance of C4ISR to the
              success of NATO and its operations. NC3A’s mission remains relevant. To deliver on that
              mission, NC3A must recognise and understand the security environment in which it will

              The Strasbourg-Kehl Summit
              The Strasbourg-Kehl 60th Anniversary Summit highlighted our strategic security setting.
              NATO’s security will be increasingly tied to that of other regions and must address new,
              increasingly global threats, such as terrorism, the proliferation of weapons of mass
              destruction, their means of delivery and cyber attacks. Other challenges such as energy
              security, climate change, as well as instability emanating from fragile and failed states, may
              also have a negative impact on Allied and international security and may emerge at strategic
              distance or closer to home. These security challenges require cooperation between the
              international community, of which NATO is a part, and a comprehensive approach by the
              international community, combining civil and military measures and coordination. Existing
              partnerships and relationships will be strengthened. Against this security backdrop, the
              current economic situation will encourage Alliance members to prioritise their defence
              spending and programming for improved efficiency, and require greater use of multinational
              solutions for existing or additional capability development.

              Anticipating NATO’s Concept – it’s future intent.
              The Strasbourg-Kehl Summit marked a waypoint in the direction of the Alliance, laying the
              foundations for the development of a new Strategic Concept for the Alliance which will be
              unveiled at the next Summit in Portugal. From the Strasbourg-Kehl Summit and the priorities
              set in the Comprehensive Political Guidance, there are pointers to NATO’s future intent that
              specifically, or implicitly, impact NC3A.

                Expansion of NATO by two new members, Albania and Croatia, the re-integration of France
                into the NATO Military Structure, and continued discussions with several potential members.

                A possible expanded role of the Active Layered Theatre Missile Defence (ALTBMD)
                programme beyond the protection of NATO deployed forces to include territorial missile

                Strengthening communication and information systems that are of critical importance to
                the Alliance against cyber attacks and acceleration of cyber defence capabilities in order to
                achieve full readiness. A framework for cooperation on cyber defence between NATO and
                Partner countries, and an acknowledgment of the need to cooperate with international
                organisations, as appropriate.

                Attention to the High North, energy security and related infrastructure security.

                Improvement in the ability to meet security challenges that impact directly on Alliance
                territory, as they emerge at strategic distance or closer to home - allies capabilities must
                become more flexible and deployable to respond quickly and effectively. Forces must be
                more deployable, sustainable, interoperable and usable. NRF retains an important role in
                providing a rapidly deployable, credible force for the Alliance and in driving transformation
                and capability development.

                NATO structures reform to: create a leaner and more cost-effective organization; achieve the
                fastest and most coherent flow of sound political, military and resource advice to support
                consensual decision-making; and to enhance responsiveness to time-sensitive operational

2010 - 2012                 NATO UNCLASSIFIED                                                        Page [SP] 7
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      A new defence planning process which puts the emphasis squarely on delivery of
      capabilities the Alliance needs to deal with current and future challenges within a
      comprehensive approach. Greater use of multinational solutions for additional capability
      development and pursuit of many of these initiatives in the existing framework of NATO-EU
      cooperation in capability development via the NATO-EU Capability Group.

      Strengthened cooperation with other international actors, including the United Nations,
      European Union, Organization for Security and Cooperation in Europe and African Union.
      Active promotion of dialogue with relevant players on operations; the development of a
      CIMIC database of national experts in reconstruction and stabilisation to advise NATO
      forces; and the involvement of selected international organisations, as appropriate, in NATO
      crisis management exercises.

      Development of NATO’s relationships with all partners with whom it has a joint commitment
      to cooperative security, this includes a strong, cooperative partnership with Russia.

      A continued focus on operations and a growth in its role in NATO’s priority operation, ISAF,
      to include a training mission.

      Develop advanced technologies to help defend against terrorist attacks, strengthening
      information and intelligence sharing on terrorism.

      A new headquarters for NATO Special Operation Forces.

NC3B C3 Capability Strategic Overview1
NC3B’s C3 capability strategic overview identifies C3 capabilities that need to be progressively
provided by NATO and the nations, to match the Alliance’s level of ambition. The overview
provides the NC3B’s intent for C3 Capability development that specifically or implicitly,
impact NC3A:

Providing C3 support to ongoing operations:
  Improved sharing of information from Joint Intelligence Surveillance and Reconnaissance assets;

      Improved utilisation of radio spectrum by introducing more effective spectrum

      Reduction of fratricide by adapting a standard air-ground combat identification approach
      and completing the standardisation and adoption of Friendly Force Tracking;

      Improved information availability and sharing by federated deployed NATO and national
      Mission Networks;

      Improved information assurance measures, and cryptographic interoperability in NATO and
      coalition operations; and

      Improved interoperable information exchange by consolidating and harmonising NATO

Delivering a data-centric, service-orientated NATO Networking and Information
Infrastructure (NNII) in support of NATO Network-Enabled Capability:

      Consolidate current NATO network components;

      Adopt data-centric attributes and the service-oriented approach in all new and upgraded

      Ensure development of the supporting Doctrine, Organisation and Management for a data-
      centric and service orientated Networking and Information Infrastructure;

  NATO Consultation, Command and Control Board (NC3B) AC/322-D(2009)0009 (INV) Rev2 dated 29 Apr

09 ‘ C3 Capability Strategic Overview

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                                                                                   Strategic Plan 2010 - 2012

                Improve security management concepts and measures and introduce cross domain
                solutions; and

                Improve Alliance-wide Cyber Defence Capabilities;

              Promoting the federation of NATO and National Networking and Information Infrastructure
              (NII) components:

                Develop mutual trust to support interconnection of networks by agreeing and
                implementing the required security measures;

                Progressively federate NATO and National network components to exchange information
                services; and

                Progressively enhance interoperability of NATO and National NII components to support the
                required sharing of information.

                Improve the standardisation process concerning standardisation information exchange and
                sharing, to enhance interoperability between NATO and national capabilities; and

                Develop the appropriate architectures to support capability development and the definition of
                Service Interoperability Points, and the interoperability of NATO and national NII components.

              Governance and Regulatory Boundaries

              NATO C3 Organisation Charter.
              NC3A is governed by the NC3O Charter. This document establishes its mission and limits
              of authority and responsibility, both in terms of Agency operations and personnel/post
              contract administration.

              NATO Civilian Personnel Regulations
              The NATO Civilian Personnel Regulations (CPRs) delineate the rules and regulations by which
              the Agency acquires, retains and releases employees. These regulations impact NC3A’s
              strategy, as sufficient and competent human resources are the basis for all Agency success.

              Financial Regulation
              NC3A’s approved customer funding regime is governed by C-M(98)28 et Corrigendum dated
              19 May 98 and C-M(2004)0038 dated 8 Jun 04 which approved a modified set of NATO
              Financial Regulations.

              NC3A Deductions from Environmental Analysis
              Given these higher authorities intents’ NC3A’s strategic goals and themes from the Agency’s
              2008-2010 Strategic Plan remain extant:

              Strategic Goals:
                Be relied upon as a trusted Alliance partner;
                Deliver Coherence to NATO C4ISR;
                Provide efficient, unique, unbiased, and responsive high-quality support; and
                Deliver high-quality C4ISR capabilities, efficiently and impartially.

              Strategic Themes:
                Sponsor Partnership;
                Operational Excellence;
                Coherence Agent; and
                Exemplary Agency.

              They underpin NC3A’s key deductions (below) which have been derived from a Political-
              Military, Economic, Societal, Technological, Environmental and Legal & Legislative (PESTEL)2
              environmental analysis.

2010 - 2012                 NATO UNCLASSIFIED                                                        Page [SP] 9
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Key Deductions from NC3A’s PESTEL Analysis
Detailed analysis can be found at Annex A.

Article V will remain the cornerstone of NATO. Current operations will continue to be
expeditionary in nature and increasingly require a Comprehensive Approach; C4ISR will
be key to the success of operations. Our C4ISR solutions should offer dual-use (military-
civilian) capability, become more flexible, more deployable, have greater sustainability,
interoperability and be ruggedized, prompt in delivery and simple to use; our mindset,
operationally focused and delivery orientated. Critical to this for NATO and its partners,
will be adherence to NNEC standards, service frameworks and agreed architectures so
that we can deliver coherent capabilities that are validated, verified, can be integrated
and are interoperable. NC3A must help the Alliance recognise the C4ISR implications of a
Comprehensive Approach.

NC3A needs to improve its understanding of the political-military challenges the Alliance
faces and become more agile, in real time, to anticipate and meet the C4ISR needs of our
Alliance. In particular, we must be accountable to and focus on ‘the soldier’ and his needs,
especially on current operations; in effect, creating superiority in decision making by creating
superiority in information handling. However, for the longer term, NC3A must work closely
with NCSA, ACO, ACT and the nations to help clarify Capability Development roles within
NATO’s structure and a secure meaningful involvement of the nations within the new DPP. Our
ability to build relationships and communicate the value added NC3A brings to the Alliance
will be critical. To do so we must accept our responsibilities for capability delivery within
the C4ISR community and shift our stance to become more forward leaning, proactive and
anticipatory, shaping our environment and future. A test of our success will be gaining C4ISR
community support for the ‘4 Pillars’ initiatives that underpin NC3B C3 Capability objectives.

Due to pressures on defence spending, increased scrutiny and governance will apply broadly
to all NC3A sponsor accounts; we must be transparent in our dealings and give value for
money. We can deliver this in several ways. First, increasing internal NC3A efficiency by
focusing management on those areas that will make a difference to the way we execute our
business, such as increasing emphasis on a ‘Lifecycle DOTMLPFI Approach’ to our activities
and improving production efficiency while consolidating effectiveness. Second, engage
stakeholders internally and externally to reduce the length of the process of acquiring the
essential C4ISR military capability required by NATO forces in the field. Key to this are: clear
requirements capture and prioritisation; a spiral approach to development (60% of the
required capability now rather than 100% too late); full involvement from all stakeholders
throughout; and most importantly, getting ‘troops in the loop’ in the acquisition process.
Third, create an environment with stakeholders where they can come together to develop
solutions that meet national needs but also capabilities for the Alliance that when brought
together, are greater than the sum of their constituent parts. Fourth, exploit Commercial-Off-
the-Shelf (COTS), rapid technology insertion and existing military hardware’s Force Multiplier
capabilities. Five, support closer international cooperation on defence acquisition and
facilitate Multi-National Collaboration. Six, in NATO, Net Enabled (Leader Centric) Operations
have arrived. Users and commanders of NATO are seeking our help to re-use what they
have, either smarter and more effectively or in ways we never previous envisaged. Seven,
coherently map capability developments to avoid duplications and stovepipes, and deliver
coherent solutions.

As a philosophy, we should continue to develop and share best practice with other Agencies.

    Sponsor Account Demand Assessment

 Analysis examining, the implications of the Political-Military, Economic, Societal, Technological, Environmental
and Legal & Legislative (PESTEL) factors in NC3A’s environment now and in the next decade.

Page [SP] 10                                                               NATO UNCLASSIFIED                        2010 - 2012
                                                                                       Strategic Plan 2010 - 2012

              NC3A exists to meet its sponsors’ C4ISR-related requirements and in a customer funded
              environment NC3A must examine, understand and position to meet sponsor’s needs.
              Detailed financial figures for 2010 are available in the Strategic Execution section of this plan.

                ACO’s focus on, and demand for, time-sensitive operational support (Crisis Response
                Operations and Short-to-near-term initial operational capability requirements) will grow in
                2010 but then stabilise in 2011-12.

                ACT will remain our prime sponsor, requiring programmes of work for Research and
                Development, Experimentation and other. There may be difficulties in the timely
                determination and sourcing of ACT programmes of work (POW) but we will continue to
                position our manpower to be ACT’s C4ISR provider of choice. In 2010-12, demand will not

                NC3A anticipates speeding up delivery of NSIP long-term C4ISR acquisitions and its Crisis
                Response Operations requirements for which NC3A acts as Host Nation. There will be a
                slight increase in demand across 2010-12.

                NATO Nations account has grown consistently and will continue to grow in 2010-12 as the
                economic downturn and rising defence sector prices, encourage nations to seek NC3A’s servicesin
                particular as an unbiased facilitator and trusted agent in multi-national co-operations.

                The NC3B POW supports other NATO entities and programmes: ALTBMD, AGS and the
                multi-nation MAJIIC programme (Multi-sensor Aerospace-ground Joint ISR Interoperability
                Coalition). This activity will remain stable in 2010-12

              Demographic changes, generational shifts and technological evolution will require us to
              address leadership development, staff expectations and skill sets in NC3A. Competencies
              in the provision and management of services that can become elements of loosely coupled
              federations, systems engineering, human-machine interface and the development and use of
              semantics and semantic relationships will increase. Execution of contracts renewals, training,
              recruiting and support services must take account of these changes.

              We must address the unfulfilled work demand through prioritising resources toward higher
              priority work and recruiting up to our PE while concurrently implementing a more flexible
              recruitment model which balances contracted, Core and rotational staff – near-term shortfalls,
              due to recruitment timelines, should be made up by contractors.

              There will be an evolution in technology not a revolution. We must lever existing technology to
              prepare for multiple futures and do things smarter for our sponsors, by taking a Technology Lead
              and Watch role in NATO, to anticipate technologies and capabilities of increasing interest to NATO:
              communications services; C2 systems that support smaller operational footprints and ensure
              spectrum availability; dual-use military-civilian systems; acceleration of Cyber Defence capabilities;
              Theatre Missile Defence; the force multiplier capability of ISR; critical C4ISR enabling capabilities
              such as Information Assurance and Power/Energy Efficient technologies; technologies that require
              increased processing power (holographic visualisation, robotics, geo-referencing and artificial
              intelligence); and disruptive technologies or ‘black swans’. As the home of information technology,
              NC3A should continue close cooperation with RTO, nations and industry on technology and
              internally assess capabilities before recommending them to our sponsors.

              Changes in the environment affect all Alliance members’ security interests. NATO may
              increasingly need to rapidly find original responses to resolve crisis in existing or new
              environments, such as the High North or as part of a new CIMIC role. NC3A will need to take
              on the responsibility to help NATO address the C4ISR implications such as finding solutions
              for command and control between Gov & Non-Gov organisations and to Civil Agencies.
              Above all, NC3A must remain flexible and postured to support NATO in uncertain times.

2010 - 2012                  NATO UNCLASSIFIED                                                           Page [SP] 11
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                                                                        NC3A Balanced Scorecard
                                              Objectives & Champion                                   Measure                                    Measures (D=Lead Measure
                                                                                                                1. NC3A contributions to NATO's success
                                 Be relied upon as a trusted Alliance Partner - GM                      1b
                                      Deliver coherence to NATO C4ISR - GM                               3      1. Alliance and Nation's coherence

                   Provide efficient, unique, unbiased and responsive, high quality support - GM         4      1. NC3A Sponsor/End user satisfaction, Support Project
                                                                                                        7       1. NC3A Sponsor/End user satisfaction, Capability Project
                      Deliver high-quality C4ISR capabilities, efficiently and impartially - GM
                                                                                                        10      4. Hitting Project Service Costs Targets (D)

                       Develop and grow relationships with external stakeholders - DSA NN               29      3. Key Stakeholder Relationships

                          Introduce effective business development processes - DSA ACT                  13      1. Contracted Work

                                                                                                        15      1. CAT Project Delivery to time and budget
                   Implement an efficient POW responsive to [customer's] requirements - DOP
                                                                                                        11      4. POW Coherence Quality
                                                                                                        17      1. Portfolio Management/Process Efficiency (Time to resolve
                                                                                                        18      2. Project Performance/Earned Value (D)
                                   Implement P3 management processes - COO
                                                                                                        21      3.   Process Awareness (P3B Internal staff survey)
   Internal                                                                                             17      4.   Portfolio Management/Process Efficiency (Workload/Wo
                                                                                                        26      1.   Performance Management (D)
                                Implement top performing CATs [as teams] - DOP                                  2.   Management of Staff (Internal)(D)
                                                                                                                3.   Management of Staff (External) (D))

                      Ensure Agency-wide Coherent Life-Cycle project implementation - CTO               12a     2. Content Coherence-Lifecycle

               Ensure application of efficient capability acquisition methods and processes - DACQ      20      1. Acquisition Delivery Performance

                 Develop Strategic Vision for coherent NATO C4ISR capability development - CTO          12b     2. Content Coherence (D))

                Reinforce and demonstrate Agency values to all stakeholders (external & internal) -
                                                                                                        1a      1. NC3A Core values
                                                  DSA NIP
                                                                                                        24      2. Competency Management
               Reinforce core competencies and improve sharing and coordination of SME activities -
                                                     CTO                                                25      4. Sharing SME Activities (D))
 Learning &       Increase clarity, quality and distribution/awareness of information content and
  Growth                                                                                                31      2. Information Dissemination/Satisfaction (D)
                                                communications - CSM
                                                                                                                2. Service Provision (Product Catalogue (D))
                         Deliver state-of-the art shared services (HR, FM, GS, BLST) - DRES             36
                                                                                                                4. Service Provision (CRM)

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                                                                                                                                              Strategic Plan 2010 - 2012

                                                   Vs 1.2                                                                                                          11-May-09

e)                              Year on Year Targets                                                            Initiatives
                              Yr1         Yr2          Yr3

                                                                SIP09-7: SIP Management (Stakeholder Survey) (# to follow)
                              +2%        +3%           +5%

                              +2%        +3%           +4%                SIP09-7: SIP Management (Stakeholder Survey) (# to follow) and Four Pillars initiative

                              +2%        +3%           +5%      SIP09-7: SIP Management (Stakeholder Survey) (# to follow) + 'Four Pillars'

                              +2%        +2.5%         +4%      SIP09-7: SIP Management (Stakeholder Survey) (# to follow)
                             +/-20%     +/-15%       +/-10%     Four Pillars'
                                                                SIP09-13: Study: How to get earlier influence and better response in requirement development? (# to
                              Base       +3%           +5%

                                                                SIP09-2(P3.4): Agency Portal-Service Catalogue Projects (NCA002520) + SIP09-4(L1.1): CRM Plan and
                              +5%        +7%           +9%
                                                                Process (NCA0025662).

                              80%        85%           90%

                              80%        85%           90%      SIP09-7: SIP Management (Stakeholder Survey) (# to follow).
e exception reports (D))    5-10 days   5-8 days     4-7 days   SIP09-10: Workflow (NCA002976)
                              37%        55%           80%      SIP09-10: Workflow (NCA002976)
                              85%        90%          92.5%     SIP09-7: SIP Management (Stakeholder Survey) (# to follow)
ork Capacity (D))             Base       +/-5%        +/-4%
                              40%        60%           80%      SIP09-5: HR Development Centre (NCA002520)
                              Base       +5%           +5%      DOP Led Internal staff survey
                              Base       av B          av A     DOP led Customer feedback

                              Base       95%           99%      SIP09-3(P4.1): Realigned Agency Business Process Management (NCA001611)

                              90%        95%           98%      SIP09-2(P3.4): Agency Portal-Service Catalogue Projects (NCA002520) & Four Pillars initiative

                              90%        95%           98%      Four Pillars' initiative

                                                                Internal communications plan
                              +2%        +2%           +2%
                                                                SIP09-7: SIP Management (Stakeholder Survey) (# to follow)
                              Base        -7%          -5%      SIP09-15: Paper: Balancing contractors, core staff and rotational staff (1/3s)
                              Base        +5            +5      SIP09-1: PCN Tools and Methods (NCA002027)

                              Base       +5%           +5%      SIP09-14: Information Sharing (NCA007079)
                              Base        +5            +5      DRES Product Catalogue
                              Base       +5%           +5%      SIP09-8: Capability Based Architecture (# to follow)

              2010 - 2012                                                         NATO UNCLASSIFIED                                                             Page [SP] 13
NATO C3 Agency

NC3A will need to facilitate legal relationships/frameworks and multi-national funded
activities, such as MAJIIC for increased interactions with nations and industry (e.g. Framework
agreements and FFCI Initiative).

Strengths, Weaknesses, Opportunities and Threats

NC3A’s Strengths:

NC3A has unique expertise, capabilities, competencies and facilities. It is multinational and
unbiased in its construct and approach, and is positioned as a Strategic Partner with NATO’s Strategic
Commands and all other military and civilian elements of NATO and has extensive partnering and
staff exchanges with Nations. NC3A must enhance these strengths and relationships.

NC3A’s Weaknesses:
Lack of communication with our stakeholders and lack of formal tracability over the lifecycle
reflecting best effort, which leads to a perceptions of NC3A’s technological arrogance in
our dealings with stakeholders; NC3A must communicate better and listen more to our
stakeholders, be more transparent and present ourselves and our message correctly.

We are inconsistent in the quality of our product and need to establish a better quality control
mechanism over product development and release.

We can take too long to deliver capability because we do not consistently commit to a one
scope, time, cost result orientated approach. We must accept we are part of the problem but
not the only part, and be both more disciplined in our approach and initiate a campaign to
engage all stakeholders in examining and correcting the problem through initiatives such
as ‘4 Pillars (Acquisition Reform)’.

NC3A is perceived to work in stovepipes and duplicating effort instead of following a
comprehensive and coherent approach.

Difficult economic conditions may drive nations to favour national industries and seek
collaborative defence investment. NC3A can help these nations and must raise its profile
and explain its ‘value proposition’, to do so.

Difficult economic conditions could lead to delays in NATO spending or spending rates. NC3A
should execute an aggressive programme of work and improve its capacity, delivery and
processes in order to exploit opportunities that do arise and live up to our predictions and
promises. NC3A must do so with a clear understanding of the risks and be flexible enough
to pull back, if a pessimistic threat environment emerges.

Currently, a large number of very high calibre people are seeking employment and we should
aim to recruit the cream while the opportunity lasts.

There may be a possible role as technology focus (beyond C4ISR) in the 2013+ timeframe
and/or a NATO Communications Intelligence (COMINT) role. NC3A must be cognisant of
these possible roles in the next few years.

NATO structures reform would be an opportunity to bring about some of the changes required,
especially in resourcing decision making and the responsiveness necessary for operational support
in the C4ISR domain. It should lead to a Capability Development (CD) process necessary for C4ISR
– not one for all types of CD. NC3A’s 4 Pillars ‘Acquisition Reform’ initiative may help in this regard.

Page [SP] 14                                                         NATO UNCLASSIFIED                     2010 - 2012
                                                                                 Strategic Plan 2010 - 2012

              Overall economic environment will cause fluctuations and uncertainty with respect to budget
              allocation to the strategic commands and the NSIP.

              In the mid-to-long term, C4ISR funding in ISAF could reduce to ensure funds are available
              for ISAF NATO HQ’s construction.

              There is a possibility that the opportunities and threats in the Arctic draw NATO’s attention
              and resources away from current areas of operation. NC3A must be cognisant of these factors
              and begin to position accordingly.

              NC3A is perceived to be expensive. We must communicate our ‘value proposition’ to balance
              this perception and clearly articulate our cost compared to industry and other NATO/National
              organisations in our field, e.g. through understanding respective capitation rates.

2010 - 2012                 NATO UNCLASSIFIED                                                    Page [SP] 15
NATO C3 Agency

Strategic Execution
NC3A’s Mission
Enable NATO’s success through the unbiased provision of comprehensive C4ISR capabilities.

Execution - Concept of Operations

Management Policy Board’s (MPB) Intent
The MPB’s intent is to begin positioning NC3A to support NATO’s new Strategic Concept
when it is released, using the markers from Strasbourg-Kehl summit as our guide. We will
underpin NC3B’s C3 Capability objectives, and consolidate as a Strategy Focused Organisation.

We aim to anticipate and meet the C4ISR needs of the Alliance and secure the resources to
meet sponsor’s demand and concurrently reduce the year-on-year Bow-wave of unfulfilled
demand to a minimally appropriate level. As an entity we will accept accountability and
responsibility to deliver capability that is needed, when it is needed and where it is needed
by our sponsors and users. We intend to give our sponsors ‘value for money’, be transparent
in our dealings and communicate to the wider C4ISR community our ‘value proposition’
and what we believe: ‘NATO is first and foremost’ and ‘working together for NATO’ is in all
our actions.

Operations will remain our primary focus and we will actively support a Comprehensive
Approach. We will bring a culture to NC3A that emphasizes individual and collective
accountability to our service men and women and a focus on them as the common link
between them and the C4ISR community. We have listened to and heard users on operations,
and will help find smarter uses for the capability they have now, while remaining alert for
new technologies that may enable them to work smarter.

NC3A intend to take an approach to users, sponsors, industry and partners that allows us
collectively to optimally develop initial operational capabilities for the Alliance that are ‘good
enough’ and final operational capabilities that when brought together, are greater than
the sum of their constituent parts. We will avoid competition with industry but improve
industry’s ability to participate and compete in the NATO environment. We intend to continue
developing and sharing best practice within NC3A and NATO.

Our intent to recruit the best, retain the best and create the right conditions for them to excel
remains extant. We aim to develop our leaders to play a full role in NATO’s future.

We intend to consolidate our role as home of information technology in NATO and live
up to our responsibility to bring clarity and guidance on essential C4ISR issues. We aim to
communicate better and listen harder.

Our focus will be forward leaning, proactive and anticipatory and NC3A will shape its
environment and future.

Scheme of Manoeuvre
Our Scheme of Manoeuvre is to continue our multi year transformation to becoming a
Strategy Focused Organisation by making our strategy operational within resource parameters
(staffing and cost); specifically targeting those elements that make a difference: operational
focus; timeliness of delivery; quality of output; process improvement; and prioritisation of
activity. In line with the Agency’s Balanced Scorecard we will execute our twelve strategic
objectives (Internal Processes objectives and Learning & Growth objectives) and attain
our four Alliance or Sponsor strategic goals, binding both goals and objectives to realistic
measures, metrics, targets and Strategic Initiatives. The General Manager and individual
Directors will be responsible, through their Champion role, for the successful delivery of
strategic goals or objectives.

NC3A will identify key stakeholders and through MPB members and senior managers,
engage those stakeholders to build relationships to anticipate and better understand the
environment and sponsor’s needs. Relationship building and closer engagement with
our partners in the C4ISR community will be increased through more frequent formal and
informal communication. Internal communications shall be expanded and improved. We
will engage our partners in the C4ISR community in a campaign to address the ‘4 Pillars’ of

Page [SP] 16                                                     NATO UNCLASSIFIED                   2010 - 2012
                                                                                  Strategic Plan 2010 - 2012

              activity that are strategically significant to the C4ISR community: Acquisition Reform; A
              Federated Validation and Verification Environment; Services Framework and Standards, and
              Architectures (Annex B).

              Our new DSAs for ACO, NN and ACT will develop Customer Relationship Management tools
              and an NC3A Service Catalogue. Combined with scaled up Liaison, this shall increase the
              quality of direct interaction with sponsors. Through closer liaison we will endeavour to get
              ‘troops in the loop’ in spiral acquisition and capability development processes. Concurrently,
              DOP and COO initiatives to improve the efficiency and quality of NC3A’s production processes
              shall deliver better products and guarantee delivery times within cost. Integrating our
              management systems – time accounting, financial management and enterprise project
              management – will occur. CTO’s cross NC3A coherence and DOP’s cross-CAT coherence
              activities plus DSA’s product acceptance responsibilities, shall be matured and become
              integral to deliverable quality assurance. Additional governance over the Strategic Initiative
              Programme, individual DSA performance and CAT performance shall be carried out through
              a regular review process conducted by the Agency’s P3 Board. Delivering our CPOW and
              reducing the year-on-year bow wave of unfulfilled demand will be closely managed by the
              P3 Board. Managing progress toward meeting NC3A’s Key Management Assumptions, shall
              be the MPB’s responsibility.

              Following an internal review, NC3A’s mix between contractors, core staff and rotational staff
              will be changed to create a more agile model that can respond better to fluctuations in
              demand and competency needs. More contractors will be employed to increase agility and
              flexibility and reduce risk and fill gaps caused by surge needs. DRES shall actively campaign
              to recruit the highest quality staff during the economic downturn - staff numbers will
              increase slightly. Through the Peer Competency Networks (PCN), Performance Management
              initiative and Management Excellence programme we shall invest in our staff and leaders,
              endeavouring to develop their qualities, competencies and education. DRES-led initiatives
              to increase technical support, improve facilities and share internally proven best practice
              aim to create a more productive working environment.

              Strategy Map
              Our Strategy Map is the pinnacle of cascading strategies. Beneath it are DSA and Segment
              strategies and beneath them, CAT and RCM strategies. The Strategy Map is best understood
              by reading from the bottom upwards. Learning & Growth strategic objectives aim to
              develop our primary resource – our staff – and form the bedrock for development of our
              Internal Processes objectives. The Internal Processes strategic objectives aim to enhance
              one, sometimes two, of the Agency’s Strategic themes (Sponsor Partnership, Operational
              Excellence, Coherence Agent, Exemplary Agency). Successful execution of the Internal
              Processes strategic objectives supports other strategic objectives and/or our four Sponsor
              or Alliance focused Strategic Goals. The combined execution of the strategic objectives and
              fulfilment of strategic goals, within the context of our values, enables NC3A to succeed in its
              mission and move toward its vision.

2010 - 2012                 NATO UNCLASSIFIED                                                      Page [SP] 17
                                                                        NATO UNCLASSIFIED
NATO C3 Agency Partnership, Operational Excellence, Coherence Agent, Exemplary Agency).
  themes (Sponsor
        Successful Execution of the Internal Processes strategic objectives supports other strategic
        objectives and/or our four Sponsor or Alliance focused Strategic Goals. The combined execution of
        the strategic objectives and goals, within the context of our values, enables NC3A to succeed in its
        mission and move toward its vision.

    MISSION                                                 VISION                                              VALUES
                                                                                                                One team - one motive: NATO’s success.
    Enable NATO’s success through the                       The NC3A as an essential                            Core values:
    unbiased provision of comprehensive                     contributor to NATO success.                        • Integrity, open mindedness, transparency, & impartiality.
    C4ISR capabilities.                                                                                         • Supportive of NATO objectives.
                                                                                                                • Product and service innovation & excellence
                                                                                                                • Proactive, supportive, can-do attitude.
                                                      GM                                                   GM

                                       Be relied upon as a trusted                          Deliver coherence to NATO
                                             Alliance partner                                          C4ISR


                  Provide efficient, unique,                                                                             Deliver high-quality C4ISR
                  unbiased, and responsive                                                                               capabilities, efficiently and
                     high-quality support                                                                                         impartially

       Sponsor Partnership                   Operational Excellence                              Coherence Agent                          Exemplary Agency
                                               Implement an efficient
     DSA N&N
                                                POW responsive to         Ensure Agency-wide

                                                                                                                                                                              Internal Processes
                                                   requirements            coherent life-cycle                                                 DSA NIP
      Develop and grow                                                          project
                                                                                                                                                  Reinforce and
       relationships with
                                           COO                              implementation               CTO
     external stakeholders                                                                                                                     demonstrate Agency
                                                                                                        Develop strategic                          values to all
                                           Implement P3                                                 vision for coherent                   stakeholders (external
                                           management                                                      NATO C4ISR                              and internal)
                                                                         DACQ                                capability
   DSA ACT                                   processes
                                                                         Ensure application of
   Introduce effective                  DOP                                efficient capability
 business development                   Implement top                   acquisition methods and
        processes                                                               processes
                                       performing CATs
                                         (Resources &
                                       Project delivery)

                                                                                                                  CSM                             FC/DRES

                                                                                                                                                                            Learning &
                                               CTO                                                             Increase clarity quality
                                                                                                                                                 Deliver state-of-the-

                                                                                                                  and distribution /
                                                Reinforce core                                                                                   art shared services
                                                                                                              awareness of information
                                              competencies and                                                                                    (HR, FM, GS, BL)
                                                                                                                    content and
                                             improve sharing and
                                             coordination of SME

Balanced Scorecard (see page 12-13)
     Balanced Scorecard
     (see Key Management Assumptions
The management assumption range is the one subject for consideration at this stage of programme and financial planning. Approved management
       Strategic the cornerstone of the detailed planning process
assumptions serve asKey Management Assumptions which results in the Consolidated Programme of Work (CPOW), detailing
the projects expected to be on the Agency’s order book in 2010, and the Financial Plan, which contains the planned revenue and the planned
       The management assumption range is the one subject to consideration at this stage of programme
expenditures. These documents will be presented to the NC3B in September 2009. The CPOW is subject to approval by the NC3B; the Financial
       endorsed by the planning. Approved management assumptions
Plan isand financial NC3B and forwarded to the MBC for screening and approval. serve as the cornerstone of the
        detailed planning process which results in the Consolidated Programme of Work (CPOW), detailing
                                                             FP in 2010, and
      the projects expected to be on the Agency’s order book 2008 FP 2009 the Financial Plan, which
Demand for NC3A services                            Sponsor                   Planning Range Trends
      contains the planned demand and
Management has assessed therevenue for the planned expenditures. These documents will be presented to
                                                    Account                   2010           2011-2012
2010 and the trends for 2011 and 2012. For                                         the
      the NC3B in September 2009. The CPOW is subject to approval of the NC3B; – 32.0 Financial Plan is
                                                    ACT      33.8     33.3    30.0           Stable
each sponsor area an overall risk assessment
      endorsed by the NC3B and forwarded to the MBC for screening and approval.
is made and the total potential demand for
                                                    ACO      31.5     31.5    39.0 – 44.0    Growth
NC3A services is then subjected to a further
assessment with respect to funding and              NIP      21.1     21.1    18.0 – 23.0    Growth
capacity.                                         NATO UNCLASSIFIED
                                                                         NHQC3S      14 4.5             4.3             4.7 - 5.1           Stable
The table summarizes the analysis of
operational revenue by sponsor account.                                  N&N     DRAFT
                                                                                    20.9                18.5            18.4 – 21.0         Stable
        File: Strategic Plan 2010-12
                                                                         ALTBMD           3.9           4.2             4.9                 Stable
{Figures in € millions}
                                                                         Total            112.7         114.9           115 - 130           Modest

Page [SP] 18                                                            NATO UNCLASSIFIED                                                                                2010 - 2012
                                                                                                                             Strategic Plan 2010 - 2012

                                                          Capacity Requirement
                                                          To deliver the programme of work, NC3A requires a workforce comprised of NATO civilian staff
                                                          members, military members and contractors. NC3A analysis of the forecasted demand reflects
                                                          a need for an increase of 7% above current workforce levels for those directly employed on
                                                          the work of the sponsors and about 4% in the indirect workforce.

                                                          Within the workforce directly employed on sponsors’ funded work, the staff component would
                                                          increase by only 1% while the contracted workforce would grow by 54%. Overall, contracted
                                                          capacity will increase to 12-20% of that required to deliver the POW. This demonstrates
                                                          NC3A’s increase use of “contracted workforce” within the execution of the programme of work.

                                                                                                         FP 2008   FP 2009      Planning Range 2010

                                                           1. Total Demand                               112.7M€   114.9M€      115 – 130M€

                                                           2. Direct Capacity (civilian & military)      508       516          510 – 540

                                                           3. Contracted Capacity                        69        69           80 – 115

                                                           4. Indirect Capacity                          215       216          220 – 230

                                                           5. Required Capacity                          792       801          810 – 885

                                                          Personnel Establishment
                                                          The NC3A Personnel Establishment reflects the NATO civilian and military posts required to
  Number of persons supported: reflects the total         meet the above productive capacity. The difference between the “capacity requirement”
number of staff, contractors and other personnel          and the Personnel Establishment is the “lapse factor” which, for most NATO organisational
that are supported by the indirect staff of NC3A.         elements, represents 5% - 8% difference. The lapse factor recognizes the difference between
Over time, the number of persons supported has risen      established posts and those posts actually filled during the upcoming year.
significantly faster than the number of indirect staff
(and indirect funded contractors), reflecting leverage    The following table outlines the personnel establishment required to achieve a production
by NC3A to achieve higher levels of operating             capacity as outlined previously to deliver the programme of work anticipated for 2010.

                                                                                                         FP 2008   FP 2009     Planning Range 2010
 Contracted work to industry: lines 10 and 11 reflect
an increase in the use of contracted workforce to
                                                           6. Direct Personnel Establishment             554       567                          530 – 570
execute the work of NC3A.
                                                           7. Indirect Personnel Establishment           231       240                          240 – 260
  Composite inflation index: the inflation index           8. NC3A Personnel Establishment               785       807                          770 – 830
reflects projections as published by OECD in their
July report

 Change in NC3A Charging Rate: The NC3A charge            Key Metrics
out rates for its civilian staff are planned to remain    The following table provides foundation factors included in the Financial Plan:
stable year-over year thus reflecting an increase of
0.0%. This non-increased is below projected inflation
                                                                                                         FP 2008   FP 2009      Planning Range 2010
of 1.63%, which we believe is a conservative inflation
forecast at this point.
                                                           9. Number of Persons Supported                930       930          940 – 1100
  Internal cost recovery rate (staff): at 45.9%, more      10. Contracted Work to Industry
                                                                                                         18%       15.5%        18.0% - 28.0%
than one full percentage point below the figure of         (Value)
                                                           11. Contracted Work to Industry
47.1% of 2009, which equates to a reduction of 2.5%        (Volume)
                                                                                                                                12.0% - 20.0%
in the indirect component of the charge-out rate                                             3
                                                           12. Composition Inflation Index                2.2%      2.2%         1.63%
  Internal cost recovery rate (contracted workforce):      13. Change in NC3A Charging Rate
                                                                                                         2.2%      2.0%         0.0% - 2.0%
at 22.3% reflects an increase over prior years to                                5
                                                           14. ICR Rate (Staff)                           48.1%     47.1%        45.0% - 47.0%
reflect the fact that as the contracted workforce
increases there is a need to ensure that projects using    15. ICR Rate (Contracted Work)
                                                                                                         9.7%      9.7%         15.0% - 30.0%
contracted workforce resources are charged a more
realistic amount for their share of the indirect costs     16. Change in Direct Personnel Cost
                                                                                                         3.0%      2.1%         3.0% - 5.0%
of NC3A.

2010 - 2012                                                                 NATO UNCLASSIFIED                                                   Page [SP] 19
NATO C3 Agency

Note: Potential Use of NC3A Operating Fund
The amount of the operating fund at €15.4M (as of 1 Jan 2009) is being analyzed with a view
to potential reduction. The operating fund has the dual purpose of being a source of working
capital as well as a repository for surplus or deficit net results from the NC3A mandated intent
to break-even over time within the complexity of the customer funded financial regime.

C-M(98)28 guidance for NC3A is that the operating fund should equate to about three months’
turnover. Given this guidance the fund could, for 2010, be established in the range of €28-
31M. However, due to the fact that NC3A continues to receive advances from sponsors and
relatively rapid payment of its invoices, consideration is being given to recommend for 2010
that a more suitable guideline might be one to two months’ turnover, which for 2010 would
imply an operating fund of about €10.3M.

The rules governing increases or decreases in the operating fund provide that such increases /
decreases be achieved by increasing or lowering the charge-out rate. Therefore, management
is considering not only the achievement of a flat rate 2010 over 2009, but a further potential
decrease in the charge out rate for the civilian staff by 2%-3%. This approach would be
sustained for 2011 if the agency cash flow and operating condition permits.

Summary of Financial Performance
Overall, financial performance is the result of the above four sections. Additionally, this takes
in consideration that NC3A has to maintain a financial break-even over time.                        1
                                                                                                     Total operating revenue: overall the increase in
                                                                                                    operating revenue from 2009 to 2010 would be about
                                                                                                    €8.7M or 7.6%.
                                       FP 2008         FP 2009           Planning Range 2010

                                                                                                     Operating costs: the overall increase in operating
 17. Total Operating Revenue           €112.7M         €114.9M           €115.0M – €130.0M
                                                                                                    costs would be €6.4M or 7.8%.
 18. Operating Costs                   €80.2M          €81.3M            €82.0M – €93.0M
 19. General Support Expenditures      €32.5M          €33.6M            €33.0M – €37.0M            3
                                                                                                     General support expenditures: the overall increase,
                                                                                                    related to supporting the increased in operating
                                                                                                    revenue and cost would be €2.2M or 6.5%, reflecting
NC3A Main Effort                                                                                    increased improvement in organizational efficiency.
Support to operations in ISAF

NC3A End State
The NC3A as an essential contributor to NATO success

NC3A Director’s Plans and Objectives
Director’s Plans and Objectives can be found at annexes C and D

Page [SP] 20                                                     NATO UNCLASSIFIED                                                           2010 - 2012
                                                                                           Strategic Plan 2010 - 2012

              Coordinating Instructions and Resource Support
                        COORDINATING INSTRUCTIONS

                        NC3A’s annual cycle of activity links starts with environmental analysis. CTO’s Technology
                        Assessment combined with the DSA’s Strategic Plans and associated Demand Assessment
                        provide the basis for the DOP (and CATs) and DRES (and RCMs) to conduct their own resource
                        plans and assessments. These are reviewed at the MPB’s Offsite in late spring and form the
                        basis of the Agency’s Strategic Plan, Financial Plan, Annual Report and CPOW development
                        and approval process. Funded Strategic Initiatives, DSAs’ and CATs’ performance are reviewed
                        throughout the year as part of the Agency’s internal governance process.

                        Liaison Office (LO) Tasks

                        ACT LO
                          Represent GM & DSA- ACT in HQ SACT & ACT
                          NC3A’s principal advocate in ACT
                          Develop contacts & business opportunities with ACT & collaboration opportunities with
                          Link to industry, Government and Military & Military C4ISR communities in US : develop
                          contacts; develop business opportunities
                          Intelligent, bi-directional gateway between Agency & ACT:
                                   Support all organisational elements in Agency
                                   Interact with all organisational elements in ACT
                          Support the ACT Portfolio Management Office & represent them to ACT
                          Coordinate/execute NC3A promotional strategies
                          Monitor customer satisfaction in ACT
                          Support NC3A staff attached to Field Office (min 3 years) to include:
                                   Advise MPB on opportunities
                                   Assist in development of business case and support staff deployment
                                   Establish protocol for inter-action with HQ staff as per GM/ DSA policy

                        ACO LO
                          Represent GM & DSA ACO in HQ ACO & ACO
                          NC3A’s principal advocate in ACO
                          Develop contacts & business opportunities with ACO

2010 - 2012                           NATO UNCLASSIFIED                                                    Page [SP] 21
NATO C3 Agency

     Intelligent, bi-directional gateway between Agency & ACO:
              Support all organisational elements in Agency
              Interact with all organisational elements in ACO
     Support the ACO Portfolio Management Office & represent them to ACO
     Coordinate/execute NC3A promotional strategies
     Monitor customer satisfaction in ACO
     Advise MPB on opportunities
     Assist in development of business case and support staff deployment
     Establish protocol for inter-action with HQ staff as per GM/ DSA policy

  Represent GM, DSA- ACO & CROSP in ISAF
  NC3A’s principal advocates in ISAF
  Develop contacts & business opportunities with ISAF & NATO Agencies in the field
  Intelligent, bi-directional gateway between Agency & ISAF:
           Support all organisational elements in Agency
           Interact with all organisational elements in ISAF
  Support the ACO Portfolio Management Office & represent them to ISAF
  Coordinate/execute NC3A promotional strategies
  Monitor customer satisfaction in ISAF
  Support NC3A staff and contractors (within conractual arrangements) attached to Field
  Office or deployed in ISAF
           Advise MPB on opportunities
           Assist in development of business case and support staff deployment
           Establish protocol for inter-action with HQ staff as per GM/ DSA policy

  Represent GM in the Infrastructure Committee (IC)
  Screen NC3A NSIP requests to the IC to ensure compliance with policy and procedures
  Monitor progress on actions requested by the NATO International Staff, the IC and the
  National Representatives.

 Facilitate consistency and coherence of information exchange on the NC3A’s policies and
 intentions by maintaining liaison with the NATO C3 Organisation
 Shape environment for a co-operative and mutual relationship
 Ensure close relations to NHQC3S and specially to National NC3 Representatives
 Act as the representative of the Agency at the NATO C3 Representative meetings
 Prepare/staff the required material and statements for committee meetings

Priority of Work

1.             Support to ISAF
2.             Support to other NATO operations
3.             Support SACT’s Defence Planning
4.             Deliver non-operational POW
5.             Complete internal re-processing post-realignment

Resource Support
     See DRES Segment and associated RCM plans: Annex D for more detail

Page [SP] 22                                                      NATO UNCLASSIFIED        2010 - 2012
                                  Strategic Plan 2010 - 2012

2010 - 2012   NATO UNCLASSIFIED                   Page [SP] 23

                 Paul Smith
       Chief, Strategy Management

               Location Brussels
                Visiting Address
      Bâtiment Z - Avenue du Bourget 140,
            B-1110 Brussels, Belgium

                Mailing Address
 Boulevard Léopold III, B-1110 Brussels, Belgium
         Telephone +32 (0) 2 707 4111
             Fax +32 (0) 2 707 8770

             Location The Hague
                Visiting Address
           Oude Waalsdorperweg 61,
      2597 AK The Hague, The Netherlands

                Mailing Address
P.O. Box 174, 2501 CD The Hague, The Netherlands
         Telephone +31 (0) 70 374 3000
            Fax +31 (0) 70 374 3239


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