Slide 1 NATO UNCLASSIFIEDNEDP - NATO HQ - VTC – 15 Jan 2013 NATO’s Science and Technology Organisation NATO EXECUTIVE DEVELOPMENT PROGRAMME NATO HQ - VTC,

Slide 1NATO UNCLASSIFIEDNEDP - NATO HQ - VTC – 15 Jan 2013

NATO’sScience and Technology Organisation

NATO EXECUTIVE DEVELOPMENT PROGRAMMENATO HQ - VTC, 15 JANUARY 2013

Albert HUSNIAUX (Major General BEL AF)NATO Chief Scientist

Science and Technology Board Chairman


• The new NATO S&T Organisation (STO)• Programme of Work generation

– The Centre for Maritime Research and Experimentation

– STO’s Collaborative S&T network, supported by its Support Office

• Challenges• Contact information• Conclusions

Outline


The new NATO S&T Organisation (STO)


NATO’s Science & Technology Organization (STO)

• Established on 1 July 2012 as the outcome of NATO S&T Reform

• Successor to the former NATO Undersea Research Centre (NURC) and the NATO Research & Technology Organisation (RTO), combining their expertise and legacy of over 60 years

• Establishing a NATO Chief Scientist position


• The scarcity of resources– NATO’s reforms

• The difference S&T makes in today’s strategic context– Global, complex, interdependent, speed

• The need to extract more value out of NATO S&T– A NATO wide approach: unified governance of NATO S&T

• NATO S&T Strategy, priorities, coordination, synergy– More visibility, more accessibility, more imbrication in the

processes and the decision making• Permanent S&T presence and leadership in the HQ: NATO Chief

Scientist and Office• “Demand-Supply’ dialogue: managing expectations

Drivers of the NATO S&T Reform


• To help position the Nations’ and NATO’s S&T investments as a strategic enabler of the knowledge and technology advantage for the defence and security posture of NATO Nations and partner Nations, by:

– Conducting and promoting S&T activities that augment and leverage the (S&T) capabilities and programmes of the Alliance, of the NATO Nations and the partner Nations [...]

– Contributing to NATO’s ability to enable and influence security- and defence-related capability development and threat mitigation [...]

– Supporting decision-making in the NATO Nations and NATO

Mission (Charter, 19 June 2012)


NATO S&T Unified Governance: NATO S&T Strategy

3 Strategic Goals

Security Dialogue and CooperationSecurity Dialogue and Cooperation

Strategic and Operational Decisions

Strategic and Operational Decisions

Knowledge, Analysis, and Advice

Military OperationsMilitary Operations

Capability Development

Networks ofNational and NATO

S&T Subject Matter Experts

Consultation and Partnerships

December 2012


• S&T Programme delivery– Nations’ and NATO bodies’ network of Scientists and

Engineers, delivering through a collaborative business model

• Scientific and technical committees, composed of subject matter experts, supported by a Collaborative S&T Support Office (CSO)

– NATO’s Research and Experimentation Centre• Centre for Maritime Research and Experimentation (CMRE)

• NATO S&T and STO governance and leadership– Governance is vested in the Science and Technology

Board– Leadership is exercised by the Chief Scientist, Chair of the

S&T Board and Scientific Advisor to NATO leadership

The Science and Technology Organisation


Programme of Work DeliveryA LabThe in-house delivery business model: a dedicated STO executive body, having its own personnel, specific capabilities and infrastructure, customer-funded

A network for Nations and of (by) NationsThe collaborative business model: a forum where Nations elect to share national resources to conduct cooperative research (supported by a NATO body)


• A Nation:– “The value of the existence of the STO is within

the Nations”• Through the network, making the Nation and thus

NATO stronger• Consider the STO as a lever, a multiplier, ...

– The STO is not “the Research Institute of NATO”• ... With the exception of the CMRE, which is a NATO

Centre for Research and Experimentation

Value Added


Science and Technology Organisation

NORTH ATLANTIC COUNCILNORTH ATLANTIC COUNCIL

Technical Committees (Panels/Group)Technical Committees (Panels/Group)

OCSOCS

CSOCSO

CMRECMRE

Science and Technology BoardScience and Technology BoardMC CNAD

Collaborative S&T Business Model

In House Delivery Business Model

NATO HQMax. 10

Max. 0.7 M€

NATO HQMax. 10

Max. 0.7 M€

Neuilly51

5.5 M€

Neuilly51

5.5 M€

La Spezia150

26.6 M€

La Spezia150

26.6 M€

1Board

1Board

2 Business Models

2 Business Models

3Exec

Bodies

3Exec

Bodies


STO deliverablesCollaborative S&T

NetworkCentre for Maritime

Research and Experimentation


• Centre for Maritime Research and Experimentation– Maritime, and particularly the undersea; may extrapolate

into other domains to meet customers’ demands• STO Technical Committees (Panels-Group)

– Applied Vehicle Technology– Human Factors and Medicine– Information Systems Technology– Modelling and Simulation– Systems Concepts and Integration– System Analysis and Studies– Sensors and Electronics Technology

Expertise


The STO in NATO

Conference of National Armament

Directors

STOSTO

North Atlantic Council

Science for Peace & Security Programme

Allied Command Transformation

Political & Partnership Committee

NATO C&IAgency

C&I-ASB

COMEDS

LC

NATO Air Force Armaments Group

NATO Naval Armaments Group

NATO Army Armaments Group

NATO Industrial Advisory Group

Non-NATO “S&T partners”

Non-NATO “S&T partners”

OCS

Military Committee

C3B

C3BCaPs

CMRE

CSO

In-house S&T

CollaborativeS&T

S&T Board

One Board Two Business Models Three Executive BodiesSTOSTO


Prototyping

Fundamental &

Applied Research

System Development &

Demonstration

Production &

Development

Operations &

Support

TechnologyConcept Refinement

1 2 3 4 5 6 7 8 9

Development

ACTACT

NCIANCIA

Technology Readiness Level (TRL)

Technology Readiness Levels’ Spectrum

Main Armament GroupsMain Armament Groups

Science for Peace & SecurityScience for Peace & Security


• Very broad scope– From “Traditional” technology to “Human

Factors”– From “Conceptual/systems” thinking to “support

to delivering hardware”– From the (very) long term to the shorter term– From the “physical space” (air, land, sea ...) to the

virtual space (cyberspace)– ...

Programme of Work


• Revised Cooperation Policy in accordance with NATO Partnership Policy

• Collaborative S&T: Flexible Formats + targeted approach – Partner hosting meetings and holding leadership in several activities

(3 currently)– As of March 2012, among over 165 on-going CSO activities:

• 75% open to Partnership for Peace (PfP)• 30% open to Mediterranean Dialogue (MD)– Cooperation Programme with Partners: a Partnership Work

Programme is distributed to the PfP missions to NATO in the fall– This allows Partners to participate in:

• Joint sessions of the RTB and Panels with Partners• RTO Technical Teams, Symposia, etc.

• Partners are potential CMRE customers, for S&T activities in line with NATO policies

Welcoming Partners


• Engagement with Industry is high on NATO’s agenda:– ACT’s Industry Day (started in 2004)– NIAG Initiatives: TADIC (Trans-Atlantic Defence

Technological and Industrial Cooperation ) Conferences (last one in Oct 2011)

– RUSI Conference (March 2012)– Specifically on S&T matters: STB Roundtable on “early

engagement with Industry” (March 2012) – 2012: first NATO Industry Day (ACT & Defence

Investment Division)– Smart Defence and Connected Forces Initiative

Engaging with Industry: NATO’s initiatives


• “Push-Pull” – STB leadership• Drivers/lists

– Military requirements (important role for Allied Command Transformation)

– Hard Problems– Emerging/emerged Disruptive Technologies

• “Game Changers”

• To be updated– S&T Strategy and S&T Strategy implementation

first

NATO S&T Unified Governance: NATO S&T priorities


The Centre for Maritime Research and Experimentation


•… organizes and executes a customer-funded programme of scientific research and technology development centred on the maritime domain, and focused on solutions for the defence and security needs of the Alliance

•It will sustain its core capabilities in the maritime, and particularly the undersea, domain and, conformant with STB policy guidance, may extrapolate into other domains to meet customers’ demands

Centre for Maritime Research and Experimentation


• A Centre where scientists and engineers gather to collaborate on maritime research priorities of the NATO Nations

• A Centre where the nations pool their equity in specialized, sea-going platforms, and share the costs, efforts, data and results of a maritime research programme

• A place and a programme to develop, demonstrate, and de-risk emerging maritime technology

CMRE

SMART DEFENCE


Collaboration At Sea

R/V ALLIANCE R/V LEONARDO


• The CMRE programme of work for NATO Allied Command Transformation, is organized into a portfolio of four program areas:– Cooperative Anti-Submarine Warfare– Autonomous Naval Mine Countermeasures– Environmental Knowledge and Operational

Effectiveness– Maritime Security and awareness , Harbor and

port protection, and modeling and simulation

Portfolio


• Highly-skilled interdisciplinary professionals – recruited from NATO nations. – physicists, engineers, mathematicians

• Specialists in sea-going experimentation,– Over 50 years experience preparing instrumentation and

performing controlled measurements at sea

• Unique expertise in research, development, testing and evaluation of ocean and maritime concepts and equipment.

• Visiting Scientists and Joint Research Programs

The CMRE Team


CMRE Core Competencies• Underwater acoustics

• Sensors and signal processing

• Ocean prediction

• Ocean physics

• Autonomy in the maritime domain

• Computation and data management

• Underwater communications engineering

• Exploitation of remote sensing at sea

• Modeling and simulation in the maritime domain

• Oceanographic instrumentation, platforms, and systems

• Hydrographic systems

• Portable sensors in the maritime domain

• Sonars, transducers, and arrays

• Ocean engineering

• Seagoing capability

• Operations research

• AUVs, USVs and gliders

• Calibration


NATO’s Collaborative S&T:A Network

for Nations and of (by) Nationssupported by the CSO


Collaborative NATO S&T Business Model

NETWORKHUB

=STO-CSO

NationNationNation

Member(Ops)

NationMember

(Req)

NationMember

(S&T)Nation

Nation NationMember

(IND)(AC)

ACTCE

NATO C&I

AgencyRep.

C&IOAC0

JWC, JFTCACT

MAGs Member MAGs-NIAG

SMART DEFENCE


• AVT-161: Assessment of Reliable Stability & Control Prediction Methods for NATO Air Vehicles and Sea Vehicles (2009-2012)

• AVT-216: Evaluation of Prediction Methods for Ship Maneuvering and Control (follow-on)

• Objectives: Assess the state-of-the-art in computational fluid dynamics methods

• RESOURCES funded by 15 Nations• Labour Cost for 25 active participants (over 3 years)• Transportation & Shipment Cost • Production Cost of Wind Tunnel Model• Wind Tunnel Test Facilities (2 x Europe, 1 x USA)

• RESOURCES (direct) funded by NATO• Editorial & Publication Services, Panel Support

• Research Results are available to all NATO Nations!

PoW: Stability & Control prediction methods

Leve

rage


Deliverables: Collaborative S&TToolbox:

• SY: Symposia (>100 people, 3-4 days)

• SM: Specialists’ Meetings (<100 people, 2-3 days )

• WS: Workshops (selected participation, 2-3 days)

• TG: Task Groups (study group, 3 years max.)

• LS: Lecture Series (junior and mid-level scientists)

• TC: Technical Courses

• ST: Specialists’ Teams (quick reaction)

• ET: Exploratory Teams


Participation Trends Total # Activities per Nation


Challenges


• Three Phases– Consolidation Phase (until 31 Dec 2012)– Rationalisation Phase (1 Jan 2013 - Jul 2014 - TBC)– Optimization Phase (Jul 2014 - Jul 2015)

• Phase 1 – Consolidation Phase– STO stand-up by 1 July 2012– Achieve a “steady state” by the end of 2012– Deliver a CMRE Business Plan by the end of 2012– Deliver a NATO S&T Strategy by the end of 2012– Deliver an Operational Research and Analysis Study by

the end of 2012

Transition Plan and Phases


• Phase 2: rationalization phase (1 Jan 2013 – July 2014, TBC)– Transition the CMRE to its new business model;– Implement the decisions pertaining to the ORA

study– Implement the NATO S&T Strategy– Conduct the “further consolidation” study asked

for by the Nations• Do we need to push the S&T Reform further?

• Timelines for this phase need to be confirmed



• Phase 3 – Optimization phase (Jul 14, Jul 15, TBC)– Optimize the measures of the rationalization phase.– Implement the decisions pertaining to the “further

consolidation” study.– Lessons learned from the first two years, the

conclusions of the “further consolidation” study and the overall requirements from ongoing NATO reforms will drive this phase

• Timelines for this phase need to be confirmed



• S&T Reform challenges - STB– Implementation of the governance of the STO– Implementation of unified governance of NATO S&T (inter alia

delivering the NATO S&T strategy and the specific studies)– Definition of the mandate/accountabilities/empowerment of

the Chief Scientist– Implement transition while preserving S&T delivery to the

Nations and to NATO• S&T Reform challenges - Chief Scientist

– Definition and implementation of the ISPE of his office (Budget, funding and staffing)

– Definition and implementation of the Senior Scientific Advisor role

Challenges


• S&T Reform challenges - CMRE– Shift in command relationship from ACT to the governance

context of the STO– Shift from the Paris Protocol to the Ottawa Agreement– Shift from common funding to customer funding– Definition and implementation of the ISPE and the Personnel

Establishment – Evolution of the Business Model (and Customer Portfolio)– New Host Nation Agreements and Memoranda of Agreement– Ownership, funding and flagging of the Research Vessels

• S&T Reform challenges - CSO– Definition and implementation of the ISPE– Collaborative Programme of Work (PoW) connection to other

NATO S&T PoW (e. g. SPSP, CMRE)/stakeholders’ objectives

Challenges


• Objectives (expectations): – Achieve a successful transition– Position the Chief Scientist to be influential at

senior levels– Identify a realistic level of ambition for NATO S&T– Increase the effectiveness and the efficiency of

NATO S&T and implement continuous improvement

NATO Chief Scientist’s Mandate (draft)


Deliverables: 2012-2013 picture1 Jan

121 Jul 12

1 Jan 13

1 Jul 13

1 Jan 14

STO Charter

Governance Implementation

CMRE 2013 Business Plan CMRE 2014 Business Plan

Maritime S&T Business Plan

1 Jul 14

NATO S&T Strategy NATO S&T Strategy - Implementation ?

ORA Study ORA Study - Implementation ?

Research Vessels Study Research Vessels - Impl ?

Programmes of Work


Stay in touch ...


www.sto.nato.int

News

Events Scientific Reports

General info

General info

Social media

www.cmre.nato.int

www.cso.nato.int


Contact information

• A full-time presence of the Chief Scientist and his Office at NATO HQ[PoC @ OCS: [email protected]]

• The NATO Collaborative S&T Programme: building on/accessing Nations’ S&T[PoC @ CSO: [email protected]]

• CMRE’s capabilities can be used by single NATO nations as customers[PoC @ CMRE: [email protected] ]


Conclusions


• The World is complex and increasingly interdependent, creating new challenges for Nations and NATO

• NATO S&T makes the difference, by commonly addressing and anticipating security and defence needs of the Alliance and its member nations

• The STO (either the Collaborative program or the CMRE) provides an attractive framework: all stakeholders can extract/leverage value out of NATO S&T, using interaction mechanisms having proved their effectiveness

• The NATO S&T Reform is an ambitious reform, with many facets, involving Nations and involving the NATO HQ

• Expectations are high and achieving success will continue to ask for hard work, generating and demonstrating the added value of NATO S&T, both in the Nations and in the NATO HQ (NATO processes and NATO decision making)

Conclusions


Thank you for your attention

“Scientific results cannot be used efficiently by soldiers who have no understanding of them, and scientists cannot produce results useful for warfare without an understanding of the operations.”

Theodore von Kármán (1881-1963)


Your briefer• Albert Husniaux (Major General BEL AF)• NATO Chief Scientist• Chairman of the S&T Board• NATO HQ, Brussels• Tel PA: + 32 2 707 1904• Direct: + 32 2 707 1919• Email: [email protected]

Documents

Slide 1 NATO UNCLASSIFIEDNEDP - NATO HQ - VTC – 15 Jan 2013 NATO’s Science and Technology Organisation NATO EXECUTIVE DEVELOPMENT PROGRAMME NATO HQ - VTC,