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<p align="center" class="style17">Table of Contents<br>
25th International Workshop - Rome '08</p>
<p align="center" class="style17">
<a href="/2008book/weissinger-preface.html">Preface- Dr. Roger<br>Weissinger-Baylon<br>Workshop Chairman<br></a>
<a href="/2008book/weissinger-overview.html">Workshop Chairman's Overview - Dr. Roger Weissinger-Baylon</a>
<a href="/2008book/joulwan.html">Opening Dinner Debate - <br>General George Joulwan<br>Former SACEUR</a>
<p>
<p align="center" class="style17">Part One<p>
<p align="center" class="style17">
<a href="/2008book/la-russa.html">Italian Defense Minister<br />
Ignazio La Russa
</a>
<a href="/2008book/browne.html">British Defense Minister<br />
The Rt Hon Des Browne
</a>
<a href="/2008book/gonul.html">Turkish Defense Minister<br />
Vecdi G�n�l
</a>
<a href="/2008book/di-paola.html">NATO Military Committee Chairman<br />
Admiral Giampaolo Di Paola
</a>
<a href="/2008book/zappata.html">Admiral Luciano Zappata<br />
Dep Supreme Allied
Commander Transformation
</a>
<a href="/2008book/camporini.html">Italian Chief of Defense<br />
General Vincenzo Camporini
</a>
<a href="/2008book/zappa.html">Alenia Aeronautica Chairman<br />
Dr. Giorgio Zappa
</a>
<br>Part Two<br>
<p align="center" class="style17">
<a href="/2008book/baramidze.html">Georgian Vice Prime Minister<br />
Giorgi Baramidze
</a>
<a href="/2008book/chizhov.html">Russian Amb to EU<br />
Vladimir Chizhov
</a>
<br>Part Three<br>
<p align="center" class="style17">
<a href="/2008book/eldon.html">British Amb to NATO<br />
Stewart Eldon
</a>
<a href="/2008book/akram.html">Pakistan's Amb to U.N.<br />
Munir Akram
</a>
<a href="/2008book/de-la-sabliere.html">French Amb to Italy<br />
Jean-Marc de la Sabli�re
</a>
<a href="/2008book/tkeshelashvili.html">Georgian Foreign Minister<br />
Eka Tkeshelashvili
</a>
<a href="/2008book/stefanini.html">Italian Amb to NATO<br />
Stefano Stefanini
</a>
<a href="/2008book/buzhinsky.html">Lt Gen Evgeniy Buzhinsky<br />
Russian Min of Defense
</a>
<a href="/2008book/winid.html">Polish Amb to NATO<br />
Boguslaw Winid
</a>
<br>Part Four<br>
<p align="center" class="style17">
<a href="/2008book/tegnelia.html">DTRA Director<br />
Dr. James Tegnelia
</a>
<a href="/2008book/rood.html">U.S. Under Sec of State<br />
John Rood
</a>
<a href="/2008book/joseph.html">Former Under Sec of State<br />
Amb Robert Joseph</a>
<a href="/2008book/berdennikov.html">Russian Amb-at-large<br />
Grigory V. Berdennikov
</a>
<a href="/2008book/benkert.html">U.S. Asst Sec of Defense<br />
Joseph Benkert
</a>
<a href="/2008book/flory.html">NATO Asst Sec Gen<br />
Peter Flory
</a>
<a href="/2008book/sedivy.html">NATO Asst Sec Gen<br />
Jiri Sedivy
</a>
<a href="/2008book/pfirter.html">OPCW Dir Gen<br />
Amb Rogelio Pfirter
</a>
<br>Part Five<br>
<p align="center" class="style17">
<a href="/2008book/lather.html">SHAPE Chief of Staff<br />
General Karl-Heinz Lather
</a>
<a href="/2008book/fitzgerald.html">Admiral Mark. P. Fitzgerald
<br />
Allied Joint Force Command Naples
</a>
<a href="/2008book/ildem.html">Turkish Amb to NATO<br />
Tacan Ildem
</a>
<a href="/2008book/schuwirth.html">Fmr SHAPE Chief of Staff<br />
General Rainer Schuwirth
</a>
<a href="/2008book/acosta.html">Global Impact CEO<br />
Ms. Renee Acosta
</a>
<a href="/2008book/soligan.html">Lt Gen James Soligan<br />
Allied Command-Transformation
</a>
<a href="/2008book/bagnall.html">Former UK Vice Chief of Defense Staff<br />
ACM Sir Anthony Bagnall
</a>
<br>Part Six
<p align="center" class="style17">
<a href="/2008book/volkman.html">U.S. Dir of Internat. Coop.<br />
Alfred Volkman
</a>
<a href="/2008book/tozzi.html">Major General Claudio Tozzi<br />
Italian Defense Ministry
</a>
<a href="/2008book/homberg.html">EADS Senior Vice Pres<br />
Thomas Homberg
</a>
<a href="/2008book/shephard.html">Northrop Grumman VP<br />
Mr. Timothy Shephard
</a>
<a href="/2008book/buckley.html">Thales Senior VP<br />
Dr. Edgar Buckley
</a>
<a href="/2008book/harris.html">Lockheed Martin Global Pres.<br />
Dr. Scott A. Harris
</a>
<a href="/2008book/schneider.html">AFCEA CEO<br />
Kent Schneider
</a>
<a href="/2008book/patterson.html">Mr. David Patterson<br />
Univ of Tennessee
</a>
<p align="center" class="style17">Part Seven
<p align="center" class="style17" style="margin-bottom: 0;">
<a href="/2008book/grimes.html">U.S. Asst Sec of Def<br />
Hon. John G. Grimes
</a>
<a href="/2008book/lentz.html">U.S. Dep Asst Sec of Def<br />
Robert Lentz
</a>
<a href="/2008book/aaviksoo.html">Estonian Defense Minister<br />
Jaak Aaviksoo
</a>
<a href="/2008book/bloechl.html">Microsoft, Managing Dir.<br />
Tim Bloechl
</a>
<a href="/2008book/wolf.html">Lt Gen Ulrich Wolf<br />
NATO CIS Service Agency Dir
</a>
<a href="/2008book/monteforte.html">Italian Milrep to NATO<br />
Vice Adm Ferdinando Sanfelice di Monteforte
</a>
<a href="/2008book/lintonen.html">Finnish Amb to UN<br />
Kirsti Lintonen
</a>
<a href="/2008book/silvestri.html">Dr. Stefano Silvestri<br />
Istituto Affari Internazionali
</a>
<a href="/2008book/yousfi.html">Algerian Amb to UN<br />
Youcef Yousfi
</a>
<a href="/2008book/karem.html">Egyptian Amb to EU<br />
Mahmoud Karem
</a>
<a href="/2008book/tarasyuk.html">Former Ukrainian Foreign Minister<br />
Borys Tarasyuk
</a>
</div>
</div>
<div id="content">
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<h2 class="workshop_year">Rome '08 Workshop</h2>
<!-- InstanceBeginEditable name="Main Content" -->
<h1>
Working with International Organizations and NGOs </h1>
<h2 style="margin-bottom: 0;">
Lieutenant General James Soligan</h2>
<h2 style="margin-top: 0; margin-bottom: 0;">Allied Command - Transformation<B> </B></h2>
<p align="center" style="margin-top: 0; margin-bottom: 0;"><img src="images/soligan.png" alt="Lieutenant General James Soligan" width="161" height="194"></p>
<p style="margin-top: 0;">
W e have had a lot of discussions over the last two or three days about
what needs to be done to resolve crises but I will focus most of my discussion
on what is actually happening in NATO and the progress we are making. Then
I will put a bit of a yardstick out there for some of the next steps that
we hope to be able to accomplish. </p>
<h2>THE NEED FOR COOPERATION AND COORDINATION </h2>
<p>
When I discuss a comprehensive approach, I am really focusing on the close
cooperation and coordination that is needed among all the elements of the
international response. That includes NATO military and NATO non-military
personnel who will operate the military and government agency pieces, as
well as NATO and international organizations and NGOs. My focus will be
on NATO and government agencies and NATO and international organizations
and NGOs, although I will also mention the way ahead, particularly at the
Brussels and national levels, where change is needed in order to more easily
plug into some of the non-NATO military contributions. I will look at how
we are developing, implementing, and institutionalizing consultation, coordination,
and planning between NATO and government agencies and between NATO and
the IO/NGO community, in particular at the independent decision-making
responsibilities of each. I believe it is really important to figure out
how we can institutionalize the changes necessary to have separate but
mutually supportive elements of this contribution as we move forward. </p>
<p>
Because of the political difficulties of reaching consensus in Brussels,
the guidance has been to start with a bottom-up approach, then go to the
field and see what you can accomplish on the comprehensive approach, and
then let that trickle up—the opposite of a trickle-down strategy. It is
a trickle-up strategy of going out and accomplishing things on the field.
</p>
<h2>BUILDING TRUST AND CONFIDENCE </h2>
<p>
The cornerstone of a comprehensive approach is trust and confidence. It
is really about person-to-person relationships. I have been working with
Renée Acosta and Global Impact now for some 10 or 12 years. Our relationship
started in EUCOM, then continued in SOUTHCOM, then continued when we worked
together when I was in Korea, and now continues while I am at Allied Command
Transformation. It is that type of long-term relationship, that understanding
of what each body does, whether it is a military body or an NGO or an IO
or a government agency, and having respect for each other’s domain that
helps us work together effectively. </p>
<p>
A comprehensive approach has worked pretty well in the field if we look
at Afghanistan in particular, at the Provincial Reconstruction Teams (PRTs),
26 of which are in the field right now. The nations and NATO have collectively
recognized the need for the military and government agencies to work together
and to interact with NGOS and IOs in the field in a comprehensive way.
Admiral Fitzgerald told us about the liaison monitoring teams in Kosovo
and the ability of those teams to be able to not only interact with the
local population but to interact with the interagency international organizations
and NGOs. We have seen a senior civilian representative in Afghanistan
interact with the international community and the NGOs in a way that was
never done in the past. We have reached very significant milestones and
have made great progress in implementing free deployment training, in which
we actually bring the IOs and NGOs from Afghanistan into the training at
military headquarters and have them build their relationships before deployment.
In that way they gain a good understanding of the local community leaders,
the IOs, and the NGOs in the theater, before they move forward. </p>
<p>
We have also implemented something called the civil-military overview.
Recognizing the need for information sharing—for everyone to have a common
picture of what is going on in Afghanistan—we have implemented a basic
Web page design that receives information maintained and managed by the
individual international organizations as well as ISAF. It provides commonly
available information that informs each of the players about who and what
and where something is going on in the theater. Recognizing the sensitivities
of the NGOs and IOs to not be too closely associated with the military
in some cases but also their need for a common view of what is happening,
where aid is taking place, and what is going on in the PRTs, we have implemented
a one-year test inside Afghanistan. Most of the people who are providing
the information are from the U.N., the OSCE, and UNHCR. </p>
<h2>AD HOC AND ORGANIZATIONAL CHALLENGES </h2>
<p>
Obviously, in many cases, the challenges are ad hoc—the commander lands
on the ground and says, Okay, who is here and what do we need to do? I
believe that the actions that we have talked about will help minimize that
situation, but we also need to institutionalize some areas of planning
in order to work together more effectively. Admiral Fitzgerald mentioned
the lack of agreement in the theater itself among the various organizations.
I think these organizations make it work, but there is not a clear understanding,
certainly at the higher levels, of roles and missions and responsibilities.
NGOs in particular immediately jump to their higher headquarters and say,
Can we do this? Then, because they do not have a strong relationship at
the highest levels, the burden of responsibility stays on the people on
the ground. </p>
<p>
Some organizational challenges also go along with this issue. For example,
if we look at the NATO Response Force (NRF), are Provincial Reconstruction
Teams part of its built-in structure? Is the Senior Civilian Representative
(SCR) part of that construct? Should we really build that in, and what
are the right relationships? For example, what is the right relationship
between the SCR and the ISAF commander? Rather than working out these things
on the ground, we need to come up with a plan for basic relationships and
responsibilities ahead of time. </p>
<p>
We have talked about the Joint Force Command and the Senior Commander (SC)
level, but here progress is not as concrete as we would like it to be.
Still, we should be thinking about a comprehensive approach at this level. </p>
<h2>CURRENT INITIATIVES </h2>
<p>
Two years ago we implemented two initiatives. The first one has actually
started to have some traction, and that is embedding IO and NGO cells inside
the Joint Force Command headquarters as well as inside the Senior Commander
level headquarters. At SHAPE the IOs are able to participate in the planning
and the day-to-day business of the JFC. We still think there is room to
do this at the SC level. </p>
<p>
Clearly the EU already does planning, but how would other IO organizations
interface? If we look at Darfur, what interaction do they have with JFC
Lisbon and how can you build that relationship to increase awareness and
planning ahead of time? At ACT we would like to see the EU, for example,
develop capability with ACT staff to provide common command and control
interaction and network-enabled capabilities. Today, we tell each other
what we did, but we do not necessarily plan together the way ahead. </p>
<p>
The second initiative, which we are going to reenergize in 2008, is based
on conversations with some PERMREPS and General Mathis. It is the idea
of having a civilian adviser who is the equivalent of a political adviser
but actually is an international organization representative. This person
would build the network of NGOs and IOs that would be available to the
JFC and Operational Commander staffs and would interface with the international
community in the field, just like a political advisor does. However, this
person would also be available for training as well as for pre-planning
and for building permanent relationships between international organizations
and NATO. We had a very interesting discussion about this inside Brussels
and we are going to introduce it again, because we believe the idea has
proven itself in testing and has the ability to help us progress. </p>
<h2>BRINGING A GOVERNMENT APPROACH TO A NATO-LED OPERATION </h2>
<p>
At headquarters in Brussels and/or at national levels, clearly there has
been some progress. We have looked at the different nations; we have looked
at all the government approaches. The U.K has the PSRU, Canada has Stabilization
and Reconstruction Teams (START), and the U.S. has the State Department
office of the Coordinator for Reconstruction and Stabilization (S/CRS),
but all of these have room for improvement. One of the key issues is how
to bring the whole government approach to a NATO-led operation. A key challenge
is not dealing with the military and all the government agencies but how
to plan ahead of time so that all the nations can bring all of their power. </p>
<p>
Another issue is who will actually lead a comprehensive approach in theater.
Most people I talked to about this naturally defer to the United Nations.
They say that it should either be the host nation government and/or the
United Nations that leads a comprehensive approach. The U.N., however,
does not see itself in that role. Jane Lute said that the United Nations
will play a role, but only after the political parties have achieved some
agreement that they in fact want the United Nations and the international
community there, which, as you know, is not always the first step of peacekeeping.
So I think one of the earliest and most important steps we need to take
is to have an international community discussion about whether there is
a comprehensive approach. Then we need to determine the framework and who
should lead it. </p>
<h2>CONCLUDING REMARKS </h2>
<p>
To build trust and confidence, we need ongoing dialogue inside Brussels
and inside country capitals about what a comprehensive approach should
look like. Then we need to design the structures and processes to create
it. We can start out with the military in the lead, and then the United
Nations can pass a resolution to appoint a leader of the comprehensive
approach. In summary, I would say that three steps need to be taken: </p>
<UL>
<LI>
<I>Build trust and confidence.</I> The first is to recognize that the foundation
for building success is trust and confidence. Trust and confidence are
achieved through constant interaction, planning together, operating together,
and being part of each other’s staffs. The way you become an alliance is
to put everybody together. We need to put people together and interact
effectively. </LI>
<LI>
<I>Determine which organization is responsible for coordination.</I> The second
step is to determine who would be responsible for coordinating— the United
Nations, the host nation, the government—and then allow the players to
coordinate under that leadership and institutionalize change. </LI>
<LI>
<I>Sign a Memorandum of Understanding with the U.N. </I>The third step is to move
forward on an agreement in the Fall of 2008 by signing a Memorandum of
Understanding with the United Nations. </LI>
</UL>
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