The Labour Party in Ireland is a social-democratic political party. The Party was founded in 1912 in Clonmel, County Tipperary, by James Connolly, James Larkin and William X. O'Brien as the political wing of the Irish Trade Union Congress. Unlike the other main Irish political parties, Labour does not trace its origins to the original Sinn Féin. In the 2011 general election it gained 37 of the 166 seats in Dáil Éireann, almost double its total of 20 in the 2007 election, making it the second largest political party in the 31st Dáil. The Labour Party has served in government for a total of nineteen years, six times in coalition either with Fine Gael alone or with Fine Gael and other smaller parties, and once with Fianna Fáil, giving it the second-longest time in government of Irish parties, next to Fianna Fáil. As of 9 March 2011 it is the junior partner in a coalition with Fine Gael for the period of the 31st Dáil.

 

The current party leader is Eamon Gilmore, elected in October 2007 alongside Joan Burton as deputy leader. Gilmore is the current Tánaiste (deputy prime minister).

 

The Labour Party is a member of the Socialist International and the Party of European Socialists, whilst the party's MEPs sit in the European Parliament group of the Progressive Alliance of Socialists and Democrats. Through these bodies Labour is linked with the Social Democratic and Labour Party in Northern Ireland.

 

www.streetsofdublin.com

South Street Cemetery, Portsmouth, NH

SASEBO, Japan (Aug. 8, 2020) Boatswain’s Mate 1st Class Demour Christian, left from St. Croix, Virgin Islands, supervises while Boatswain's Mate 2nd Class Isaiah Valle, middle, from San Antonio, signals orders to the handbrake operators as the amphibious transport dock ship USS New Orleans (LPD 18) drops anchor. New Orleans, part of the America Expeditionary Strike Group, is operating in the U.S. 7th Fleet area of operations to enhance interoperability with allies and partners, and serves as a ready response force to defend security and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Kelby Sanders)

Special "High Stability" resistors with an extra pink band (sometimes called "salmon") to indicate their superior quality. From left to right, a modern 4.7kΩ for comparison, a 68kΩ, a 3.3kΩ, two 56kΩ, a 220kΩ and a 2.7kΩ. All are 5% tolerance (gold band) apart from the 56kΩ, which are 2% tolerance (red band). The modern resistor is a metal film type, but the older ones are carbon composition. They were wax coated for moisture-proofing.

Please read my profile for more information about my craft.

 

This 75 carat handcrafted black stripes agate pendant is created swirling and shaping 10kt gold filled wire by hand, adding shells, Swarovski crystals and vintage black coral bead to enhance the natural beauty and shape of the stone. This unusual agate stone has shades of black, white and brown with a glass-like finish.

 

It measures 1 1/2" across and 2 1/2" top to tip including the bail.

 

The bail is designed to be large enough to accommodate your favorite chain, choker or cord, not included.

All purchases are nicely packaged in a gift box.

 

Agate's healing effects:

Spiritually- Inner stability and composure

Subconsciously- Protection, warmth, security

Mentally- Sense of reality

Physically- For the eyes and hollow organs. Protective stone during pregnancy.

Agate provides for balancing of Yin/Yang energy and for balancing of the physical, emotional and intellectual bodies with the Etheric energies. It stabilises the aura, providing for a cleansing effect that acts to smooth dysfunctional energies and to both transform and eliminate negativity. It further assists one in the development of precision in examination of oneself and of circumstances relevant to ones well being. Agate can be used to stimulate analytical capabilities and precision. It provides for perceptiveness to situations and awakens ones inherent talents and adroitness. It is also used to produce inspiration from and connectedness with the entities residing in the spiritual worlds. It has been reported to strengthen the sight, to diminish thirst and to promote marital fidelity.

 

Chakras: Base, Earth Star, Heart, Link, Navel, Sacral, Solar Plexus, Throat, Thymus

Astrological sign: Gemini

 

www.usaraf.army.mil

 

United States Army Africa

 

MEDFLAG 09: Partnership strengthens ties and friendships

 

By Staff Sgt. Lesley Waters

CJTF-HOA Public Affairs

 

MANZINI, Swaziland – Partnership was the key to success during MEDFLAG 09, a U.S. Army Africa exercise held this August that benefited thousands of people in Swazi villages.

 

That partnership was built on cooperation between the U.S. military and government of Swaziland, said Maj. Gen. William B. Garrett III, commander of U.S. Army Africa.

 

“Our pledge is to continue to serve side-by-side with our national and international partners to promote security, stability and peace in Africa, and of course in Swaziland,” Garrett said. “MEDFLAG 09 has been an important demonstration of our commitment to our African and partnered nations.”

 

The exercise included the Umbutfo Swaziland Defence Force, the Swaziland Ministry of Health, U.S. Army Africa and U.S. Africa Command.

 

Swazi medical staff got firsthand tips from U.S. medical officers. Meanwhile, the U.S. troops learned how to overcome the challenges to offering healthcare in rural African villages, Garrett said.

 

At a medical professional exchange, a dozen Swazi military and civilian medics took part in a seminar with U.S. medical officers – sharing ideas that build capacity to work together in the future. Through “first responder” mentoring, 25 Swazi medics from the USDF and the health ministry gained important tools that can help them in a crisis.

 

Overall, 16 Swazi medics, both military and civilians, took part in joint medical missions in local communities that helped Swazi people in need.

 

“Our Soldiers learned important lessons about how to operate in Africa, while the Swazi medical staff increased their capabilities through our interaction,” Garrett said. “As an added benefit, the people of Swaziland received quality care from this partnership effort.”

 

During the two-week exercise, roughly 2,400 medical and dental treatments were performed during visits to Swazi villages. At veterinary clinics, nearly 10,500 animals received treatment.

 

While in Swaziland, Garrett visited the joint U.S.-Swazi medical teams and spoke at the closing ceremony, held Aug. 14 at USDF headquarters.

 

“American and Swazi medics worked side-by-side to improve our readiness and enhance our ability to work together in combined medical operations,” Garrett said.

U.S. and Swazi teams carried out six veterinary civil assistance projects (VETCAPs), including a two-day visit to Hhohho Village in Zinyane Province, one-day at Shiselweni Village in Mkhwakhweni Province, one day at Manzini Village in Matufseni Province and a two-day visit in Lubombo Village in Maloma Province. During the VETCAPs, the veterinary team treated 6,792 cattle, 3,381 goats, 195 sheep, 195 dogs, one horse and one pig.

 

They also operated and successfully removed a benign tumor growing on the throat of a cow on the first day of VETCAPs.

 

“It was an unexpected surprise,” said U.S. Army Maj. Michael Simpson, of the Fort Dix, New Jersey-based 404th Civil Affairs Battalion, who was leading veterinary efforts during MEDFLAG 09. “Even though the tumor was benign it was near the throat. If it continued growing, it would have cut off the cow’s air passage and it would have suffocated.”

 

As the U.S. and Swazi veterinary teams treated the Swaziland livestock, medical and dental teams treated the local villagers.

 

The medical teams, which consisted of members from the 212th Combat Support Hospital, the U.S. Army Center for Health and Preventive Medicine and the 21st Sustainment Command, treated 1,519 patients during the six medical civil assistance projects (MEDCAPs).

 

“We saw patients who had everything from the basic cold to an elderly woman who had a goiter,” said 2nd Lt. Matthew McCreery, MEDFLAG 09’s executive officer.

 

The dental team, which consisted of members from the 920th Aeromedical Staging Squadron, Patrick AFB, Fla.; 59th Medical Wing, Wilford Medical Hall, Texas; and 212th CSH, treated 262 patients and extracted 273 teeth during the six dental civil assistance projects (DENCAPs).

 

“We were able to gain the trust of the Swazi villagers,” said Air Force Col. Dean Whitman, oral and maxillofacial surgeon. “Conducting these sorts of missions is important so the Swazis know we have good intentions and our primary concern is to help.”

 

During MEDFLAG 09, both U.S. and Swazi personnel conducted classes on disaster medical planning and operations, a mass casualty exercise and humanitarian and civic outreach to local communities. Classes included first responder familiarization, disaster relief, preventive medicine and tropical medicine.

 

“The health of the Swazi people and their livestock is clearly very important,” said U.S. Army Lt. Col. Michael Money, co-director of MEDFLAG 09. “It is our distinct privilege to have worked side-by-side with our new found friends from the USDF and the Ministry of Health, to deliver medical and veterinary care in all four regions of this beautiful land.”

 

Cleared for public release.

 

Photos by Air Force Staff Sgt. Lesley Waters. CJTF-HOA Public Affairs

 

PHOTO CAPTION: Army Capt. Julie Bridges, center for health promotion and preventive medicine nurse, demonstrates different preventive illness techniques to Hhohho villagers during the second of a two-day combined medical and dental civil assistance project (MEDCAP and DENCAP) as part of exercise MEDFLAG 09 in Lubombo Village, Swaziland on Aug. 13.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

  

Almost two years after the presentation of the EU Global Strategy and more than a year after Jean Claude Juncker’s white book on the future of Europe, the European Union still struggles with major challenges and threats that seem to undermine the stability of the security environment within its borders and in its neighbourhood. In the aftermath of Brexit and with the proximity of to the European Parliament elections in 2019, the third International Conference Europe as a Global Actor (Lisbon, May 24 & 25, 2018) will discuss the role the EU can play in the current global transformations, as well as the domestic and external obstacles it faces as a global actor.

The Center for International Studies of ISCTE-IUL organized the third edition of the International Conference “Europe as a global actor”, on 24 and 25 May.

The opening lecture was given by the Portuguese Minister of Foreign Affairs, Augusto Santos Silva, on May 24, at 09:30 am.

The Conference Program also included a debate on the state of the Union with the presence of Portuguese MEPs, panels and round-tables on the challenges of the Common Security and Defense Policy, the future of European security and defense, the EU’s relationship with other global players and the future of the European Union as a global player. In addition to the presence of several invited scholars, in plenary sessions moderated by Portuguese journalists, the program also included the presentation of communications by around 40 international researchers in this area of knowledge.

 

May 24th

 

9h00 | Registration – Floor 2, Building II

 

09h30 | Opening Remarks (Aud. B203) – session in Portuguese

 

Keynote Speaker: Augusto Santos Silva, Portuguese Minister for Foreign Affairs

Helena Carreiras (Director, School of Sociology and Public Policies, ISCTE-IUL)

Luís Nuno Rodrigues (Director, Center for International Studies, CEI-IUL)

 

10h45 – 11h00 – Coffee Break

 

11h00 | Round Table I: CSDP: challenges and opportunities (Aud. B203)

 

Moderator: António Mateus (RTP)

 

Laura Ferreira-Pereira (Universidade do Minho)

Jochen Rehrl (EEAS – ESDC)

Ana Isabel Xavier (CEI-IUL)

  

12h30 – 14h00 – Lunch

  

14h00 – 15h45 | Parallel Sessions I

 

Panel 1 –The future of European Security and Defence (Room C201)

 

Moderator: Ana Isabel Xavier (CEI-IUL)

 

Stefano Loi (CEI-IUL): “The PESCO agreement and the future of the European common defence”

Lorinc Redei & Michael Mosser (University of Texas at Austin): “The European Union as a Catalyst in European Security”

Patricia Daehnhardt (IPRI-NOVA): “The EU and transatlantic relations: the end of the Euro-Atlantic security community?”

   

Panel 2 – The European policy on migration and asylum (Room C301)

 

Moderator: Giulia Daniele (CEI-IUL)

 

João Barroso (CEI-IUL): “The EU and the refugee crisis: a literature review”

Tommaso Emiliani (College of Europe): “EU Migration Agencies: More “Guarding”, Less “Support for Asylum”? An Assessment of How the European Board and Coast Guard and the European Asylum Support Office Pursue Their Relations with Third Countries in Light of the So-Called ‘Refugee Crisis’.”

Emellin de Oliveira (NOVA): “The Securitization of Migration through Technology: an analysis of the PNR Directive”

   

Panel 3 – The state of the Union and the future of Europe: reflections and scenarios (Room C302)

 

Moderator: Ana Lúcia Sá (CEI-IUL)

 

Luís Machado Barroso (CEI-IUL; IUM) & Marco António Ferreira da Cruz (IUM): “It is not enough to be… It needs to be seen”: the analysis of EUGS implementation 1st Year report”

Ricardo Alexandre (CEI-IUL): “The Western Balkans Euro-fatigue and the impact on EU of potential alternatives to integration”

Dina Sebastião (University of Coimbra): “The persistence of Portuguese Atlanticism as a block for a supranationalization of European defence policy”

   

15h45 – 16h00 – Coffee Break

   

16h00-18h00 | Round Table II – The EU & other global players (Aud. B204)

 

Moderator: Helena Tecedeiro (Diário de Notícias)

 

Thomas Diez (University of Tübingen)

Maria Raquel Freire (CES-UC, Coimbra)

Luís Tomé (Universidade Autónoma de Lisboa)

Bruno Cardoso Reis (CEI-IUL, Lisbon)

  

18h00 – 20h00 | Parallel Sessions II

 

Panel 4 – Brexit (Room C401)

 

Moderator: Bruno Cardoso Reis (CEI-IUL)

 

Sanja Ivic (Institute for European Studies, Serbia): “The Question of European Identity in Light of Brexit”

Allan F. Tatham (Universidad San Pablo-CEU): “‘Breaking up is Hard to Do’: The evolution of the EU’s withdrawal criteria”

Christopher Pitcher (ISCTE-IUL): “‘I voted remain’ a look at the social and political divides within Brexit Britain through qualitative analysis of the narratives and attitudes of British citizens who voted remain”

Luana Lo Piccolo (ISPI – Milan): “Brexit: an increasing fragmentation of the international architecture”

   

Panel 5 – The EU and its Neighbourhood (Room C402)

 

Moderator: Cátia Miriam Costa (CEI-IUL)

 

Petar Georgiev (Council of the EU): “Pursuit of greener pastures in the Eastern neighbourhood: reconciliation of EU’s security interests and normative ambitions”

César García Andrés (Universidad de Valladolid): “The role of Ukraine within the European neighborhood policy and its effects on relations with Russia”

Mónica Canário (CEI-IUL): “Why do we need a real gender policy in the EU?”

Filipe Lima (CEI-IUL): “The EU and Israel and Palestinian Conflict”

   

Panel 6 – Transnational threats (Room C502)

 

Moderator: Ana Margarida Esteves (CEI-IUL)

 

Sofia Geraldes (ISCTE-IUL): “Digital Battlefields: Assessing the EU soft security actorness countering social media information warfare activities”

Marc de Carrière (Amarante International): “Going beyond NATO’s Article 5: A EU-NATO Blockchain to deter cyber warfare”

Davoud Gharayagh-Zandi (IRS; Shahid Beheshti University) & João Almeida Silveira (FCSH-NOVA): “The European Union security actorness within EU-Iran relations in the Post JCPOA Era”

Henrique Miguel Alves Garcia: “Radicalization in Belgium and EU security environment”

 

Susana Pedro

Stability, port of Blyth 27/3/1987.

IMO:7610048, GT 2,822tons, build, 1978.

Rockefeller Center - "Wisdom" by Lee Lawrie (1933), Art-Deco wall relief on RCA building.

 

The architectural relief depicts a man holding a set of calipers above the text, Wisdom and Knowledge Shall be the Stability of the Times. The Art Deco style is reflected in the angular body of the man as well as his long and geometric beard, the crown on his head and the cloud shapes behind the man.

  

Rockefeller Center was named after John D. Rockefeller, Jr., who leased the space from Columbia University in 1928 and developed it from 1930. Rockefeller initially planned a syndicate to build an opera house for the Metropolitan Opera on the site, but changed his mind after the stock market crash of 1929 and the Metropolitan's continual delays to hold out for a more favorable lease, causing Rockefeller to move forward without them. Rockefeller stated "It was clear that there were only two courses open to me. One was to abandon the entire development. The other to go forward with it in the definite knowledge that I myself would have to build it and finance it alone." He took on the enormous project as the sole financier, on a 27-year lease (with the option for three 21-year renewals for a total of 87 years) for the site from Columbia; negotiating a line of credit with the Metropolitan Life Insurance Company and covering ongoing expenses through the sale of oil company stock. The initial cost of acquiring the space and razing some of the building and construction of new building was an estimated $250,000,000 dollars; a staggering sum in 1930.

 

It was the largest private building project ever undertaken in modern times. Construction of the 14 buildings in the Art Deco style (without the original opera house proposal) began on May 17, 1930 and was completed in 1939. Principal builder, and "managing agent", for the massive project was John R. Todd and principal architect was Raymond Hood, working with and leading three architectural firms, on a team that included a young Wallace Harrison, later to become the family's principal architect and adviser to Nelson Rockefeller.

 

It was the public relations pioneer Ivy Lee, the prominent adviser to the family, who first suggested the name "Rockefeller Center" for the complex, in 1931. Junior initially did not want the Rockefeller family name associated with the commercial project, but was persuaded on the grounds that the name would attract far more tenants.

 

What could have become a major controversy in the mid-1930s concerned the last of the four European buildings that remained unnamed. Attempts were made by Ivy Lee and others to rent out the space to German commercial concerns and name it the Deutsches Haus. Junior ruled this out after being advised of Hitler's Nazi march toward World War II, and thus the empty office site became the International Building North.

 

This subsequently became the primary location of the U.S. operations of British Intelligence, British Security Coordination (BSC) during the War, with Room 3603 becoming the principal operations center for Allied intelligence, organized by William Stephenson, as well as the office of the future head of what was later to become the Central Intelligence Agency, Allen Welsh Dulles.

 

The Center is a combination of two building complexes: the older and original 14 Art Deco office buildings from the 1930s, and a set of four International-style towers built along the west side of Avenue of the Americas during the 1960s and 1970s (plus the Lehman Brothers Building). (The Time-Life Building, McGraw-Hill and News Corporation/Fox News Channel headquarters are part of the Rockefeller Center extension now owned/managed by the major private real estate firm, Rockefeller Group.)

 

In 1985, Columbia University sold the land beneath Rockefeller Center to the Rockefeller Group for 400 million dollars. The entire Rockefeller Center complex was purchased by Mitsubishi Estate, a real estate company of the Mitsubishi Group, in 1989, which fully bought out Rockefeller Group. In 2000, the current owner Jerry Speyer (a close friend of David Rockefeller), of Tishman Speyer Properties, L.P., together with the Lester Crown family of Chicago, bought for $1.85 billion the older 14 buildings and land from the previous syndicated owners: Goldman Sachs (which had 50 percent ownership), Gianni Agnelli, Stavros Niarchos, and David Rockefeller, who organized the syndicate in 1996 and is historically associated with the other partners.

 

The centerpiece of Rockefeller Center is the 70-floor, 872-foot (266 m) GE Building at 30 Rockefeller Plaza ("30 Rock", also the name of a comedy television show) formerly known as the RCA Building—centered behind the sunken plaza. The building is the setting for the famous Lunchtime atop a Skyscraper photograph, taken by Charles C. Ebbets in 1932 of workers having lunch, sitting on a steel beam, without safety harnesses. The 840-foot (260 m) drop lies below.

 

The building was renamed in the 1980s after General Electric (GE) re-acquired RCA, which it helped found in 1919. The famous Rainbow Room club restaurant is located on the 65th floor; the Rockefeller family office covers the 54-56th floors. The skyscraper is the headquarters of NBC and houses most of the network's New York studios, including 6A, former home of Late Night with David Letterman and Late Night with Conan O'Brien and current home of The Dr. Oz Show; 6B, home of Late Night with Jimmy Fallon; 8H, home of Saturday Night Live; plus the operations of NBC News, MSNBC and local station WNBC. NBC currently owns the space it occupies in the building as a condominium arrangement.

 

Unlike most other Art Deco towers built during the 1930s, the GE Building was constructed as a slab with a flat roof, where the Center's newly renovated observation deck, the Top of the Rock is located, which was first built in 1933. The $75 million makeover of the observation area was carried out by the Center's owner, Tishman Speyer Properties and was finally completed in 2005. It spans from the 67-70th floors and includes a multimedia exhibition exploring the history of the Center. On the 70th floor, reached by both stairs and elevator, there is a 20-foot (6.1 m) wide viewing area, allowing visitors a unique 360-degree panoramic view of New York City.

 

At the front of 30 Rock is the Lower Plaza, in the very center of the complex, which is reached from 5th Avenue through the Channel Gardens and Promenade. The acclaimed sculptor Paul Manship was commissioned in 1933 to create a masterwork (see below) to adorn the central axis, below the famed annual Rockefeller Center Christmas Tree, but all the other original plans to fill the space were abandoned over time. It wasn't until Christmas Day in 1936 that the ice-skating rink was finally installed and the popular Center activity of ice-skating began.

 

Rockefeller Center represents a turning point in the history of architectural sculpture: it is among the last major building projects in the United States to incorporate a program of integrated public art. Sculptor Lee Lawrie contributed the largest number of individual pieces — twelve — including the statue of Atlas facing Fifth Avenue and the conspicuous friezes above the main entrance to the RCA Building.

 

Paul Manship's highly recognizable bronze gilded statue of the Greek legend of the Titan Prometheus recumbent, bringing fire to mankind, features prominently in the sunken plaza at the front of 30 Rockefeller Plaza. The model for Prometheus was Leonardo (Leon) Nole, and the inscription from Aeschylus, on the granite wall behind, reads: "Prometheus, teacher in every art, brought the fire that hath proved to mortals a means to mighty ends." Although some sources cite it as the fourth-most familiar statue in the United States, behind the Lincoln Memorial, Mount Rushmore and the Statue of Liberty, Manship was not particularly fond or proud of it.

 

A large number of other artists contributed work at the Center, including Isamu Noguchi, whose gleaming stainless steel bas-relief, News, over the main entrance to 50 Rockefeller Plaza (the Associated Press Building) was a standout. At the time it was the largest metal bas-relief in the world. Other artists included Carl Milles, Hildreth Meiere, Margaret Bourke-White, Dean Cornwell, and Leo Friedlander.

 

In 1932, the Mexican socialist artist Diego Rivera (whose sponsor was Museum of Modern Art and whose patron at the time was Abby Aldrich Rockefeller, the wife of John D. Rockefeller, Jr.), was commissioned by their son Nelson Rockefeller to create a color fresco for the 1,071-square-foot (99 m2) wall in the lobby of the then RCA Building. This was after Nelson had been unable to secure the commissioning of either Matisse or Picasso. Previously Rivera had painted a controversial fresco in Detroit entitled Detroit Industry, commissioned by Abby and John's friend, Edsel Ford, who later became a MoMA trustee.

 

Thus it came as no real surprise when his Man at the Crossroads became controversial, as it contained Moscow May Day scenes and a clear portrait of Lenin, not apparent in initial sketches. After Nelson issued a written warning to Rivera to replace the offending figure with an anonymous face, Rivera refused (after offering to counterbalance Lenin with a portrait of Lincoln), and so he was paid off and the mural papered over at the instigation of Nelson, who was to become the Center's flamboyant president. Nine months later, after all attempts to save the fresco were explored—including relocating it to Abby's Museum of Modern Art—it was destroyed as a last option. (Rivera re-created the work later in Mexico City in modified form, from photos taken by an assistant, Lucienne Bloch.)

 

Rivera's fresco in the Center was replaced with a stunning, larger mural by the Spanish Catalan artist Josep Maria Sert, titled American Progress, depicting a vast allegorical scene of men constructing modern America. It contains the figures of Abraham Lincoln, Mahatma Gandhi and Ralph Waldo Emerson, and it is wrapped around the west wall of the Grand Lobby at 30 Rock.

 

In 1962, a plaque was placed at the plaza with a list of principles in which John D. Rockefeller Jr. believed, first expressed by him in 1941. It reads:

 

"I believe in the supreme worth of the individual and in his right to life, liberty, and the pursuit of happiness.

I believe that every right implies a responsibility; every opportunity, an obligation; every possession, a duty.

I believe that the law was made for man and not man for the law; that government is the servant of the people and not their master.

I believe in the Dignity of labour, whether with head or hand; that the world owes no man a living but that it owes every man an opportunity to make a living.

I believe that thrift is essential to well ordered living and that economy is a prime requisite of a sound financial structure, whether in government, business or personal affairs.

I believe that truth and justice are fundamental to an enduring social order.

I believe in the sacredness of a promise, that a man's word should be as good as his bond; that character not wealth or power or position - is of supreme worth.

I believe that the rendering of useful service is the common duty of mankind and that only in the purifying fire of sacrifice is the dross of selfishness consumed and the greatness of the human soul set free.

I believe in an all-wise and all-loving God, named by whatever name, and that the individuals highest fulfilment, greatest happiness, and widest usefulness are to be found in living in harmony with His Will.

I believe that love is the greatest thing in the world; that it alone can overcome hate; that right can and will triumph over might."

PHILIPPINE SEA (Aug. 12, 2020) The forward-deployed amphibious assault ship USS America (LHA 6) conducts a replenishment at sea with the dry cargo and ammunition ship USNS Cesar Chavez (T-AKE 14). America, flagship of the America Expeditionary Strike Group, is operating in the U.S. 7th Fleet area of operations to enhance interoperability with allies and partners and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist Seaman Matthew Cavenaile)

PHILIPPINE SEA (Sept. 14, 2020) Sailors work with Marines from the 31st Marine Expeditionary Unit to move pallets of dry goods during an underway replenishment aboard the amphibious transport dock ship USS New Orleans (LPD 18). New Orleans, part of the America Amphibious Ready Group assigned to Amphibious Squadron 11, along with the 31st Marine Expeditionary Unit, is operating in the U.S. 7th Fleet area of responsibility to enhance interoperability with allies and partners and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Kelby Sanders)

U.S. Army photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

TAIWAN STRAIT (June 4, 2020) - The Arleigh Burke-class guided-missile destroyer USS Russell (DDG 59) transits the Taiwan Strait, June 4, 2020. Russell is deployed to the U.S. 7th Fleet in support of security and stability in the Indo-Pacific. (U.S. Navy photo by Mass Communication Specialist 3rd Class Sean Lynch) 200604-N-CU072-3002

 

** Interested in following U.S. Indo-Pacific Command? Engage and connect with us at www.facebook.com/indopacom | twitter.com/INDOPACOM |

www.instagram.com/indopacom | www.flickr.com/photos/us-pacific-command; | www.youtube.com/user/USPacificCommand | www.pacom.mil/ **

 

Stability was better than yesterday, but transparency wasn't as good due to very thin and wispy clouds. The NEB looks turbulent. There is a long barge on the SEB that I've heard is a result of a merger of two smaller barges. Oval BA is setting on the bottom right.

+++ DISCLAIMER +++

BEWARE: nothing you see here is real, even though many conversions and their respective background stories were built upon historical facts.

 

The Messerschmitt Me 510 was a further development of the Me 410 Hornisse ("Hornet"), a German heavy fighter and Schnellbomber used by the Luftwaffe during World War II. The 410 itself had a troubled start, because it essentially had only been a straightforward modification of the Me 210, which had suffered from serious stability flaws and had a bad reputation among its crews.

 

The 410 handled better but did not show much improvement in performance, though. Me 410 deliveries began in January 1943, two years later than the original plan had called for, and continued until September 1944, by which point a total of 1.160 of all versions had been produced by Messerschmitt Augsburg and Dornier München. When it arrived, it was liked by its crews, even though its performance was not enough to protect it from the swarms of high performance allied fighters they faced.

 

Still not giving up on the original construction (and with the jigs and tools still available), Messerschmitt started in early 1944 with research into further means of improving the Me 410's performance. One direction was the addition of one or two jets under the fuselage as boosters for combat situations.

Another design path, which eventually led to the Me 510, was the development of turboprop and compound engines as propulsion options, which were based on the respective pure jet engines but offered much better performance and fuel economy than the pure jets. It would also be the more efficient solution compared to added turbojets for pure piston planes, since no dead weight had to be carried, and the overall system was less complex than a mixed powerplant system.

 

This turboprop concept, as best compromise between performance and short-term readiness for service, was chosen and the modified aircraft, called Messerschmitt Me 510, came to be. The design target was to outperform the Me 410 with as little change to the overall construction as possible, so that old tooling could be used for new aircraft cells. Alternatively, old aircraft should potentially be converted to the improved standard.

 

Core of the new development was the compact HeS 021 turboprop, a PTL development of the HeS 011 jet engine which was also planned for Focke Wulfs FW P.0310226-127 fighter (a turboprop version of the light 'Flitzer' day fighter). This engine was theoretically to deliver up to 3.300hp (2.426 kw) shaft output, plus 1.100kg (2.424 lb) additional thrust, even though serial types would produce less power under the aspect of reliability.

 

In order to incorporate this engine into the modified Me 410 a new main wing with laminar profile and new engine nacelles had to be designed. The HeS 021sat in the front part of the engine nacelles above the wings, driving four-bladed propellers. The landing gear retracted into the nacelle's lower section, rotating 90°, much like the Me 410, with the exhaust running above the landing gear wells.

 

In order to improve directional stability further, the tail surfaces were slightly enlarged, receiving characteristic, square tips. The fuselage was more or less taken from the original Me 410, since it offered a very good field of view and appropriate aerodynamics. With this package, the idea of retrofitting former Me 410 cells was kept, even though later flight tests showed that some more detail modifications had to be made. Most of these concerned the internal structures, the most obvious external change was the nose section, where the original glazing had to be reinforced and finally replaced by solid material – an experience similar to the modification from Douglas’ piston-driven XB-42 to the faster, jet-driven XB-43 of the same era.

 

Maiden flight of the first prototype took place in Augsburg on 6th of May 1945, with little problems. As benchmark, the Me 410's maximum speed was 625 km/h (388 mph), a cruise speed of 579 km/h (360 mph) and a combat range of 2.300 km (1,400 mi) with up to 1.000 kg (2,204 lbs) of disposable stores carried in- and externally.

 

The overall flying characteristics of the Me 410 did not change much, but rate of climb and top speed were considerably improved. In level flight, the third prototype Me 510 V3 reached a top speed of 812 km/h (504 mph), and even the serial version with added armament and equipment easily reached 750 km/h (465 mph) top speed and a cruising speed with no external stores of 650 km/h (405 mph). At its time, the Me 510, which quickly received the rather inofficial nickname "Bremse" (Horsefly), was superior to its pure piston engine and turbojet rivals, even though it was clear that the turboprop was only a preliminary solution.

 

Due to its high speed and under the pressure of Allied bomber raids, the Me 510 was primarily used as a Zerstörer against daylight bombers. Many aircraft received additional weapons, both directly incorporated at the factory but also as field accessories. Popular modifications included two extra 30mm guns (MK 108 or 103) in the bomb bay, or provisions for guided and unguided air to air missiles. A camera equipment package (Rüstsatz 'U3') allowed the fast aircraft to be used for daylight reconnaissance.

 

Many equipment packages from the earlier Me 410 could be fitted, too, including the massive 50mm BK 5 auto cannon against allied bomber groups. Initially, this package (‘U4’ Rüstsatz) comprised the original autocannon which fired at 45 RPM, with 21 shells in a drum magazine.

 

This weapon soon was replaced by the even more effective MK 214 B gun of 55mm caliber (Rüstsatz 'U5'). The BK 214 B fired at 180 RPM and proved to be a highly effective weapon at long ranges, outside of the bombers’ defensive armament range. As a drawback the heavy system (the gun plus the ammunition belt with 96 shells weighed 1.124 kg/2.475 lb) filled the whole internal bomb bay and precluded heavy external stores. Therefore, the 13mm machine guns in the nose were frequently removed in order to save weight, sometimes the weapons in the side barbettes, too. But: a single hit with one of the 1.54kg (3.4 lb) shells was enough to bring down a four-engined bomber, so that the fast Me 510 with this weapon became a serious threat in the course of late 1946.

  

510 general characteristics:

Crew: 2

Length: 42 ft (12,60 m)

Wingspan: 49 ft (14.69 m)

Height: 13 ft 1½ in (4.0 m)

Wing area: 480.11 ft² (44.78m²)

Empty weight: 10.665 lb (4.842 kg)

Loaded weight: 14.405 lb (6.540 kg)

Max. take-off weight: 18.678 lb (8.480 kg)

 

Maximum speed: 790 km/h (490 mph) at 7.200m (23.500 ft)

Range: 1.400 mi (2.300 km ) with full combat TOW

Service ceiling: 40.900 ft (12.500 m)

Rate of climb: 4.635 ft/min (23,6 m/s)

Wing loading: 29.8 lb/ft² (121.9 kg/m²)

Power/mass: 0.24 hp/lb (0.39 kW/kg)

 

Engine:

2× Heinkel-Hirth HeS 021 turboprop engines, 1.438 kW (2.500 hp) plus 980 kp (2.158 lb) residual thrust each

 

Armament: Varied, but typical basic equipment was:

2× 20 mm MG 151/20 cannons with 350 rpg, fixed in the nose

2× 13 mm (.51 in) MG 131 machine guns with 500 rpg in the nose flanks

2× 13 mm (.51 in) MG 131 machine guns with 500 rpg, each firing rearward from FDSL 131/1B remote-operated turret, one per side;

Up to 1.200 kg (2.643 lb) of disposable stores in- and externally

 

In the field, many modifications were made and several additional weapon packages with guns, guided and unguided missiles or special weapons were available (so-called ‘Rüstsätze’).

  

The kit and its assembly:

I am not certain when inspiration struck me for this fantasy aircraft - I guess it was when I tinkered together the Hü 324 whif, which was itself based on a 1:72 scale Il-28 bomber. When I browsed for a respective donation kit I also came across the 1:100 scale kit of the Soviet light bomber from Tamiya, and that stirred something: The Il-28's vintage contours would perfectly suit a Luft '46 aircraft, and with some calculations it was clear that the 1:100 wings would be suitable for something in the class of a 1:72 DH Mosquito or Bf 110. Then, the ill-fated Me 410 came to the scene as a potential late war basis aircraft, and from this starting point the idea of an evolutionary next step of the type, the Messerschmitt Me 510, was born.

 

Basically this model is a kitbashing of a Tamiya Il-28 in 1:100 (wings & engine nacelles) and the fuselage of a Matchbox Me 410. The IL-28's wings were turned upside down, so that the nacelles would now ride on the wings' top.

This not only looks cool and 'different', it's also plausible because the landing gear could retract into the wings under the nacelles (with the main landing gear doors closed, just like the original Me 410), it would also reduce the angle of the aircraft on the ground to a sensible degree - with the engines under the wings plus the landing gear would have been much to steep!

 

Fitting the wings to the fuselage was pretty easy, even though the original Me 410 wing profile was much thicker than the slender Il-28 wings. Cleaning and blending the wing root areas was a bit tricky, but the parts get together well.

 

As a design twist and for a uniform look I also replaced the whole tail section, matching the angular look of the thin new main wings. The horizontal stabilizers are wing tips from a Matchbox Me 262, the vertical fin is a modified outer wing part from a Matchbox Grumman Panther.

 

The engine nacelles were taken OOB. I just filled the Il-28's landing gear wells and their covers with putty, since they'd end on top of the new engines.

 

The propellers come from Matchbox P-51 Mustangs, outfitted with pointed spinners and held by a metal pin in a polystyrene tube which runs through the original intake splitter. Looks pretty martial, even though the nacelles ended up a bit close to the fuselage. The overall look reminds of the Short Sturgeon, but is not inplausible. A compact aircraft!

 

The cockpit received some side panels, news seats and some equipment, since the original Matchbox kit features almost nothing beyond a floor plate, two broad benches as seats and pilot figures. I also opened the cockpit hatches, since the aircraft would be built for ground display, with the landing gear extended.

 

From the original kit the BK 5 cannon installation was taken over, but I added a scratch-built, bigger muzzle brake. Since the aircraft was to become a high speed interceptor/Zerstörer for daylight operations, I did not add any further external ordnance.

  

Painting and markings:

I pondered about a potential livery for a long time. Almost any Me 410 was delivered in RLM 74/75/76 livery, and some at the Western front in France were operated in RLM 70/71/65, with a low waterline. But I found this pretty... boring. So I made up a fantasy livery which I found suitable for high altitude operations and based on my knowledge of late Luftwaffe paint scheme - pretty complex:

 

The aircraft was to be light in color, primarily camouflaged for aerial combat. I ended up with something that was planned as something that could have almost been called 'low-viz': all lower surfaces received a basic tone of RLM 76 (from Testors), with a raised waterline on all flanks. This light blue-grey would blend into a slightly darker FS 36320 on the higher flanks, almost up to the upper surfaces.

 

But in the end, the flanks received more spots than intended, and I ended up with a rather conservative livery - but it ain't bad at all. But so it goes...

 

The upper wing surfaces received a wavy scheme in RLM 71 (Drak Green) and 75 (Middel Grey). These are not typical late war colors, I rather used them due to the lighter shades. On the fuselage, just the fuselage crest was painted with more or less dense blotches of these tones, blending into more patches of RLM 02 on the flanks.

 

To add some more unconventional detail, the fuselage sides and undersides also received large, cloudy patches of RLM 77 - a very light grey. This detail was featured on some late-war He 177 bombers, but you can hardly tell these extra blotches because they have only little contrast to the RLM 76.

 

The tail fin was painted all white - a formation sign for a squadron leader, typical for German late WWII fighters. The black and white fuselage stripe is the ID of Jagdgeschwader 26 (which operated Fw 190D-9 from airfields in northern Germany, Flensburg was one of them), the red number abd the "+" code identify the machine as being part of the eighth Staffel.

 

In the end, a very subtle whif. The new engines are most obvious, and they change the look of the Me 410 dramatically. But only on second glance you recognize the other changes. The new wings/stabilizers with their square-shaped tips create a very slender and elegant look, the aircraft just looks fast and agile like a true heavy fighter should. Mission accomplished!

I bought my Jeep Wrangler assuming that, of all vehicles out there, certainly a Jeep would have stability control that could be fully disabled, because it's often helpful for off-roading to turn it off. Stability control is mandated on new cars, but fortunately it's still legal to equip cars with a kill switch from the factory. New Jeeps like mine have factory ESP disabling buttons, but the problem is, it never fully goes off. The ESP still prevents you from doing donuts, even when it's "off." You can tell because when you try to go sideways with the ESP off, the warning lights still flash on the dash and your fun is quickly stifled. Why the most off-road-capable vehicle on the market would not have the ability to completely defeat stability control is beyond me. Presumably it's fear of a lawsuit, but there are lots of other vehicles on the market that allow you to shut it off.

 

Here's how to add a switch to let you keep the stability control on for scary winter storm driving and turn it off when you want to do donuts on the beach.

 

Be advised that this will also deactivate cruise control when you turn the switch off. But you shouldn't turn off stability control with cruise control on anyway.

 

Be advised that this will also deactivate antilock brakes when you turn the switch off. But that's actually a good thing, because when you are off-road you will actually brake more effectively without antilock brakes.

 

Be advised that this may void your warranty.

 

Supplies: a $5 (or nicer if you like) SPST switch, 10 feet of 14 gauge wire from a hardware store, screw wire connectors, electrical tape.

 

Tools: various screwdrivers, Torx drivers, wrenches.

 

Time: All frickin day if you're an idiot like me.

 

Step 1 is to remove the Torx screws holding the rear of the console in place, as shown.

PHILIPPINE SEA (Sept. 10, 2020) Deck department Sailors lower a rigid-hull inflatable boat from the amphibious dock landing ship USS Germantown (LSD 42) for a visit, board, search and seizure exercise. Germantown, part of the America Amphibious Ready Group assigned to Amphibious Squadron 11, along with the 31st Marine Expeditionary Unit, is operating in the U.S. 7th Fleet area of responsibility to enhance interoperability with allies and partners, and serve as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Taylor DiMartino)

Frenchman Roland Magallon developed a microlight aircraft called the Mosquito in 1979 to fill the need for an aircraft combining the simplicity and maneuverability of hang gliders with the stability and flexibility of more traditional powered, fixed-wing aircraft. As the unique configuration became popular, it acquired the nickname 'trike' in reference to the distinctive three-wheeled enclosure suspended beneath the wing and containing the cockpit and engine. Thirteen years the Mosquito, another French designer named Renaud Guy introduced the Cosmos Phase II in 1992. He marketed the aircraft to pilots who wished to operate from airfields, snow, or water, and to those who wanted a good training aircraft. The trike soon found favor as a stable platform for aerial photography, and for towing aloft hang gliders. The pilot flying a Phase II could takeoff and land in less than 61 m (200 ft) and expect to fly approximately 322 km (200 miles) under most conditions. The ultralight cost about $14,000 in early 2004. Production ended in 2005 after dealers sold more than 800.

 

Trike ultralights such as the Phase II is well-suited to lead the migrations of large birds. Pilots can safely match the bird's cruising speed, which for Whooping cranes is about 24 km/h (38 mph). Trikes are highly maneuverable, they provide excellent visibility, and a guard is fitted easily to the aircraft to shield the birds from the spinning propeller. Direct control of the wing via the crossbar allows a pilot to concentrate more attention on the flock's position relative to the ultralight.

 

Operation Migration is a member of the Whooping Crane Eastern Partnership, along with seven organizations dedicated to saving the Whooping crane from extinction. For many bird species, the ability to migrate is a learned process. Canadian Bill Lishman founded Operation Migration as a non-profit charitable organization in 1994 to develop methods for teaching captive-reared birds to migrate by following ultralight aircraft. Lishman got the idea after watching John Moody fly his Easy Riser at Oshkosh in 1976. Another Canadian, Bill Carrick had trained Canada geese to fly alongside his motorboat using methods pioneered by the 1973 Nobel Prize-winning animal behaviorist, Konrad Lorenz. Carrick encouraged Lishman who in 1988 succeeded in training geese to fly with his own Easy Riser ultralight during short flights near his farm. Lishman teamed with Joe Duff in fall 1993 and the two Canadians led 18 Canada geese from Port Perry, Ontario, to Warrenton, Virginia. Thirteen of the birds proved that the idea worked when they returned to Ontario from Virginia the following spring.

 

Standing at 1.5 m (5 ft), Whooping cranes are the tallest birds in North America. Their wings span 2.1-2.4 meters (7-8 ft) and they prefer to sleep standing in shallow water to deter predators. They feed on clams, frogs, crabs, and aquatic plants and they mate for life. Whooping cranes are the rarest of the world's 15 crane species. Biologists have estimated they once numbered between about 500 and 1,400 before European settlement began to alter their habitat in 1870. The population had dwindled to just 15 Whooping cranes by 1941 but rebounded to 200 wild birds by 2004. Despite their recovery, a single catastrophe such as a hurricane, avian disease, or a chemical spill could extinguish the species.

 

Teaching the cranes to follow the ultralights begins before they hatch when aviculturalists expose the eggs to the recorded sound of an ultralight engine. At around 5-7 days old, a silent and disguised aviculturalist wearing a hand puppet that looks like the head and neck of an adult crane introduces each chick to an ultralight aircraft, accompanied by recorded crane brood calls to reassure the youngster. A bird seeing a human face or hearing a human voice while under the staff's care could 'imprint' on humans, losing its natural fear and dramatically decreasing its odds of surviving in the wild. As the bird matures, it will after a few years lose interest in the ultralight. By eight weeks, the bird is following the ultralight as it taxis and flying with the aircraft when the crane is 80-90 days old. Training flights can last as long as a half-hour and each chick can require an average of more than 11 hours to train.

 

The ultralight pilots lead the Whooping cranes along a migration route that stretches 1,932 km (1,200 miles) across seven states, Wisconsin, Illinois, Indiana, Kentucky, Tennessee, Georgia, and Florida. In 2005, the Operation Migration staff arranged accommodations for the birds at 38 sites spaced from 32 km (20 miles) to 113 km (70 miles) apart, each one selected to avoid populated areas. The migration that year lasted 50 days, split about evenly between flying with the birds and waiting for flyable weather. With the help of a tail wind, a single flight leg can cover 322 km (200 miles) in just over 3 hours. When either weather or cranes refuse to cooperate, a flight can cover less than 37 km (23 miles).

 

After taking off, the Whooping cranes jockey for the best position and then 'surf'' the strong wing tip vortex generated by the ultralight. A bird can fly with considerably less effort from this coveted position. The other birds maneuver into a diagonal line, wingtip to wingtip, each surfing a similar but less intense vortex generated by flapping wings. The flock settles down and all goes well until, without warning, the crane surfing the ultralight (which it considers another crane thanks to months of careful imprinting) decides to challenge aircraft for the right to lead the formation. The other birds follow and quickly envelope the aircraft. The pilot is suddenly "IFR in cranes" with no choice but to back away from the gaggle, climb above it, and then drop back into the lead. A particularly aggressive bird will sometimes repeatedly challenge for the lead until the ultralight pilot is nearly exhausted.

 

Crossing the Appalachian Mountains is the most difficult part of migrating with the birds because of the elevation but there are other hazards in the air and on the ground. The birds will follow the ultralight as it descends to treetop height or climbs to several thousand feet, however, low flying is dangerous. Cranes have been injured and killed in collisions with power lines and aircraft. One year during an overnight stop, a Whooping crane succumbed to a bobcat. Another year, a crane probing mud for food lodged its beak inside a spent shotgun shell. An ultralight pilot noticed the bird's predicament during flight and plucked the shell after landing. The birds can tire, break formation, and land, often taking several flight mates with them. When this happens, one of the two ultralight pilots supporting the lead aircraft gives chase, rounds up the stragglers, and then reunites them with the main flock as soon as possible. As John Christian of the U. S. Fish and Wildlife Service said, Operation Migrations' work "is the wildlife equivalent of putting a man on the moon."

 

A significant step toward establishing what biologists believe is necessary to insure species survival - two independent groups of 25 wild breeding pairs that can migrate on their own - occurred in March 2006 after a Whooping crane trained using the Operation Migration ultralights migrated on its own from Florida to Wisconsin, the first to do so in more than 100 years. Yet the year also saw the program threatened by land development. Pilots noted a significant increase in the number of houses and businesses occupying once wild habitat along the migration route. The staff must abandon a regular stop in Tennessee because developers had planned to build 1,000 new homes adjacent to the site in 2007. A crane nest site in Florida is also threatened. Despite many difficulties, Operation Migration has developed one of the most innovative and important wildlife conservation programs in history. They are well on their way to saving a species from extinction, and their efforts have boosted public interest in wildlife conservation. Joe Duff's role was critical to the program's success. He led the organization from its inception and developed the training protocols. By 2007, Duff had flown with birds longer than anyone had. He and his staff also led migrations of Trumpeter swans and Sandhill cranes.

 

Pilots volunteering for Operation Migration flew the Phase II now belonging to the NASM. Using this aircraft, they led Canada geese to South Carolina in 1995, Trumpeter swans to the Chesapeake the following year, Sandhill cranes in 1997, 1998, and 2000, and the first Whooping cranes from Wisconsin to Florida in 2001. In 1996, the aircraft also appeared in the Columbia Pictures film Fly Away Home, starring Anna Paquin and Jeff Daniels. The trike is equipped with a custom-built bird guard enclosing the propeller; radios, GPS navigation, and a sound system to broadcast adult crane calls while flying with the birds.

 

(The following is a completely fictional history!)

 

By 1982, the deficiences of the SA-77C Wildfire program were rapidly becoming apparent, and so the FIRAF began looking at a replacement. To preserve the FIR’s self-sufficiency and desire for armament sources beyond the United States, Minister of Defense Akela Canis authorized Intelani Aeronautics to begin designing a replacement for the Wildfire in strict secrecy. Emphasis was placed on affordability and manueverability above all other aspects of the new design. Like the SA-77C, it would be a pure fighter rather than a multirole aircraft.

 

The design team decided to start from scratch, and numerous ideas were put on the table. This included a license-built, simplified F-16A (based on the unsuccessful F-16/79 proposal), resurrecting the Northrop YF-17 Cobra (which had provided the prototype for the F/A-18 Hornet), and essentially a scaled-down version of the Wildfire with variable-sweep wings. The proposal that was liked the most was to design something that would be “radical and practicable,” and centered around the research being made by Grumman Aerospace on forward-swept wing designs. The forward swept wing (FSW) would offer unparalleled (at the time) manueverability, excellent low-speed handling characteristics, and high-Alpha capability.

 

With the permission of Canis, IA contacted Grumman and offered to partner with them in the design of a testbed for the FSW design, which would become the X-29, in August 1983. The X-29 had already begun design work funded by DARPA, and Intelani Aeronautics’ involvement in the design was officially “observer only,” and the fact that much of the research funding came from IA was kept secret.

 

In the interests of speed and cost, the X-29 prototypes were adapted from existing F-5A Freedom Fighter airframes, retaining the forward fuselage and nose landing gear of the type, with main landing gear and control surface actuators of the F-16A. IA, with a better knowledge of composites than Grumman, provided the wings. The X-29 first flew in December 1984.

 

By this time, the Third World War had begun, and a crash program was started to design a military version of the X-29, designated XF-31 Stingray. The second X-29 was designed with a strengthened wing to simulate the addition of hardpoints and first flew in March 1985. By this time, the third X-29 prototype was already being reworked into the first XF-31.

 

Though the X-29 performed well in all respects, Intelani Aeronautics made some improvements to the design. The wing was made slightly larger with more area, while the forward fuselage was made slightly longer and deeper to accommodate the APG-65 radar of the F-16A. A gatling gun setup similar to that of the F/A-18 was proposed, but ultimately rejected in favor of two M39A2 20mm cannon; this was because the F-5 fuselage that the XF-31 was adapted was easily fitted with the M39s and FIRAF pilots were already more used to the cannon armament of the SA-77C and A-4ES. The analog cockpit of the X-29/F-5A was revised to include three multifunction displays, and, taking advantage of combat reports from Europe, an undernose Television Camera System (TCS), adapted from the F-14A+ Tomcat, was added underneath the nose. Because of weight distribution, the decision was made to place the TCS behind the forward landing gear rather than in front of it.

 

Wingtip and underwing fuselage hardpoints were added (the fuselage being too narrow for an underfuselage hardpoint), with the inner pylons “plumbed” for drop tanks. Though the XF-31 was cleared for unguided rocket pods and bombs, and software included for air-to-ground missions, the Stingray was meant to be a pure fighter first and foremost. For the same reason, the canopy was revised as a bubble canopy and the rear fuselage slightly cut down from the X-29, giving better all-around visibility, though not as good as the F-16’s.

 

The most radical change to the X-29 design was the rear fuselage. While it retained the long rear-leading edge extensions (RLEX) of the X-29, a forked twin-tail configuration was adapted for better handling. It was also planned to equip the XF-31 with two engines instead of one, but in the interests of speed the X-29’s single F404 powerplant was retained. The “canoe” that the X-29’s tail was mounted on was retained and used to hold a Holly Stinger ECM suite, essentially equipping the Stingray with internal ECM equivalent to the ALQ-119 pods used over wartime Europe. It was also a “no-frills” aircraft, designed to be built purely for the air superiority role in a hurry at a reasonable price; indeed, the flyaway cost of the Stingray was only $6.2 million per aircraft, half that of the F-16. Because of the speed required to get the aircraft into production, no two-seat conversion trainer F-31 was built.

 

For all the design changes, the XF-31 first flew in May 1985. Again, it was found to be generally a good design, and not as difficult to fly as first thought; the forward swept wing made it virtually impossible to stall, and it was found to be controllable even at an angle of attack of 67 degrees. The heavier nose and twin tails caused some airflow problems, and so the canards were raised a foot higher than those on the XF-31 and made fully controllable; pilots could angle the canards completely down and drop their airspeed precipitously, though this made the Stingray very difficult to control. Strakes were added to the nose (similar to that of the IAI Kfir) to improve longitudinal stability.

 

Production of the standard F-31A was already begun before testing of the XF-31 prototype was complete, and the first production aircraft was rolled out in August 1985. This was done without a formal ceremony to keep the design secret, and the first three F-31As were intended purely for research; these were flown against captured MiG-21s and MiG-23s to develop tactics. Instrumental in this development was Akela Canis Jr., the top-ranked intelani ace, who test-flew the Stingray in October 1985 and proclaimed the design “superb.” The formal announcement of the F-31A was made in November, by which time six were already in Europe with the 51st Fighter Squadron.

 

The Stingray saw its first combat in December, and pilots reported that Soviet pilots were obviously stunned by the radical design being operational. These combat trials also revealed a number of small technical problems, mainly with the guns and TCS system; it also showed the Stingray’s Achilles heel, though one that had been anticipated: the design was very short-ranged compared to other fighters, and was not truly suited for all-weather operations over Europe. Nonetheless, the design was a huge leap forward over the SA-77C and A-4ES, and was placed in full production with priority over all other weapons for the FIR armed forces.

 

Akela Canis Jr. lobbied hard for his 1st Fighter Squadron to be reequipped with Stingrays, and got his wish in February 1986. Pairing the most manueverable fighter then in existence with some of the best-trained fighter pilots in the world proved to be a deadly combination, and “Polar” would go on to score an incredible 420 aerial kills in the Stingray between February 1986 and May 1987. Canis, in his memoirs, attributed this high number to a number of factors: the Stingray’s sudden appearance caught the Soviets by surprise and did not give them enough time to develop counter-tactics; the marked decrease in Soviet pilot quality by summer 1986, which meant poorly-trained pilots were going up against hardened veterans; the Stingray’s unmatched capability in the short-range turning dogfight—up to that point one of the Soviets’ best tactics against large, less manueverable fighters like the Wildfire, F-4, and F-15. This, in Canis’ words, gave Polar the “perfect storm” they needed to achieve a murderous kill ratio, fully ten percent of all NATO kills of the war.

 

The heavy use of composites in the Stingray also made it a very resilient aircraft; Canis returned to base with an entire wingtip missing, while Matthew White, another Polar ace, collided with a flagpole on a strafing mission and managed to return home despite a huge rent in the lower fuselage.

 

The Stingray proved wildly popular, and by the end of the war, four squadrons were equipped with them. It was thought that as many as twenty squadrons might be reequipped with Stingrays, but postwar cuts and the F-31A’s shortcomings proved to limit their numbers. While the Stingray had proven to be arguably the best fighter of the Third World War, it was nonetheless hampered by a lack of range and lack of multirole capability.

 

F-31As were committed to Operation Desert Shield/Storm, using oversize ferry tanks to improve their range. Once more, put into an environment where they excelled, the Stingray reigned supreme, scoring 32 kills, nearly half of all Coalition aerial victories of the war.

 

Though outnumbered by F-15s and F-16s in FIRAF service, the F-31C Stingray remains an important part of the FIRAF and a much-sought after assignment. 72 Stingrays are in service with the FIRAF. These aircraft are slated to be replaced beginning in 2015, possibly by F-32A Mantas or F-35A Lightnings.

 

Completely made-up history aside, I got the idea of equipping my literary characters and fantasy air force with FSW fighters from my childhood, when one of my favorite toys was the GI Joe X-30 Conquest. Dad and I collaborated on the F-31 design, with Dad using the 1/48 scale Hasegawa X-29 kit. He used F-18 tails for the twin tails of the Stingray design, moved the canards to the top of the intakes, added the guns to the nose, and some assorted bumps and such for ECM. (There is a TCS taken from a F-14B kit, but it can't be seen from this angle.) Then hardpoints were added under the wings and on the wingtips, with two drop tanks, two AIM-120 AMRAAMs, and two AIM-9L Sidewinders. Most decals were taken from a F-16 sheet, with JASDF hinomarus used for the "Free Intelani Air Force" roundels; a F-15 sheet supplied both the bear and the blue/white starburst for the tail logo (the bear is from a JASDF F-15 unit, while the starburst is from the 318th FIS from McChord AFB, WA). The whole thing was painted in F-16 style camouflage.

 

The end result was a great looking kitbash, and it was our favorite collaboration. I ran the design by some aviation designers, and they said it was a viable design--though the tails should be moved down to the ends of the RLEXs, as the split tail doesn't offer any benefits to aerodynamics as placed. I was interested to see that the Iranian F-5 Shahegh variant uses a similar tail configuration...

 

+++ DISCLAIMER +++

Nothing you see here is real, even though the conversion or the presented background story might be based historical facts. BEWARE!

 

The Messerschmitt Me 510 was a further development of the Me 410 Hornisse ("Hornet"), a German heavy fighter and Schnellbomber used by the Luftwaffe during World War II. The 410 itself had a troubled start, because it essentially had only been a straightforward modification of the Me 210, which had suffered from serious stability flaws and had a bad reputation among its crews.

 

The 410 handled bettr but did not show much improvement in performance, though. Me 410 deliveries began in January 1943, two years later than the original plan had called for, and continued until September 1944, by which point a total of 1.160 of all versions had been produced by Messerschmitt Augsburg and Dornier München. When it arrived, it was liked by its crews, even though its performance was not enough to protect it from the swarms of high performance allied fighters they faced.

 

Still not giving up on the original construction (and with the jigs and tools still available), Messerschmitt started in early 1944 with research into further means of improving the Me 410's performance. One direction was the addition of one or two jets under the fuselage as boosters for combat situations.

Another design path, which eventually led to the Me 510, was the development of turboprop and compound engines as propulsion options, which were based on the respective pure jet engines but offered much better performance and fuel economy than the pure jets. It would also be the more efficient solution compared to added turbojets for pure piston planes, since no dead weight had to be carried, and the overall system was less complex than a mixed powerplant system.

 

This turboprop concept, as best compromise between performance and short-term readiness for service, was chosen and the modified aircraft, called Messerschmitt Me 510, came to be. The design target was to outperform the Me 410 with as little change to the overall construction as possible, so that old tooling could be used for new aircraft cells. Alternatively, old aircraft should potentially be converted to the improved standard.

 

Core of the new development was the compact HeS 021 turboprop, a PTL development of the HeS 011 jet engine which was also planned for Focke Wulfs FW P.0310226-127 fighter (a turboprop version of the light 'Flitzer' day fighter). This engine was theoretically to deliver up to 3.300hp (2.426 kw) shaft output, plus 1.100kg (2.424 lb) additional thrust, even though serial types would produce less power under the aspect of reliability.

 

In order to incorporate this engine into the modified Me 410 a new main wing with laminar profile and new engine nacelles had to be designed. The HeS 021sat in the front part of the engine nacelles above the wings, driving four-bladed propellers. The landing gear retracted into the nacelle's lower section, rotating 90°, much like the Me 410, with the exhaust running above the landing gear wells.

 

In order to improve directional stability further, the tail surfaces were slightly enlarged, receiving characteristic, square tips. The fuselage was more or less taken from the original Me 410, since it offered a very good field of view and appropriate aerodynamics. With this package, the idea of retrofitting former Me 410 cells was kept, even though later flight tests showed that some more detail modifications had to be made. Most of these concerned the internal structures, the most obvious external change was the nose section, where the original glazing had to be reinforced and finally replaced by solid material – an experience similar to the modification from Douglas’ piston-driven XB-42 to the faster, jet-driven XB-43 of the same era.

 

Maiden flight of the first prototype took place in Augsburg on 6th of May 1945, with little problems. As benchmark, the Me 410's maximum speed was 625 km/h (388 mph), a cruise speed of 579 km/h (360 mph) and a combat range of 2.300 km (1,400 mi) with up to 1.000 kg (2,204 lbs) of disposable stores carried in- and externally.

 

The overall flying characteristics of the Me 410 did not change much, but rate of climb and top speed were considerably improved. In level flight, the third prototype Me 510 V3 reached a top speed of 812 km/h (504 mph), and even the serial version with added armament and equipment easily reached 750 km/h (465 mph) top speed and a cruising speed with no external stores of 650 km/h (405 mph). At its time, the Me 510, which quickly received the rather inofficial nickname "Bremse" (Horsefly), was superior to its pure piston engine and turbojet rivals, even though it was clear that the turboprop was only a preliminary solution.

 

Due to its high speed and under the pressure of Allied bomber raids, the Me 510 was primarily used as a Zerstörer against daylight bombers. Many aircraft received additional weapons, both directly incorporated at the factory but also as field accessories. Popular modifications included two extra 30mm guns (MK 108 or 103) in the bomb bay, or provisions for guided and unguided air to air missiles. A camera equipment package (Rüstsatz 'U3') allowed the fast aircraft to be used for daylight reconnaissance.

 

Many equipment packages from the earlier Me 410 could be fitted, too, including the massive 50mm BK 5 auto cannon against allied bomber groups. Initially, this package (‘U4’ Rüstsatz) comprised the original autocannon which fired at 45 RPM, with 21 shells in a drum magazine.

 

This weapon soon was replaced by the even more effective MK 214 B gun of 55mm caliber (Rüstsatz 'U5'). The BK 214 B fired at 180 RPM and proved to be a highly effective weapon at long ranges, outside of the bombers’ defensive armament range. As a drawback the heavy system (the gun plus the ammunition belt with 96 shells weighed 1.124 kg/2.475 lb) filled the whole internal bomb bay and precluded heavy external stores. Therefore, the 13mm machine guns in the nose were frequently removed in order to save weight, sometimes the weapons in the side barbettes, too. But: a single hit with one of the 1.54kg (3.4 lb) shells was enough to bring down a four-engined bomber, so that the fast Me 510 with this weapon became a serious threat in the course of late 1946.

  

510 general characteristics:

Crew: 2

Length: 42 ft (12,60 m)

Wingspan: 49 ft (14.69 m)

Height: 13 ft 1½ in (4.0 m)

Wing area: 480.11 ft² (44.78m²)

Empty weight: 10.665 lb (4.842 kg)

Loaded weight: 14.405 lb (6.540 kg)

Max. take-off weight: 18.678 lb (8.480 kg)

 

Maximum speed: 790 km/h (490 mph) at 7.200m (23.500 ft)

Range: 1.400 mi (2.300 km ) with full combat TOW

Service ceiling: 40.900 ft (12.500 m)

Rate of climb: 4.635 ft/min (23,6 m/s)

Wing loading: 29.8 lb/ft² (121.9 kg/m²)

Power/mass: 0.24 hp/lb (0.39 kW/kg)

 

Engine:

2× Heinkel-Hirth HeS 021 turboprop engines, 1.438 kW (2.500 hp) plus 980 kp (2.158 lb) residual thrust each

 

Armament: Varied, but typical basic equipment was:

2× 20 mm MG 151/20 cannons with 350 rpg, fixed in the nose

2× 13 mm (.51 in) MG 131 machine guns with 500 rpg in the nose flanks

2× 13 mm (.51 in) MG 131 machine guns with 500 rpg, each firing rearward from FDSL 131/1B remote-operated turret, one per side;

Up to 1.200 kg (2.643 lb) of disposable stores in- and externally

 

In the field, many modifications were made and several additional weapon packages with guns, guided and unguided missiles or special weapons were available (so-called ‘Rüstsätze’).

  

The kit and its assembly:

I am not certain when inspiration struck me for this fantasy aircraft - I guess it was when I tinkered together the Hü 324 whif, which was itself based on a 1:72 scale Il-28 bomber. When I browsed for a respective donation kit I also came across the 1:100 scale kit of the Soviet light bomber from Tamiya, and that stirred something: The Il-28's vintage contours would perfectly suit a Luft '46 aircraft, and with some calculations it was clear that the 1:100 wings would be suitable for something in the class of a 1:72 DH Mosquito or Bf 110. Then, the ill-fated Me 410 came to the scene as a potential late war basis aircraft, and from this starting point the idea of an evolutionary next step of the type, the Messerschmitt Me 510, was born.

 

Basically this model is a kitbashing of a Tamiya Il-28 in 1:100 (wings & engine nacelles) and the fuselage of a Matchbox Me 410. The IL-28's wings were turned upside down, so that the nacelles would now ride on the wings' top.

This not only looks cool and 'different', it's also plausible because the landing gear could retract into the wings under the nacelles (with the main landing gear doors closed, just like the original Me 410), it would also reduce the angle of the aircraft on the ground to a sensible degree - with the engines under the wings plus the landing gear would have been much to steep!

 

Fitting the wings to the fuselage was pretty easy, even though the original Me 410 wing profile was much thicker than the slender Il-28 wings. Cleaning and blending the wing root areas was a bit tricky, but the parts get together well.

 

As a design twist and for a uniform look I also replaced the whole tail section, matching the angular look of the thin new main wings. The horizontal stabilizers are wing tips from a Matchbox Me 262, the vertical fin is a modified outer wing part from a Matchbox Grumman Panther.

 

The engine nacelles were taken OOB. I just filled the Il-28's landing gear wells and their covers with putty, since they'd end on top of the new engines.

 

The propellers come from Matchbox P-51 Mustangs, outfitted with pointed spinners and held by a metal pin in a polystyrene tube which runs through the original intake splitter. Looks pretty martial, even though the nacelles ended up a bit close to the fuselage. The overall look reminds of the Short Sturgeon, but is not inplausible. A compact aircraft!

 

The cockpit received some side panels, news seats and some equipment, since the original Matchbox kit features almost nothing beyond a floor plate, two broad benches as seats and pilot figures. I also opened the cockpit hatches, since the aircraft would be built for ground display, with the landing gear extended.

 

From the original kit the BK 5 cannon installation was taken over, but I added a scratch-built, bigger muzzle brake. Since the aircraft was to become a high speed interceptor/Zerstörer for daylight operations, I did not add any further external ordnance.

  

Painting and markings:

I pondered about a potential livery for a long time. Almost any Me 410 was delivered in RLM 74/75/76 livery, and some at the Western front in France were operated in RLM 70/71/65, with a low waterline. But I found this pretty... boring. So I made up a fantasy livery which I found suitable for high altitude operations and based on my knowledge of late Luftwaffe paint scheme - pretty complex:

 

The aircraft was to be light in color, primarily camouflaged for aerial combat. I ended up with something that was planned as something that could have almost been called 'low-viz': all lower surfaces received a basic tone of RLM 76 (from Testors), with a raised waterline on all flanks. This light blue-grey would blend into a slightly darker FS 36320 on the higher flanks, almost up to the upper surfaces.

 

But in the end, the flanks received more spots than intended, and I ended up with a rather conservative livery - but it ain't bad at all. But so it goes...

 

The upper wing surfaces received a wavy scheme in RLM 71 (Drak Green) and 75 (Middel Grey). These are not typical late war colors, I rather used them due to the lighter shades. On the fuselage, just the fuselage crest was painted with more or less dense blotches of these tones, blending into more patches of RLM 02 on the flanks.

 

To add some more unconventional detail, the fuselage sides and undersides also received large, cloudy patches of RLM 77 - a very light grey. This detail was featured on some late-war He 177 bombers, but you can hardly tell these extra blotches because they have only little contrast to the RLM 76.

 

The tail fin was painted all white - a formation sign for a squadron leader, typical for German late WWII fighters. The black and white fuselage stripe is the ID of Jagdgeschwader 26 (which operated Fw 190D-9 from airfields in northern Germany, Flensburg was one of them), the red number abd the "+" code identify the machine as being part of the eighth Staffel.

 

In the end, a very subtle whif. The new engines are most obvious, and they change the look of the Me 410 dramatically. But only on second glance you recognize the other changes. The new wings/stabilizers with their square-shaped tips create a very slender and elegant look, the aircraft just looks fast and agile like a true heavy fighter should. Mission accomplished!

From 1933 to 1990, Reimar Horten, assisted by his brother, Walter, designed and built a series of swept-wing aircraft without fuselages or tails and they did not use any other surfaces for control or stability that did not also contribute lift to the wing. The National Air and Space Museum owns a Horten II L, Horten III f, Horten III h, Horten VI V2, and the Horten IX V3 turbojet interceptor.

Reimar Horten continued to refine the all-wing sailplane with his third design, the Horten III. Compared to the H II, the wingspan grew about 4 m (13 ft 3 in) but the root chord decreased by .25 m (9 in). By narrowing the root chord and lengthening the wings, Horten increased aspect ratio and this trend continued with Horten's next two sailplane designs. Like the Horten II, the H III center section consisted of welded steel tubes covered with plywood and sheet metal. Horten built the wings entirely from wood. He refined the flight control system by adding a second set of elevons.

 

From July 1938 until October 1944, at least eighteen Horten III aircraft were constructed at Köln, Berlin, Fürth, Giebelstadt, Minden, Bonn, and Göttingen. This model was built in greater numbers than any other Horten design and both Horten brothers and other pilots flew Horten III gliders in the German national glider competition in 1938 and 1939. Reimar successfully motorized several Ho III sailplanes using a variety of powerplants including Walter Mikron and Volkswagen engines. Horten also modified an Ho III b to carry ammunition in support of Operation Sealion, the proposed invasion of England.

 

Horten fitted the NASM Horten III f with a flat-prone couch for the pilot. This wing, the Horten VI-V3, and the Wright brothers 1903 Flyer are the only aircraft in the NASM collection configured for prone pilotage. Other nations built aircraft to test this unique layout but these NASM artifacts are among the few examples known to exist today. Horten had experimented with seating position to reduce drag as early as 1935 when he designed the first Horten II with supine seating and flew it in May. At first the seatback in the Horten II was inclined just 18º to the horizon but a 23º position became standard. Even with the pilot's head more upright at this setting, visibility was dangerously limited particularly in the slow speed/high-angle-of-attack regime sailplane pilots often operated in. As Reimar put it, the "main drawbacks are poor forward visibility (even worse to the rear), the pilot's knees being in the field of vision, and difficulties developing proper [control] feel and coordination" (quoted in Reimar Horten, "Flying Wing Pilot Position and Design Options," "Soaring," August 1980, translated by Jan Scott, 23).

 

Supine seating proved a dead end until the postwar revival but in 1938, work at the Akademische Fliegergruppe Stuttgart led Horten in a new direction. The institute built the all-wood Fs 17 with a flat-prone cockpit to conduct aero medical research on pilots subjected to high-G maneuvers. Reimar saw in the new layout intriguing possibilities for drag reduction. In 1941 he completed the Horten IV, the first all-wing aircraft equipped for prone pilotage. Reimar and Walter Horten intended to acclimate pilots to the prone position by using gliders such as the NASM Horten III f. They hoped to smoothly transition pilots to high-performance Horten aircraft equipped with prone cockpits. These "hot rod" Hortens included the H IV and H VI sailplanes, and the jet-propelled H X.

 

In spring 1944 at Göttingen, a young mathematician named Karl Nickel sampled the prone layout when he flew a Horten III f (it is not known if this same airplane is now in the NASM collection). Nickel's skeptical friends sounded the alarm. How could a pilot maintain proper 'feel' for the aircraft, whether it was banking slightly left or right, while lying on his stomach? It would be impossible, they claimed, to fly instinctively! The controls could not be moved unless the pilot carefully considered each movement beforehand. What of the pilot's personal comfort? Cross-country glider flights often lasted for hours. Even a thick-necked flyer could not hold his head, particularly in high-G thermalling turns. Blood would pool and the limbs would fall asleep! After landing the stiff, immobile pilot would be unable to hoist himself from the prone couch!

 

Dr. Nickel's fascinating report appears in Karl Nickel and Michael Wohlfart, "Tailless Aircraft in Theory and Practice (AIAA, 1994) on pages 351-355. It conveys his thoughts and feelings as he flew an all-wing Horten glider from the prone position. "I climb from behind [the aircraft] on the center-section of the flying wing to step inside and lie down in it." His parachute hung across his chest and the packed canopy pillowed his torso. The "lying-trough," he continued, "is well-upholstered with foam rubber and artificial leather. . . there is the chinrest which is easily adjustable. The designer has thought of everything and wants to accommodate the pilot in comfort." Horten had fitted seat belts but their operation was unorthodox. "They are fastened over the back and are released automatically as soon as the cockpit is opened. How Practical!"

 

The prone position demanded a novel control system. Reimar designed one and installed it in all his prone aircraft. He used a yoke-type wheel to transmit pitch and roll inputs to the elevons. Nickel continues: "For fore and aft movements [the wheel] slides back and forth on almost frictionless bearings along a horizontal tube. Will it be possible," he wondered, "to get quickly accustomed to this?" Once airborne, Dr. Nickel had the answer.

 

"All of a sudden I am completely baffled: there is nothing unusual, it's exactly as flying while sitting in a seat! I feel the stick force, the sailplane reacts to the smallest control movements. I completely forget that I am lying horizontally in space, that the control column [wheel] looks so strange, that the H III is no normal aircraft."

 

"[It is as though] I had been flying in prone position for years. . . The first gusts are felt and are counteracted automatically, without thinking. I see my hands moving to act in the correct way, but there is no conscious command from the brain. The bird feels good . . . [and this] reaction comes so strong and unexpected that I wish to sing at once. . . I am so delighted . . . there is nothing to learn about prone flying and everything is so simple. But don't start celebrating too early! We [glider and towplane] just crossed the airport boundary as some heavy gusts arrived. No problem to counteract them, but the result is astonishing: suddenly the tow-rope approaches me at full speed, collides with the canopy and disappears aft [the towpilot released his end of the tow rope]. Instinctively my arm shoots up to protect my head, even though it's unnecessary. Next reaction, release the rope too. In front of me lies an "inviting" high-tension line. Hence push [the wheel to maintain speed], [execute a] 180° turn and with the aid of a tailwind, [fly] back over the fence [airport boundary]. Is there enough altitude for a second turn into the wind [to set up for landing]? There better be; carefully "scraping" the turf a flat turn [at very low altitude] is achieved, [landing] skid lowered, no brake necessary, hold off, and here we are back at the starting point of the flight. Ugh!!!"

 

A half-hour later he was back in the air: "I am floating again in the air . . . flying over the houses and streets of Göttingen. Wonderful, this marvelous view down through the acrylic glass pane. Exactly as on a street map I can track the roads and alleys with my finger. Seemingly just in front of my face there is that hive of activity. Magnificent to soar and glide high over the rooftops, horizontal in space like a bird. This sort of flying really is the only natural way, how could anybody doubt it ever? The view is unobstructed on all sides through the large canopy, but the most astonishing aspect is the excellent view downward. Slowly we are losing altitude. It's time for a thermal to appear. Oops, here it is. Rudder and aileron, slowly pull up, it's just the same as with any other sailplane. Only the banking at first seems to be excessively large . . ."

 

Nickel initially made excessively shallow, flat turns but after two hours of practice, he adjusted. His mind began to accept and trust the new sight-picture of a standard turn presented by the Horten III f prone position. Banking turns of 60° became easy and "remained the only difficulty I encountered and it didn't occur anymore during later flights." As he built time flying prone, Nickel considered the problem of pilot comfort on long flights.

 

"Well, after two hours no bodily strain could be felt, but this could perhaps come with longer flights? . . . on the 7th of August 1943, a comparision test was made. . . Hermann Strebel made the first motorless flight of more than 10 hours in prone position with the Horten H IV over the Wasserkuppe mountain. At the same time I myself [flew] for 7 ½ hours in the [Olympia Meise glider]. [Strebel and I were] quite happy together up there, even though he could often out-fly me because of the better performance of his sailplane. After landing I went to him limping with aching backside. But he approached me laughing and completely fresh and could only shake his head to my envious questions: "No, no bruises, no limbs which went to sleep, no stiffness of the neck, nothing!"

 

Nickel found other reasons to like the prone pilot position. " . . . for tailless sailplanes the prone position is appropriate. . . The main reason for this is the better view of the outside world . . . This is important in particular during aero-tow. Especially with tailless sailplanes a good view of the towing aircraft can be decisive against flying too low and, consequently, being dragged down by the downdraft behind the tow aircraft."

 

The H III also had good handling qualities and this no doubt boosted Nickel's enthusiasm for the prone layout. He often witnessed Heinz Schiedhauer putting the Horten III d motorglider through its paces at Göttingen in 1943-44. During Schiedhauer's routine, "he did a flyby a few meters above the ground and, just in front of the onlookers, pulled back the stick abruptly. This created a 'whip stall' with a nearly vertical attitude. There was no tail-slide or roll-off, but rather the flying wing fell down into the normal flying position without loss of altitude and continued her horizontal flight."

 

Horten assigned Werk Nr. 32 to a Horten III f built in 1944 at Göttingen. The NASM III f may be the last of three 'f' subtypes built. All three aircraft featured prone cockpits for minimum drag. The pilot stretched flat on his stomach, bent slightly at the waist and knees, feet resting on rudder pedals hinged above his heels. A padded chin rest supported his head, which projected into the leading edge of the wing. Clear plastic panels formed the leading edge for several feet above, below, and to either side of the pilot. Visibility was excellent and drag greatly reduced. The wing had a maximum speed of 210 km/h (130 mph) and a best glide speed of 63 km/h (39 mph).

  

Details about the operational history of this glider remain unknown. One month after the war ended, a team of aviation experts working for the C. I. O. S. (Combined Intelligence Objectives Subcommittee) found both the NASM H III f and the H III h. The gliders were recovered "in perfect condition in trailers, with a [sic] full set of instruments" at Rottweil, Germany, on the Neckar River, approximately 60 miles (100 km) southwest of Stuttgart on June 11, 1945.

 

For a time, the United States Army Air Forces' Air Technical Intelligence (ATI) branch was interested in Horten flying wing aircraft. ATI assigned inventory control numbers to track the thousands of pieces of German military aircraft, equipment, and hardware obtained during and after the war. The following numbers identified Horten gliders now part of the NASM collection:

 

Horten II L - T2-7

Horten III f - T2-5042

Horten III h - T2-5039

Horten VI V2 - T2-5040

 

Inexplicably, ATI lost interest and declared "the Horten Tailless Gliders are of no value to us," according to the "Weekly Activity Report - Technical Intelligence - Week Ending 26 June 1945." The H III f and 'III h vanish into an historical black hole for the next two years. The story resumes on October 22, 1947, when Stanley A. Hall wrote a report called "Horten Tailless Sailplanes." Hall explained that the U. S. Air Force loaned the Horten III f, III h, and VI V2 to the Northrop Aeronautical Institute, across the road from the Northrop Aircraft Company in Hawthorne, California. This loan answered a "joint petition of Northrop Aircraft Inc., and the Southern California Soaring Association [SCSA]." The two organizations wanted the sailplanes "for purposes of inspection by West Coast engineers who, in interests of the development of all-wing aircraft, sought for evidence of similarity between the design practices of American and German engineers."

 

Northrop personnel planned to test-fly the two Horten III gliders but they arrived "damaged beyond reasonable repair [and] too badly damaged to make photography worthwhile." Despite their condition, a throng of aeronautical professionals turned out to inspect them. Among the curious crowds were Northrop engineers and students of the Northrop Aeronautical Institute, members of the Society of Automotive Engineers and the Institute of Aeronautical Sciences. Many SCSA members turned out too, including engineers from Douglas, North American, Lockheed, and Consolidated. Much attention fell on the Horten VI V2. The sailplane was intact and in fair condition and Northrop considered flying it but decided not to because of safety issues.

 

The Air Force reclaimed the gliders in 1948 and stored them at the Chrysler's World War II aircraft assembly plant at Chicago Orchard Airport, Park Ridge, Illinois. This huge building also housed more than 80 other World War II Allied and Axis airplanes.

 

In 1950 hasty preparations for war in Korea forced the eviction of more than fifty of these priceless artifacts, including the Horten gliders. Air Force personnel shipped the aircraft by rail and any too large to fit a boxcar surrendered to the cutting-torch. The collection went to an open plot of land near Silver Hill, Maryland, across the Anacostia River south of Washington. For more than 10 years, most of the collection remained outdoors. In 1962, the site started to take the form we know today as the Paul E. Garber Restoration, Preservation, and Storage facility.

 

In January 1994, NASM shipped the Horten glider collection (H II L, III f, III h, and the VI V2) to the Museum für Verkehr und Technik Berlin, later renamed the Deutsches Technikmuseum (DTM), and that museum worked to restore and preserve these artifacts until 2004.

 

Wingspan 20 m (66 ft)

Center Section Length 5 m (16.4 ft)

Height 1.6 m (5.4 ft)

Weight Empty 250 kg (550 lb)

Weight Flying 360 kg (792 lb)

 

Reference Sources and Suggested Further Reading:

Horten, Reimar. "Flying Wing Pilot Position and Design Options," "Soaring," August 1980.

Lee, Russell. "The National Air and Space Museum Horten Sailplane Collection: Horten II L, III f, III h, and VI-V2," "Bungee Cord," Vol. XXIII No. 4, Winter 1997.

Myhra, David. "The Horten Brothers and Their All-Wing Aircraft." Atglen, Penn.: Schiffer Publishing Ltd., 1998.

Nickel, Karl, and Wohlfahrt, Michael. "Tailless Aircraft in Theory and Practice." Reston, Va.: American Institute of Aeronautics and Astronautics, 1994.

Selinger, Peter F., and Horten, Reimar. "Nurflugel: Die Geschichte der Horten-Flugzeuge 1933-1960." Graz, Germany: H. Weishaupt Verlag, 1983.

Beckh, Harald J. "The Development and Airborne Testing of the PALE Seat."

Horten, Reimar. "Flying Wing Pilot Position and Design Options," "Soaring," August 1980, 23.

 

Russ Lee, 9-2-04

 

Secretary Wilkie Speaks at VSO Conventions, Tours VA Facilities

 

Customer service, stability and quality care for Veterans remain top priorities for Secretary Robert Wilkie at the Department of Veterans Affairs. He reinforced that pledge as incoming VA Secretary while visiting medical facilities and attended national Veteran engagements in three states last week. Secretary Wilkie served as keynote speaker at the American Legion’s 100th National Convention in Minneapolis, MN. He called members of the nation’s largest wartime Veterans service organization “powerful advocates” and said “let me thank you, thank the entire American Legion past and present for everything you have done to make this the last best hope of man on earth.”

 

In referring to his prime directive of customer service, Secretary Wilkie said “we have to talk to Veterans, we have to listen to Veterans, because every major advance and relief for those who have ‘borne the battle’ has come through the efforts of Veterans themselves, not waiting on the slow machine of government to move.” He also lauded the passing of the MISSION Act in making it easier for eligible Veterans of all eras to navigate the system and ensure they receive the best health care possible whether delivered in VA facilities or in the community.

 

While in Minnesota, the Secretary also visited with patients and was given an expansive tour and briefing by leadership at the Minneapolis VA Health Care System. The facility has an excellent reputation and is known worldwide for its strong research and academic services focused on Veterans. The facility is recognized for its overall performance and rated a 5-Star. Secretary Wilkie was particularly impressed with the advancements in prosthetic technology that is now available to Veterans there.

Secretary Wilkie was also welcomed at Fort Snelling National Cemetery which is listed on the National Register of Historic Places. The cemetery is the final resting place for Minneapolis area Veterans dating back to the Revolutionary War era with more than 225,000 interments.

 

The Secretary then headed to Dallas, TX to visit with Paralyzed Veterans of America (PVA) leadership and speak to hundreds of attendees at the PVA’s 8th annual Heath Care Summit & Expo. The Secretary reinforced his top priorities and his commitment to working hand in hand with health care professionals saying “as the Secretary of this department, I am the temporary custodian of the flame that first burned on Revolutionary fields in the 1700’s, it is a flame that you all carry and are trusted with and my pledge to you is to be part of your team.” He went on to say, “I am honored to serve with you and I thank you for carrying on the most noble mission in the federal government.”

 

Secretary Wilkie also engaged with Veterans and leadership at the VA North Texas Health Care System (VANTHCS) in Dallas. Topics of discussion included progress in suicide prevention and mental health awareness outreach, innovative surgical care procedures and modernization efforts. As VA’s second-largest health care system, VANTHCS is available to 600,000 Veterans that live in the northern Texas and southern Oklahoma region.

 

At the final stop in Cleveland, OH, the secretary served as a keynote speaker for the unveiling of a Gold Star Families Memorial Monument and Medal of Honor ribbon cutting ceremony alongside retired U.S. Marine Corps warrant officer and VA Veterans service representative Woody Williams. Williams received the Medal of Honor during the Battle of Iwo Jima in World War II. Secretary Wilkie also participated in several media interviews including Cleveland’s Morning News in which he told the host “the Gold Star Families…have given the most of all of us and they remind us every day why all of us sleep soundly at night.”

 

Photos Courtesy Dept. Veteran Affairs

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

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U.S. Army Africa Soldiers apply lessons of WWII to current mission

 

By Rick Scavetta, U.S. Army Africa

 

KAIROUAN, Tunisia – Col. Stephen Mariano looked down into a foxhole carved atop a rocky hill top near El Guettar, where in March 1943, troops from U.S. Army II Corps battled German panzers.

 

Nearby, retired Army Col. Len Fullenkamp conjured tales of U.S. Army Rangers under Lt. Col. William Darby marching through darkness along a nearby ridge to surprise sleeping enemy infantrymen with fixed bayonets. Soldiers from the 1st Infantry Division hacked fighting positions from solid rock as enemy tanks rumbled into the valley. U.S. Army artillery units skimmed shells across the desert at approaching German armor.

 

Mariano began to wonder, “Had my grandfather dug one of these foxholes? Was his artillery position somewhere nearby? Did he fire on Germans coming through this gap?”

 

Mariano, 45, of Redlands, Calif., was among several U.S. Army Africa officers who took part in a four-day “staff ride,” – onsite discussions of Tunisia’s World War II battlefields geared toward finding insights into U.S. Army Africa’s present challenge – building cooperative relationships with African land forces to increase security, stability and peace in the region.

 

In late 1942, U.S. forces landed in North Africa with British troops. Their first fights were with Vichy French units, who later joined the Allied cause. Together, they pushed east into Tunisia, where they clashed with German and Italian troops among craggy, cactus-covered hills and washed out wadis.

 

As a U.S. Army Africa’s strategic planner, a look back at the alliance between American, British and French forces offered Mariano a glimpse at an international coalitions’ growing pains and how friction between partners can doom a mission. On a more personal level, the staff ride allowed him to recapture his family’s past.

 

Henry Mariano, Sr., was a sergeant with the 2nd Battalion, 62nd Armored Field Artillery Regiment who survived combat in North Africa, Italy and France before being wounded during the Battle of the Bulge in Belgium.

 

“This staff ride is a historic event, on a historic event, separated by 67 years,” Mariano said. “To be here, where my grandfather was, is pretty powerful to me.”

 

The tour began May 27 outside Sidi Bou Zid, where U.S. forces suffered a horrible defeat in mid-February 1943. They stopped for the evening in Gafsa, a city in Central Tunisia that changed hands between Allied and Axis forces several times during the campaign.

 

The second day, they focused on the Allied defeat at Kasserine Pass, followed by the U.S. Army’s first solid gains against veteran German troops in the counterattack at El Guettar. The next day, U.S. Army Africa Soldiers ventured east to focus on British Gen. Bernard Montgomery’s attempt to punch through Axis defenses at the coastal town of Enfidaville, roughly 40 miles southeast of Tunis.

 

Perched on a craggy knoll near Takrouna, Col. David Buckingham, U.S. Army Africa’s senior operations officer, bent the spine of Atkinson’s book, deep in thought about how for two days in mid-April 1942, New Zealanders came to death grips with Italian defenders in the limestone foothills outside Enfidaville.

 

Afterward, they paid respects to French and British Commonwealth troops buried nearby.

 

“Tying this staff ride together with Memorial Day, taking time to better understanding leadership and feel the sacrifice of our soldiers, has been both poignant and educational,” Buckingham said.

 

At each stop, officers thumbed through worn copies of Rick Atkinson’s “An Army At Dawn,” at their hip as Fullenkamp spoke of the bravery, heroics, ingenuity, lunacy and debacles of the North African campaign. After discussions, they poked through thorn bushes and cacti along the rocky terrain, searching for battlefield remnants.

 

At El Guettar, Maj. Gen. William B. Garrett III, commander of U.S. Army Africa, found a tin C-ration can and passed it to his senior logistics officer, Col. Mike Balser. Others found shards of shells and bullet casings. Lt. Col. David Konop, the command’s public affairs officer, found a link from a 30-caliber machine gun belt.

 

It was hard to not be overwhelmed in the presence of such history, to walk this consecrated ground, Fullenkamp said.

 

Like the 34th Infantry Division, they climbed the hills near Fondouk Pass. They stood in the cold rain below Longstop Hill, just as the U.S. Army’s 1st Battalion, 18th Infantry Regiment had when they relieved the 2nd Battalion of the British Coldstream Guards, around Christmas 1942.

 

The U.S. Army Africa tour wrapped up in the Tunisian capital, Tunis, the prize the Allies had fought seven months to pry away from German control. The Soldeirs took part in a May 31 Memorial Day ceremony at the North Africa American Cemetery and Memorial near Carthage, Tunisia.

 

All agreed that their experience in Tunisia was unlike walking the U.S. battlefield of Gettysburg, tracing the footsteps of Pickett’s men from Spangler’s Woods to the Emmitsburg Road. Nor was it like stepping from the shores of Normandy onto Omaha beach’s Dog Green sector on D-Day staff rides.

 

This tour was focused on lessons the U.S. Army learned over the course of a seven-month campaign across North Africa.

 

“No one’s ever done something like this, in this context, before. We’re using the book ‘An Army At Dawn’ and we are an Army Service Component Command at dawn,” Mariano said. “That’s the connection. It’s brilliant. “

 

Early on, Garrett challenged his staff to ask tough questions along the way and encouraged them to discuss tactical operations, but also look for insights into overall strategic goals. In North Africa, U.S. Army leaders found innovative ways to grow and succeed against often-insurmountable odds, he said.

 

“Talking about the past, in the present, that’s what this is about,” Garrett said. “This staff ride is simply a mechanism, a tool for helping us think about the challenges leaders faced in Africa during World War II and applying insights to our present focus.”

 

PHOTO CAPTION:

 

U.S. Army photo by Rick Scavetta

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Sukha *Freedom of flexibilty* + Sthira *Stability* =

 

Sthira sukham asanam: the posture is steady and comfortable.

 

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Oesterreichische Nationalbank

Logo of the Austrian National Bank

Headquarters Vienna, Austria

Central Bank of Austria

Currency€

To ISO 4217 EUR

website

www.oenb.at/

Previous Austro- Hungarian Bank

List of Central Banks

Oesterreichische Nationalbank, at Otto-Wagner -Platz No. 3, Vienna

The Austrian National Bank (OeNB), Austria's central bank as an integral part of the European System of Central Banks (ESCB) and the Eurosystem. It is instrumental in the design of the economic development in Austria and in the euro area. Legally, the OeNB is a public limited company.. However, it is also subject to further enshrined in the National Bank Act regulations resulting from its separate position as a central bank. In the framework of the Eurosystem, the OeNB contributes to a stability-oriented monetary policy. At the national level, it cares about the preservation of financial stability and the money supply and manage foreign exchange reserves to hedge against the euro in times of crisis. The guideline values in terms of the tasks of the Austrian National Bank are "security, stability and trust".

Contents

1 History

1.1 1816 to 1818

1.2 1818 to 1878

1.3 1878 to 1922

1.4 1922 to 1938

1.5 1938 to 1945

1.6 1945 to 1998

1.7 From 1999

2 The OeNB as a modern central bank

3 Legal form and organs

3.1 Legal framework

3.2 organs

3.2.1 General

3.2.2 General

3.2.3 Board of Directors

4 Tasks

4.1 Monetary policy strategies and monetary policy decision-making process

4.1.1 Economic analysis

4.1.2 Production of statistical information

4.1.3 Contribute to international organizations

4.2 Implementation of monetary policy

4.2.1 use of monetary policy instruments

4.2.2 Reserve Management

4.2.3 Money Supply

4.3 Communication of monetary policy

4.4 ensure financial stability

4.4.1 Financial Stability

4.4.2 Payment System Stability and payments

5 The OeNB in the European System of National Banks

6 President / Governors

7 See also

8 Literature

9 links

10 Notes and references

History

1816-1818

As long as 50 years before the founding of the National Bank the Habsburgs carried out first experiments with securities in the form of paper money. Finally, in the 18th Century the issue of banknotes transferred to a state independent institution, while the issue of paper money called "Banco notes," founded in 1705 by the "Vienna City Bank" took place in 1762.

In wartime governance took back control of the money issue, so there was an inflation of Banco-Zettel 1796-1810. The state ordered the forced acceptance of paper money in private transport, which led to a fast-growing discount on bills in the market. 1799 was therefore one for 100 guilders paper money only 92 guilders in silver coins, and at the end of 1810 the value of the paper florin had fallen to 15 % of the nominal value of the Banco-Zettel. Later, the Habsburgs declared a devaluation of the Banco-Zettel in the ratio of 5:1. This act was considered by the business community as a sovereign default, which the paper money experienced a rapid devaluation.

At the end of the Napoleonic wars the Habsburg multinational state ( → Habsburg Monarchy) faced a new challenge: the restoration of a European balance. Church, the nobility, the army and the bureaucracy as elements in the Ancien Régime were not sufficient to solve this problem, a well -founded economic situation was needed. Moreover, one could not ignore readily the laws of supply and demand.

In this regard, were the first June 1816 by Emperor Francis I two patents issued (later to distinguish the "main patent" or "bank patent"), the "privileged Austrian National Bank", conceived as a public company, had to constitute itself as soon a possible, propose the emperor three of its directors for selection of the governor and take up their activity provisionally on 1 July 1816.

The National Bank had henceforth a monopoly on the issuance of paper money, which led to a slowdown in the Austrian monetary system and an increase in the value of paper money. The economy was again a solid source of money keeping constant the value of money regardless of the spending plans of the State. The equity of the Bank justified this by share issues.

Initially comprised the activities of the bank - under temporary management - the redemption of paper money and the issuance of shares. The full effectiveness attained the National Bank until after the issue of 1,000 shares and the associated possibility of shareholders to set the management themselves.

1818-1878

On 15 July 1817 recieved the National Bank as the "first Bankprivilegium" the exclusive right to unrestricted issue of banknotes and in this context a special position in terms of Rediskontgeschäfts (rediscount business). Beginning of 1818 the definitive bank management was ready. Part of it were among leading figures of Viennese society, including the banker Johann Heinrich von Geymüller and Bernard of Eskeles. From 1830 to 1837 the Office of the Governor was held by Adrian Nicholas Baron Barbier.

In the countries of the Habsburg Monarchy, which were characterized in large part by an agricultural oriented activity pattern, some regions showed a lively commercial-industrial growth. The goal now was to create a system of economic exchange between these areas. Successively established the National Bank branch network and thus guaranteed a uniform money and credit supply. From its headquarters in Vienna this network extended over early industrial areas and commercial centers in Eastern and Central Europe to the northern Mediterranean.

Trade bills and coins were preferred assets of the National Bank, less the supply of money to the state. With the exchange transactions, the National Bank supported the economic growth of the monarchy and secured at the same time the supply of silver coins in the event that the need for these increases in exchange for bank notes, contrary to expectations. 1818 was the National Bank, however, by increasing public debt, due to high spending in times of crisis, not spared to make an increase in the government debt positions on the asset side of its balance sheet.

The patent provisions of the founding of the National Bank not sufficiently secured against the autonomy of governance. At the center of the struggle for independence, this was the question of the extent to which the issue of banknotes must be made on the basis of government bonds. In 1841, a renewal of Bankprivilegiums got a weakening of the independence by pushing back the influence of the shareholders in favor of the state administration. During the revolution of 1848/49 followers of constitutional goals received great support from senior figures in the National Bank. For about a hundred years, the Austrian branch of the Rothschild bank (from which from 1855, the "Royal Privileged Austrian Credit-Institute for Commerce and Industry", the later Creditanstalt, was born) was playing a leading role in the banking center of Vienna. Salomon Mayer von Rothschild was involved during the pre-March in all major transactions of the National Bank for the rehabilitation of the state budget.

Special focus the National Bank was putting on the development of the premium that was payable at the exchange of banknotes into silver money in business dealings. The increase, which corresponded to a depreciation of the notes issued by the Bank should be prevented. From an overall state perspective, the increase of the silver premium means a deterioration in terms of the exchange ratio towards foreign countries, influencing the price competitiveness of the Austrian foreign trade adversely. The stabilization of the premium were set some limits. Although the height of the emission activitiy was depending on the Bank, but also the price of silver and the potential effects of increased government debt materially affected the silver premium. Especially the 1848 revolution and conflicts in the following years caused an increasement of the silver premium.

Mid-century, the private banking and wholesale houses were no longer able to cope with the rapidly growing financial intermediation of the Habsburg monarchy. New forms of capital formation were required. From an initiative of the House of Rothschild, the first by the government approved and private joint-stock bank was created. This formation was followed in 1863 and 1864 by two other joint-stock banks, whose major shareholders included important personalities of the aristocracy, who possessed large liquid funds. Overall, grew with these banks the money creation potential of the "financial center of Vienna".

The central bank faced another difficult task: with its limited resources it had to secure sufficient liquidity on the one hand and on the other hand prevent the inflationary expansion of the money supply. Through close contacts with the shareholders of Vienna was a financial center (informal) ballot, especially in times of crisis, easily dealt out. In contrast, it gave differences of opinion in the Fed Board, which required enforcement of decisions.

In 1861, Friedrich Schey Koromla became director of the National Bank. On 27 December 1862 experienced the Bankprivilegium another innovation. The independence of the National Bank of the State was restored and anchored. Furthermore, was introduced the direct allocation of banknotes in circulation by the system of "Peel'schen Bank Act", which states that the fixed budget of 200 million guilders exceeding circulation of banknotes must be covered by silver coins. In 1866, when the German war ended in defeat for Austria, the compliance of the system was no longer met. The state felt itself forced to pay compensation for breach of privilege. This balance was supported by a law of 1872, after the National Bank may issue notes up to a maximum of 200 million guilders and each additional payment must be fully backed by gold or silver.

1873 the economic boom of the Habsburg monarchy was represented in a long-lasting rise in the share price. A now to be expecting break could by the behavior of the Vienna Stock not be intercepted, so it came to the "Great Crash of 1873". The in 1872 fixed restrictions of the circulation of notes for a short time have been suspended. Contrary to expectations, the money supply in crisis peak but only outgrew by nearly 1% the prescribed limit in the bank acts. The banks and the industrial and commercial companies survived the crash without major losses, although the share prices significantly lay below the initial level.

The years with high growth were followed by a period of stagnation.

1878-1922

As part of the compensation negotiations between Austria and Hungary in 1867, the National Bank was able to exercise fully their Privilegialrechte, the Kingdom of Hungary but now had the certified right, every ten years exercisable, to found an own central bank (bank note). As resulted from the first 10 -year period that furthermore none of the two parts of the monarchy wanted to build an independent money-issuing bank (Zettelbank), was built on 28 June 1878, initially to 31 December 1887 limited, an Austro-Hungarian Bank, and equipped with the Fed privilege. The first privilege of the new bank was a compromise in which on the one hand, regulations on liability for national debts as well as regulations limiting the influence of the government on banking businesses were included. 1878 Gustav Leonhardt was Secretary of the Bank.

The General Assembly and the General Council formed the unit of the bank management. Two directorates and major institutions - in Vienna and Budapest - represented the dual nature of the bank. 1892-1900 followed a long discussion finally the currency conversion from guilders (silver currency) to the crown (gold standard) with "Gold Crown" said coins.

Since the new banknotes were very popular in the public, now many gold coins piled up in the vaults of the Austro-Hungarian Bank. This period was characterized by a balanced combination of price growth and damping, the "per capita national product" grew while prices remained mostly stable. Against this background, it was easy for the Fed to encourage a new wave of industrialization.

With a third privilege in 1899 conditions were established under which the bank could be put into the financial services of the two countries, on the other hand there have been important innovations that paved a good exchange policy. By 1914, the exchange ratio of the Austro-Hungarian currency was unchanged with only minor fluctuations. In contrast, was the by conflicts marked political development.

The expansive foreign policy quickly led to high costs from which had to be shouldered by the central bank a significant part. The stability of the currency was in danger. Shortly after the beginning of World War I in 1914, laid down the Military Command to indemnify any seized property with double the price. There was an increasing scarcity of goods, connected with an ongoing expansion of the money supply and finally the increase in the price level on the 16-fold.

The resulting cost of the war of the Dual Monarchy were covered to 40% on central bank loans and 60% through war bonds. Over the duration of the war, the power force built up in recent decades has been frozen at the end of the conflict in 1918, the real income of the workers had fallen to one-fifth of the last year of peace.

With the end of the war the end for the old order had come, too. The decay of Cisleithania and Transleithania caused in several successor states, despite the efforts of the central bank to maintain the order, a currency separation (see Crown Currency in the decay of the monarchy, successor states). First, a separate "Austrian management" of the bank was introduced. It was encouraged to shoulder the shortcomings of the state budget of the Republic of Austria founded in 1918.

The new South Slav state began in January 1919 stamping its crown banknotes. The newly founded Czechoslovak Republic retained the crown currency (to date), but their printed banknotes in circulation as of February 1919 with indications that now these ar Czechoslovak crowns. (The country could an inflation as experienced by Austria avoide.) In March 1919, German Austria began to stamp its crown banknotes.

The Treaty of Saint-Germain-en-Laye of 10 September 1919, by Austria on 25 October 1919 ratified and which on 16 July 1920 came into force, determined the cancellation and replacement of all crown banknotes of all successor states of Austria-Hungary as well as the complete liquidation of the Austro-Hungarian Bank under the supervision of the war winners. The last meetings of the Bank took place mid 1921 and at the end of 1922.

After a period of overvaluation of the crown the dollar rate rose from 1919 again. 1921, had to be paid over 5,000 Austrian crowns per dollar. In addition to the significant drop in the external value existed in Austria rising inflation. End of 1922 was ultimately a rehabilitation program with foreign assistance - the "Geneva Protocol" - passed which slowed down the inflation.

1922-1938

With Federal Law of 24 July 1922 the Minister of Finance was commissioned to build a central bank, which had to take over the entire note circulation plus current liabilities of the Austrian management of the Austro-Hungarian Bank. With Federal Law of 14 November 1922, certain provisions of the law were amended and promulgated the statutes of the Austrian National Bank. By order of the Federal Government Seipel I 29 December 1922, the Board of the Austrian Austro-Hungarian Bank issued authorization for the central bank union activity with 1 January 1923 have been declared extinct and was made ​​known the commencement of operations of the Oesterreichische Nationalbank this day.

The statutes of the Austrian National Bank (OeNB) secured the independence from the state, the independence of the Bank under exclusion of external influences and the corresponding equity. First, the stabilization of the Austrian currency was at the forefront. With the Schilling Act of 20 December 1924 was the schilling currency (First Republic) with 1 Introduced in March 1925, it replaced the crown currency. For 10,000 crowns now you got a shilling.

As an important personality in terms of the order of the state budget, Dr. Victor Kienböck has to be mentioned. He was in the time from 1922 to 1924 and from 1926 to 1929 finance minister of the First Republic and from 1932 to 1938 President of the Austrian National Bank. Through his work remained the Austrian Schilling, also beyound the global economy crisis, stable. Under this condition, the Fed was able to cope with the large number of bank failures of the past.

1938-1945

According to the on 13th March issued Anschlussgesetz (annexation law) , the Reichsmark with order of the Fuehrer and Chancellor of 17 was March 1938 introduced in the country Austria and determines the course: A Reichsmark is equal to one shilling fifty pence. On the same day, the Chancellor ordered that the management of the to be liquidated National Bank was transferred to the Reichsbank.

With regulation of three ministers of the German Reich of 23 April 1938, the National Bank was established as a property of the Reichsbank and its banknotes the quality as legal tender by 25 April 1938 withdrawn; public funds had Schilling banknotes until 15th of may in 1938 to accept. All the gold and foreign exchange reserves were transferred to Berlin.

The Second World War weakened the Austrian economy to a great extent, the production force after the war corresponded to only 40% of that of 1937 (see also air raids on Austria). To finance the war, the Reichsbank brought to a high degree banknotes in circulation, which only a great victory of the kingdom (Reich) actual values ​​would have been opposable. Since prices were strictly regulated, inflation virtually could be "banned" during the war.

1945-1998

In occupied postwar Austria about 10 billion shillings by Allied military occupying powers were initially printed, which contributed to significant price increases.

With the re-establishment of the Republic of Austria by the Austrian declaration of independence of 27 April 1945, it came to the resumption of activities of the Oesterreichische Nationalbank. By the "Fed Transition Act" of July 1945 preliminary legal regulations for the operations of the Bank have been established. The restoration of the Austrian currency was their first big job. The goal was the summary of all currencies, which at the time were in circulation, and their secondment to a new Austrian currency. The "Schilling Act" of November 1945, the basis for the re-introduction of the Schilling (Second Republic) as legal tender in Austria. The next step was to reduce excess liquidity to make necessary funds for new business investment available and to make the external value of the shilling for the development of the economy competitive. First, however, less changed the inflationary situation and also the shilling was still significantly undervalued in relation to other currencies.

The "Currency Protection Act" of 1947 brought a significant change in the monetary overhang. Some deposits have been deleted without replacement, others converted into claims against the Federal Treasury. The following exchange operations also significantly reduced the amount of cash: banknotes from 1945 were canceled and exchanged for new schilling notes in the ratio 1:3. Only 150 shillings per person could go 1-1.

To control inflation, the social partners came to the foreground. The associations of employers and employees set in 1947 prices for supplies, wages were also raised. This was the first of the five "wage-price agreements" of the social partners. In 1952, inflation was held back by limiting the use of monetary policy instruments by the National Bank. Also, the external sector slowly relaxed after the end of the Korean War.

In 1955, the Austrian National Bank was re-established by the new National Bank Act as a corporation and the by the National Bank Transition of Authorities Act (Nationalbank-Überleitungsgesetz) established provisional arragement abolished. The National Bank Act stipulated that each half of the capital should be situated at the federal government and private shareholders. In addition to the independence of bank loans of the state, the new National Bank Act also contained an order that the central bank must watch within their monetary and credit policies on the economic policies of the federal government. From now on also included within the instruments of the National Bank were the areas open market and minimum reserve policy.

The Austrian economy increasingly stabilized, through good fiscal and monetary policy a high growth could be attained, with low inflation and long-term maintenance of external equilibrium.

1960, Austria joined the European Free Trade Association and participated in the European integration.

In the sixties came the international monetary system based on gold-dollar convertibility into currency fluctuations and political reforms were necessary. First, the loosening of exchange rate adjustments between several states was an option. However, U.S. balance of payments problems brought with it restrictions on capital movements, and then the Euro-Dollar market was born. In 1971, the convertibility of the U.S. dollar was lifted.

1975 interrupted a recession increasing growth time. International unbalanced ayments caused very extensive foreign exchange movements, whereby the intervention force of Austrian monetary policy has been strongly challenged. Their task now was to control the effect of foreign exchange on domestic economic activities to stabilize the shilling in the context of constantly shifting exchange rates and to control the price rise appropriately. Since the inflow of foreign funds reached to high proportions, so that the economic stability has been compromised, the policy went the way of the independent course design in a pool of selected European currencies.

The collapse of the economy forced the policy makers to a new course with active mutual credit control, subdued wage growth, financial impulses in supply and demand, and interest rates are kept low. This system of regulation, however, kept back the need for structural change, so it had to be given up in 1979. In the same year a fire destroyed large parts of the main building of the Austrian National Bank in Vienna. The repairs lasted until 1985.

Target in the eighties was to strengthen the economic performance using a competitive power comparison. The findings from the seventies stimulated the Austrian monetary policy to align the Schilling course at the Deutsche Mark to ensure price stability in the country. In addition, the structural change was initiated by inclusion in a large area. Stable, if not necessarily comfortable environment of monetary policy was a prerequisite, to secure the companies long-term productivity gains and thus safeguard their position in the economy.

Initially, this development stood a high level of unemployment in the way. Growth until the second half of the decade increased, at the same time increased the competitiveness and current accounts could be kept in balance.

In the nineties, the annexation of Austria took place in the European Community. 1995 Austria became a member of the European Union (EU) and joined the exchange rate mechanism of the European Monetary System. In 1998, the Central Banks (ESCB) have established the independence of institutions or bodies of the European Community and the governments of the EU Member States through an amendment to the National Bank Act of the Austrian National Bank to implement the goals and tasks of the European System. Thus, the legal basis for the participation of Austria in the third stage of Economic and Monetary Union (EMU) was created in 1999.

As of 1999

The Austrian National Bank, and other national central banks including the European Central Bank ( ECB), belongs to the European System of Central Banks.

On 1 January 1999 was introduced in the third stage of Economic and Monetary Union in Austria and ten other EU Member States, the euro as a common currency. The European Central Bank is henceforth responsible for monetary and currency policy, decisions in this regard will be taken in accordance with the Council of the European Central Bank.

Since May 2010, the OeNB is in full possession of the Republic of Austria, after originally lobbies, banks and insurance companies were involved with 50 % of the share capital in it. In 2011, the National Bank Act was adapted by an amendment (Federal Law Gazette I No. 50 /2011) in this circumstance, a renewed privatization is thus excluded by law.

The OeNB as a modern central bank

With the withdrawal from the retail business in the sixties as well as the first major internationalization and implementation of a strategic management in the seventies, the OeNB went on the way to a future-oriented central bank. Another major reform of banking began at the end of the eighties.

In terms of global development, the OeNB established in 1988 as a service company and expanded its guiding values ​​- "security, stability and trust" - to the principles of " fficiency" and "cost-consciousness". The business center was optimized and strategic business experienced through targeted improvements a reinforcement. Be mentioned as examples are intensifying domestic cooperation in the area of ​​payments by encouraging the creation of the Society for the Study co-payments (STUZZA), the liberalization of capital movements, the professional management of foreign exchange reserves, the improvement of the supply of money through the construction of the money center and the internationalization of business activities through the establishment of representative offices in Brussels (European Union), Paris (OECD) and the financial center of New York.

After Austria's accession to the EU in 1995, the OeNB participated in the European Monetary System (EMS ) and its Exchange Rate Mechanism. The integration in the third stage of Economic and Monetary Union (EMU) was the next step towards further development of policy stability. Since the conclusion of the Maastricht Treaty, the Austrian National Bank has very fully considered its role in the ESCB and created a basis for inclusion in the community. The profound economic and monetary policy of Austria was also a reference that qualified the OeNB to actively participate in the monetary future of Europe, a greater harmonization of the statistical framework and monetary policy instruments with a view to the euro system, the preparation of the issue of European banknotes, and the establishment of operational processes and organizational integration of business processes within the ESCB being specific objectives of the OeNB.

In the following, it came, inter alia, to the establishement of an economic study department, of an education or training initiative and to strengthen the position of payment transactions through the TARGET system.

A in 1996 created "OeNB master plan" provided important points for the upcoming transition to the euro.

In May 1998, a new pension system came into force, by which new employees were incorporated into a two-pillar model.

1999, Austria's participation in the third stage of EMU was manifest. The Austrian National Bank - as part of the ESCB - became the owner of the European Central Bank and received new powers in this context in the sense of participation in the monetary policy decision-making at the level of the European Community. With the introduction of the euro, monetary policy functions of the General Council have been transferred to the Governing Council. However, the implementation remains the responsibility of national central banks.

Activities of the Oesterreichische Nationalbank were or are, for example, the further professionalization of asset management, the expansion of the network of representative offices by opening a representative office in the financial center of London, preparation of the smooth introduction of euro cash in 2002 and the participation of the OeNB on the creation of the "A-SIT" (Center for secure Information Technology Center - Austria) and the "A-Trust" (society of electronic security systems in traffic GmbH ) in order to promote security in information technology.

de.wikipedia.org/wiki/Oesterreichische_Nationalbank

EAST CHINA SEA (Aug. 6, 2020) Sailors assigned to the amphibious dock landing ship USS Germantown (LSD 42) pilot a covered rigid-hull inflatable boat in the East China Sea. Germantown, part of America Expeditionary Strike Group, is operating in the 7th Fleet area of operations to enhance interoperability with allies and partners, and serves as a ready response force to defend peace and stability in the Indo-Pacific region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Taylor DiMartino )

Oesterreichische Nationalbank

Logo of the Austrian National Bank

Headquarters Vienna, Austria

Central Bank of Austria

Currency€

To ISO 4217 EUR

website

www.oenb.at/

Previous Austro- Hungarian Bank

List of Central Banks

Oesterreichische Nationalbank, at Otto-Wagner -Platz No. 3, Vienna

The Austrian National Bank (OeNB), Austria's central bank as an integral part of the European System of Central Banks (ESCB) and the Eurosystem. It is instrumental in the design of the economic development in Austria and in the euro area. Legally, the OeNB is a public limited company.. However, it is also subject to further enshrined in the National Bank Act regulations resulting from its separate position as a central bank. In the framework of the Eurosystem, the OeNB contributes to a stability-oriented monetary policy. At the national level, it cares about the preservation of financial stability and the money supply and manage foreign exchange reserves to hedge against the euro in times of crisis. The guideline values in terms of the tasks of the Austrian National Bank are "security, stability and trust".

Contents

1 History

1.1 1816 to 1818

1.2 1818 to 1878

1.3 1878 to 1922

1.4 1922 to 1938

1.5 1938 to 1945

1.6 1945 to 1998

1.7 From 1999

2 The OeNB as a modern central bank

3 Legal form and organs

3.1 Legal framework

3.2 organs

3.2.1 General

3.2.2 General

3.2.3 Board of Directors

4 Tasks

4.1 Monetary policy strategies and monetary policy decision-making process

4.1.1 Economic analysis

4.1.2 Production of statistical information

4.1.3 Contribute to international organizations

4.2 Implementation of monetary policy

4.2.1 use of monetary policy instruments

4.2.2 Reserve Management

4.2.3 Money Supply

4.3 Communication of monetary policy

4.4 ensure financial stability

4.4.1 Financial Stability

4.4.2 Payment System Stability and payments

5 The OeNB in the European System of National Banks

6 President / Governors

7 See also

8 Literature

9 links

10 Notes and references

History

1816-1818

As long as 50 years before the founding of the National Bank the Habsburgs carried out first experiments with securities in the form of paper money. Finally, in the 18th Century the issue of banknotes transferred to a state independent institution, while the issue of paper money called "Banco notes," founded in 1705 by the "Vienna City Bank" took place in 1762.

In wartime governance took back control of the money issue, so there was an inflation of Banco-Zettel 1796-1810. The state ordered the forced acceptance of paper money in private transport, which led to a fast-growing discount on bills in the market. 1799 was therefore one for 100 guilders paper money only 92 guilders in silver coins, and at the end of 1810 the value of the paper florin had fallen to 15 % of the nominal value of the Banco-Zettel. Later, the Habsburgs declared a devaluation of the Banco-Zettel in the ratio of 5:1. This act was considered by the business community as a sovereign default, which the paper money experienced a rapid devaluation.

At the end of the Napoleonic wars the Habsburg multinational state ( → Habsburg Monarchy) faced a new challenge: the restoration of a European balance. Church, the nobility, the army and the bureaucracy as elements in the Ancien Régime were not sufficient to solve this problem, a well -founded economic situation was needed. Moreover, one could not ignore readily the laws of supply and demand.

In this regard, were the first June 1816 by Emperor Francis I two patents issued (later to distinguish the "main patent" or "bank patent"), the "privileged Austrian National Bank", conceived as a public company, had to constitute itself as soon a possible, propose the emperor three of its directors for selection of the governor and take up their activity provisionally on 1 July 1816.

The National Bank had henceforth a monopoly on the issuance of paper money, which led to a slowdown in the Austrian monetary system and an increase in the value of paper money. The economy was again a solid source of money keeping constant the value of money regardless of the spending plans of the State. The equity of the Bank justified this by share issues.

Initially comprised the activities of the bank - under temporary management - the redemption of paper money and the issuance of shares. The full effectiveness attained the National Bank until after the issue of 1,000 shares and the associated possibility of shareholders to set the management themselves.

1818-1878

On 15 July 1817 recieved the National Bank as the "first Bankprivilegium" the exclusive right to unrestricted issue of banknotes and in this context a special position in terms of Rediskontgeschäfts (rediscount business). Beginning of 1818 the definitive bank management was ready. Part of it were among leading figures of Viennese society, including the banker Johann Heinrich von Geymüller and Bernard of Eskeles. From 1830 to 1837 the Office of the Governor was held by Adrian Nicholas Baron Barbier.

In the countries of the Habsburg Monarchy, which were characterized in large part by an agricultural oriented activity pattern, some regions showed a lively commercial-industrial growth. The goal now was to create a system of economic exchange between these areas. Successively established the National Bank branch network and thus guaranteed a uniform money and credit supply. From its headquarters in Vienna this network extended over early industrial areas and commercial centers in Eastern and Central Europe to the northern Mediterranean.

Trade bills and coins were preferred assets of the National Bank, less the supply of money to the state. With the exchange transactions, the National Bank supported the economic growth of the monarchy and secured at the same time the supply of silver coins in the event that the need for these increases in exchange for bank notes, contrary to expectations. 1818 was the National Bank, however, by increasing public debt, due to high spending in times of crisis, not spared to make an increase in the government debt positions on the asset side of its balance sheet.

The patent provisions of the founding of the National Bank not sufficiently secured against the autonomy of governance. At the center of the struggle for independence, this was the question of the extent to which the issue of banknotes must be made on the basis of government bonds. In 1841, a renewal of Bankprivilegiums got a weakening of the independence by pushing back the influence of the shareholders in favor of the state administration. During the revolution of 1848/49 followers of constitutional goals received great support from senior figures in the National Bank. For about a hundred years, the Austrian branch of the Rothschild bank (from which from 1855, the "Royal Privileged Austrian Credit-Institute for Commerce and Industry", the later Creditanstalt, was born) was playing a leading role in the banking center of Vienna. Salomon Mayer von Rothschild was involved during the pre-March in all major transactions of the National Bank for the rehabilitation of the state budget.

Special focus the National Bank was putting on the development of the premium that was payable at the exchange of banknotes into silver money in business dealings. The increase, which corresponded to a depreciation of the notes issued by the Bank should be prevented. From an overall state perspective, the increase of the silver premium means a deterioration in terms of the exchange ratio towards foreign countries, influencing the price competitiveness of the Austrian foreign trade adversely. The stabilization of the premium were set some limits. Although the height of the emission activitiy was depending on the Bank, but also the price of silver and the potential effects of increased government debt materially affected the silver premium. Especially the 1848 revolution and conflicts in the following years caused an increasement of the silver premium.

Mid-century, the private banking and wholesale houses were no longer able to cope with the rapidly growing financial intermediation of the Habsburg monarchy. New forms of capital formation were required. From an initiative of the House of Rothschild, the first by the government approved and private joint-stock bank was created. This formation was followed in 1863 and 1864 by two other joint-stock banks, whose major shareholders included important personalities of the aristocracy, who possessed large liquid funds. Overall, grew with these banks the money creation potential of the "financial center of Vienna".

The central bank faced another difficult task: with its limited resources it had to secure sufficient liquidity on the one hand and on the other hand prevent the inflationary expansion of the money supply. Through close contacts with the shareholders of Vienna was a financial center (informal) ballot, especially in times of crisis, easily dealt out. In contrast, it gave differences of opinion in the Fed Board, which required enforcement of decisions.

In 1861, Friedrich Schey Koromla became director of the National Bank. On 27 December 1862 experienced the Bankprivilegium another innovation. The independence of the National Bank of the State was restored and anchored. Furthermore, was introduced the direct allocation of banknotes in circulation by the system of "Peel'schen Bank Act", which states that the fixed budget of 200 million guilders exceeding circulation of banknotes must be covered by silver coins. In 1866, when the German war ended in defeat for Austria, the compliance of the system was no longer met. The state felt itself forced to pay compensation for breach of privilege. This balance was supported by a law of 1872, after the National Bank may issue notes up to a maximum of 200 million guilders and each additional payment must be fully backed by gold or silver.

1873 the economic boom of the Habsburg monarchy was represented in a long-lasting rise in the share price. A now to be expecting break could by the behavior of the Vienna Stock not be intercepted, so it came to the "Great Crash of 1873". The in 1872 fixed restrictions of the circulation of notes for a short time have been suspended. Contrary to expectations, the money supply in crisis peak but only outgrew by nearly 1% the prescribed limit in the bank acts. The banks and the industrial and commercial companies survived the crash without major losses, although the share prices significantly lay below the initial level.

The years with high growth were followed by a period of stagnation.

1878-1922

As part of the compensation negotiations between Austria and Hungary in 1867, the National Bank was able to exercise fully their Privilegialrechte, the Kingdom of Hungary but now had the certified right, every ten years exercisable, to found an own central bank (bank note). As resulted from the first 10 -year period that furthermore none of the two parts of the monarchy wanted to build an independent money-issuing bank (Zettelbank), was built on 28 June 1878, initially to 31 December 1887 limited, an Austro-Hungarian Bank, and equipped with the Fed privilege. The first privilege of the new bank was a compromise in which on the one hand, regulations on liability for national debts as well as regulations limiting the influence of the government on banking businesses were included. 1878 Gustav Leonhardt was Secretary of the Bank.

The General Assembly and the General Council formed the unit of the bank management. Two directorates and major institutions - in Vienna and Budapest - represented the dual nature of the bank. 1892-1900 followed a long discussion finally the currency conversion from guilders (silver currency) to the crown (gold standard) with "Gold Crown" said coins.

Since the new banknotes were very popular in the public, now many gold coins piled up in the vaults of the Austro-Hungarian Bank. This period was characterized by a balanced combination of price growth and damping, the "per capita national product" grew while prices remained mostly stable. Against this background, it was easy for the Fed to encourage a new wave of industrialization.

With a third privilege in 1899 conditions were established under which the bank could be put into the financial services of the two countries, on the other hand there have been important innovations that paved a good exchange policy. By 1914, the exchange ratio of the Austro-Hungarian currency was unchanged with only minor fluctuations. In contrast, was the by conflicts marked political development.

The expansive foreign policy quickly led to high costs from which had to be shouldered by the central bank a significant part. The stability of the currency was in danger. Shortly after the beginning of World War I in 1914, laid down the Military Command to indemnify any seized property with double the price. There was an increasing scarcity of goods, connected with an ongoing expansion of the money supply and finally the increase in the price level on the 16-fold.

The resulting cost of the war of the Dual Monarchy were covered to 40% on central bank loans and 60% through war bonds. Over the duration of the war, the power force built up in recent decades has been frozen at the end of the conflict in 1918, the real income of the workers had fallen to one-fifth of the last year of peace.

With the end of the war the end for the old order had come, too. The decay of Cisleithania and Transleithania caused in several successor states, despite the efforts of the central bank to maintain the order, a currency separation (see Crown Currency in the decay of the monarchy, successor states). First, a separate "Austrian management" of the bank was introduced. It was encouraged to shoulder the shortcomings of the state budget of the Republic of Austria founded in 1918.

The new South Slav state began in January 1919 stamping its crown banknotes. The newly founded Czechoslovak Republic retained the crown currency (to date), but their printed banknotes in circulation as of February 1919 with indications that now these ar Czechoslovak crowns. (The country could an inflation as experienced by Austria avoide.) In March 1919, German Austria began to stamp its crown banknotes.

The Treaty of Saint-Germain-en-Laye of 10 September 1919, by Austria on 25 October 1919 ratified and which on 16 July 1920 came into force, determined the cancellation and replacement of all crown banknotes of all successor states of Austria-Hungary as well as the complete liquidation of the Austro-Hungarian Bank under the supervision of the war winners. The last meetings of the Bank took place mid 1921 and at the end of 1922.

After a period of overvaluation of the crown the dollar rate rose from 1919 again. 1921, had to be paid over 5,000 Austrian crowns per dollar. In addition to the significant drop in the external value existed in Austria rising inflation. End of 1922 was ultimately a rehabilitation program with foreign assistance - the "Geneva Protocol" - passed which slowed down the inflation.

1922-1938

With Federal Law of 24 July 1922 the Minister of Finance was commissioned to build a central bank, which had to take over the entire note circulation plus current liabilities of the Austrian management of the Austro-Hungarian Bank. With Federal Law of 14 November 1922, certain provisions of the law were amended and promulgated the statutes of the Austrian National Bank. By order of the Federal Government Seipel I 29 December 1922, the Board of the Austrian Austro-Hungarian Bank issued authorization for the central bank union activity with 1 January 1923 have been declared extinct and was made ​​known the commencement of operations of the Oesterreichische Nationalbank this day.

The statutes of the Austrian National Bank (OeNB) secured the independence from the state, the independence of the Bank under exclusion of external influences and the corresponding equity. First, the stabilization of the Austrian currency was at the forefront. With the Schilling Act of 20 December 1924 was the schilling currency (First Republic) with 1 Introduced in March 1925, it replaced the crown currency. For 10,000 crowns now you got a shilling.

As an important personality in terms of the order of the state budget, Dr. Victor Kienböck has to be mentioned. He was in the time from 1922 to 1924 and from 1926 to 1929 finance minister of the First Republic and from 1932 to 1938 President of the Austrian National Bank. Through his work remained the Austrian Schilling, also beyound the global economy crisis, stable. Under this condition, the Fed was able to cope with the large number of bank failures of the past.

1938-1945

According to the on 13th March issued Anschlussgesetz (annexation law) , the Reichsmark with order of the Fuehrer and Chancellor of 17 was March 1938 introduced in the country Austria and determines the course: A Reichsmark is equal to one shilling fifty pence. On the same day, the Chancellor ordered that the management of the to be liquidated National Bank was transferred to the Reichsbank.

With regulation of three ministers of the German Reich of 23 April 1938, the National Bank was established as a property of the Reichsbank and its banknotes the quality as legal tender by 25 April 1938 withdrawn; public funds had Schilling banknotes until 15th of may in 1938 to accept. All the gold and foreign exchange reserves were transferred to Berlin.

The Second World War weakened the Austrian economy to a great extent, the production force after the war corresponded to only 40% of that of 1937 (see also air raids on Austria). To finance the war, the Reichsbank brought to a high degree banknotes in circulation, which only a great victory of the kingdom (Reich) actual values ​​would have been opposable. Since prices were strictly regulated, inflation virtually could be "banned" during the war.

1945-1998

In occupied postwar Austria about 10 billion shillings by Allied military occupying powers were initially printed, which contributed to significant price increases.

With the re-establishment of the Republic of Austria by the Austrian declaration of independence of 27 April 1945, it came to the resumption of activities of the Oesterreichische Nationalbank. By the "Fed Transition Act" of July 1945 preliminary legal regulations for the operations of the Bank have been established. The restoration of the Austrian currency was their first big job. The goal was the summary of all currencies, which at the time were in circulation, and their secondment to a new Austrian currency. The "Schilling Act" of November 1945, the basis for the re-introduction of the Schilling (Second Republic) as legal tender in Austria. The next step was to reduce excess liquidity to make necessary funds for new business investment available and to make the external value of the shilling for the development of the economy competitive. First, however, less changed the inflationary situation and also the shilling was still significantly undervalued in relation to other currencies.

The "Currency Protection Act" of 1947 brought a significant change in the monetary overhang. Some deposits have been deleted without replacement, others converted into claims against the Federal Treasury. The following exchange operations also significantly reduced the amount of cash: banknotes from 1945 were canceled and exchanged for new schilling notes in the ratio 1:3. Only 150 shillings per person could go 1-1.

To control inflation, the social partners came to the foreground. The associations of employers and employees set in 1947 prices for supplies, wages were also raised. This was the first of the five "wage-price agreements" of the social partners. In 1952, inflation was held back by limiting the use of monetary policy instruments by the National Bank. Also, the external sector slowly relaxed after the end of the Korean War.

In 1955, the Austrian National Bank was re-established by the new National Bank Act as a corporation and the by the National Bank Transition of Authorities Act (Nationalbank-Überleitungsgesetz) established provisional arragement abolished. The National Bank Act stipulated that each half of the capital should be situated at the federal government and private shareholders. In addition to the independence of bank loans of the state, the new National Bank Act also contained an order that the central bank must watch within their monetary and credit policies on the economic policies of the federal government. From now on also included within the instruments of the National Bank were the areas open market and minimum reserve policy.

The Austrian economy increasingly stabilized, through good fiscal and monetary policy a high growth could be attained, with low inflation and long-term maintenance of external equilibrium.

1960, Austria joined the European Free Trade Association and participated in the European integration.

In the sixties came the international monetary system based on gold-dollar convertibility into currency fluctuations and political reforms were necessary. First, the loosening of exchange rate adjustments between several states was an option. However, U.S. balance of payments problems brought with it restrictions on capital movements, and then the Euro-Dollar market was born. In 1971, the convertibility of the U.S. dollar was lifted.

1975 interrupted a recession increasing growth time. International unbalanced ayments caused very extensive foreign exchange movements, whereby the intervention force of Austrian monetary policy has been strongly challenged. Their task now was to control the effect of foreign exchange on domestic economic activities to stabilize the shilling in the context of constantly shifting exchange rates and to control the price rise appropriately. Since the inflow of foreign funds reached to high proportions, so that the economic stability has been compromised, the policy went the way of the independent course design in a pool of selected European currencies.

The collapse of the economy forced the policy makers to a new course with active mutual credit control, subdued wage growth, financial impulses in supply and demand, and interest rates are kept low. This system of regulation, however, kept back the need for structural change, so it had to be given up in 1979. In the same year a fire destroyed large parts of the main building of the Austrian National Bank in Vienna. The repairs lasted until 1985.

Target in the eighties was to strengthen the economic performance using a competitive power comparison. The findings from the seventies stimulated the Austrian monetary policy to align the Schilling course at the Deutsche Mark to ensure price stability in the country. In addition, the structural change was initiated by inclusion in a large area. Stable, if not necessarily comfortable environment of monetary policy was a prerequisite, to secure the companies long-term productivity gains and thus safeguard their position in the economy.

Initially, this development stood a high level of unemployment in the way. Growth until the second half of the decade increased, at the same time increased the competitiveness and current accounts could be kept in balance.

In the nineties, the annexation of Austria took place in the European Community. 1995 Austria became a member of the European Union (EU) and joined the exchange rate mechanism of the European Monetary System. In 1998, the Central Banks (ESCB) have established the independence of institutions or bodies of the European Community and the governments of the EU Member States through an amendment to the National Bank Act of the Austrian National Bank to implement the goals and tasks of the European System. Thus, the legal basis for the participation of Austria in the third stage of Economic and Monetary Union (EMU) was created in 1999.

As of 1999

The Austrian National Bank, and other national central banks including the European Central Bank ( ECB), belongs to the European System of Central Banks.

On 1 January 1999 was introduced in the third stage of Economic and Monetary Union in Austria and ten other EU Member States, the euro as a common currency. The European Central Bank is henceforth responsible for monetary and currency policy, decisions in this regard will be taken in accordance with the Council of the European Central Bank.

Since May 2010, the OeNB is in full possession of the Republic of Austria, after originally lobbies, banks and insurance companies were involved with 50 % of the share capital in it. In 2011, the National Bank Act was adapted by an amendment (Federal Law Gazette I No. 50 /2011) in this circumstance, a renewed privatization is thus excluded by law.

The OeNB as a modern central bank

With the withdrawal from the retail business in the sixties as well as the first major internationalization and implementation of a strategic management in the seventies, the OeNB went on the way to a future-oriented central bank. Another major reform of banking began at the end of the eighties.

In terms of global development, the OeNB established in 1988 as a service company and expanded its guiding values ​​- "security, stability and trust" - to the principles of " fficiency" and "cost-consciousness". The business center was optimized and strategic business experienced through targeted improvements a reinforcement. Be mentioned as examples are intensifying domestic cooperation in the area of ​​payments by encouraging the creation of the Society for the Study co-payments (STUZZA), the liberalization of capital movements, the professional management of foreign exchange reserves, the improvement of the supply of money through the construction of the money center and the internationalization of business activities through the establishment of representative offices in Brussels (European Union), Paris (OECD) and the financial center of New York.

After Austria's accession to the EU in 1995, the OeNB participated in the European Monetary System (EMS ) and its Exchange Rate Mechanism. The integration in the third stage of Economic and Monetary Union (EMU) was the next step towards further development of policy stability. Since the conclusion of the Maastricht Treaty, the Austrian National Bank has very fully considered its role in the ESCB and created a basis for inclusion in the community. The profound economic and monetary policy of Austria was also a reference that qualified the OeNB to actively participate in the monetary future of Europe, a greater harmonization of the statistical framework and monetary policy instruments with a view to the euro system, the preparation of the issue of European banknotes, and the establishment of operational processes and organizational integration of business processes within the ESCB being specific objectives of the OeNB.

In the following, it came, inter alia, to the establishement of an economic study department, of an education or training initiative and to strengthen the position of payment transactions through the TARGET system.

A in 1996 created "OeNB master plan" provided important points for the upcoming transition to the euro.

In May 1998, a new pension system came into force, by which new employees were incorporated into a two-pillar model.

1999, Austria's participation in the third stage of EMU was manifest. The Austrian National Bank - as part of the ESCB - became the owner of the European Central Bank and received new powers in this context in the sense of participation in the monetary policy decision-making at the level of the European Community. With the introduction of the euro, monetary policy functions of the General Council have been transferred to the Governing Council. However, the implementation remains the responsibility of national central banks.

Activities of the Oesterreichische Nationalbank were or are, for example, the further professionalization of asset management, the expansion of the network of representative offices by opening a representative office in the financial center of London, preparation of the smooth introduction of euro cash in 2002 and the participation of the OeNB on the creation of the "A-SIT" (Center for secure Information Technology Center - Austria) and the "A-Trust" (society of electronic security systems in traffic GmbH ) in order to promote security in information technology.

de.wikipedia.org/wiki/Oesterreichische_Nationalbank

The Aggregate Stability Comparison display, (left) using two clear pipes with water, demonstrate the structural stability of healthy soil that has organic matter from cover crops and aeration created by worms and roots, verses soil that is mechanically tilled on a regular basis and falls apart in water, during the U.S. Department of Agriculture (USDA) Natural Resources Conservation Service (NRCS soil health demonstration event “The Bundled Benefits of Soil Health” on Thursday, September 18, 2014 in the People’s Garden, at the USDA headquarters, in Washington, D.C. USDA Photo by Lance Cheung.

Almost two years after the presentation of the EU Global Strategy and more than a year after Jean Claude Juncker’s white book on the future of Europe, the European Union still struggles with major challenges and threats that seem to undermine the stability of the security environment within its borders and in its neighbourhood. In the aftermath of Brexit and with the proximity of to the European Parliament elections in 2019, the third International Conference Europe as a Global Actor (Lisbon, May 24 & 25, 2018) will discuss the role the EU can play in the current global transformations, as well as the domestic and external obstacles it faces as a global actor.

The Center for International Studies of ISCTE-IUL organized the third edition of the International Conference “Europe as a global actor”, on 24 and 25 May.

The opening lecture was given by the Portuguese Minister of Foreign Affairs, Augusto Santos Silva, on May 24, at 09:30 am.

The Conference Program also included a debate on the state of the Union with the presence of Portuguese MEPs, panels and round-tables on the challenges of the Common Security and Defense Policy, the future of European security and defense, the EU’s relationship with other global players and the future of the European Union as a global player. In addition to the presence of several invited scholars, in plenary sessions moderated by Portuguese journalists, the program also included the presentation of communications by around 40 international researchers in this area of knowledge.

 

May 24th

 

9h00 | Registration – Floor 2, Building II

 

09h30 | Opening Remarks (Aud. B203) – session in Portuguese

 

Keynote Speaker: Augusto Santos Silva, Portuguese Minister for Foreign Affairs

Helena Carreiras (Director, School of Sociology and Public Policies, ISCTE-IUL)

Luís Nuno Rodrigues (Director, Center for International Studies, CEI-IUL)

 

10h45 – 11h00 – Coffee Break

 

11h00 | Round Table I: CSDP: challenges and opportunities (Aud. B203)

 

Moderator: António Mateus (RTP)

 

Laura Ferreira-Pereira (Universidade do Minho)

Jochen Rehrl (EEAS – ESDC)

Ana Isabel Xavier (CEI-IUL)

  

12h30 – 14h00 – Lunch

  

14h00 – 15h45 | Parallel Sessions I

 

Panel 1 –The future of European Security and Defence (Room C201)

 

Moderator: Ana Isabel Xavier (CEI-IUL)

 

Stefano Loi (CEI-IUL): “The PESCO agreement and the future of the European common defence”

Lorinc Redei & Michael Mosser (University of Texas at Austin): “The European Union as a Catalyst in European Security”

Patricia Daehnhardt (IPRI-NOVA): “The EU and transatlantic relations: the end of the Euro-Atlantic security community?”

   

Panel 2 – The European policy on migration and asylum (Room C301)

 

Moderator: Giulia Daniele (CEI-IUL)

 

João Barroso (CEI-IUL): “The EU and the refugee crisis: a literature review”

Tommaso Emiliani (College of Europe): “EU Migration Agencies: More “Guarding”, Less “Support for Asylum”? An Assessment of How the European Board and Coast Guard and the European Asylum Support Office Pursue Their Relations with Third Countries in Light of the So-Called ‘Refugee Crisis’.”

Emellin de Oliveira (NOVA): “The Securitization of Migration through Technology: an analysis of the PNR Directive”

   

Panel 3 – The state of the Union and the future of Europe: reflections and scenarios (Room C302)

 

Moderator: Ana Lúcia Sá (CEI-IUL)

 

Luís Machado Barroso (CEI-IUL; IUM) & Marco António Ferreira da Cruz (IUM): “It is not enough to be… It needs to be seen”: the analysis of EUGS implementation 1st Year report”

Ricardo Alexandre (CEI-IUL): “The Western Balkans Euro-fatigue and the impact on EU of potential alternatives to integration”

Dina Sebastião (University of Coimbra): “The persistence of Portuguese Atlanticism as a block for a supranationalization of European defence policy”

   

15h45 – 16h00 – Coffee Break

   

16h00-18h00 | Round Table II – The EU & other global players (Aud. B204)

 

Moderator: Helena Tecedeiro (Diário de Notícias)

 

Thomas Diez (University of Tübingen)

Maria Raquel Freire (CES-UC, Coimbra)

Luís Tomé (Universidade Autónoma de Lisboa)

Bruno Cardoso Reis (CEI-IUL, Lisbon)

  

18h00 – 20h00 | Parallel Sessions II

 

Panel 4 – Brexit (Room C401)

 

Moderator: Bruno Cardoso Reis (CEI-IUL)

 

Sanja Ivic (Institute for European Studies, Serbia): “The Question of European Identity in Light of Brexit”

Allan F. Tatham (Universidad San Pablo-CEU): “‘Breaking up is Hard to Do’: The evolution of the EU’s withdrawal criteria”

Christopher Pitcher (ISCTE-IUL): “‘I voted remain’ a look at the social and political divides within Brexit Britain through qualitative analysis of the narratives and attitudes of British citizens who voted remain”

Luana Lo Piccolo (ISPI – Milan): “Brexit: an increasing fragmentation of the international architecture”

   

Panel 5 – The EU and its Neighbourhood (Room C402)

 

Moderator: Cátia Miriam Costa (CEI-IUL)

 

Petar Georgiev (Council of the EU): “Pursuit of greener pastures in the Eastern neighbourhood: reconciliation of EU’s security interests and normative ambitions”

César García Andrés (Universidad de Valladolid): “The role of Ukraine within the European neighborhood policy and its effects on relations with Russia”

Mónica Canário (CEI-IUL): “Why do we need a real gender policy in the EU?”

Filipe Lima (CEI-IUL): “The EU and Israel and Palestinian Conflict”

   

Panel 6 – Transnational threats (Room C502)

 

Moderator: Ana Margarida Esteves (CEI-IUL)

 

Sofia Geraldes (ISCTE-IUL): “Digital Battlefields: Assessing the EU soft security actorness countering social media information warfare activities”

Marc de Carrière (Amarante International): “Going beyond NATO’s Article 5: A EU-NATO Blockchain to deter cyber warfare”

Davoud Gharayagh-Zandi (IRS; Shahid Beheshti University) & João Almeida Silveira (FCSH-NOVA): “The European Union security actorness within EU-Iran relations in the Post JCPOA Era”

Henrique Miguel Alves Garcia: “Radicalization in Belgium and EU security environment”

 

Susana Pedro

Coachwork by Pininfarina

Chassis n° 1625GT

 

Bonhams : the Zoute Sale

Estimated : € 600.000 - 800.000

Sold for € 989.000

 

Zoute Grand Prix 2018

Knokke - Zoute

België - Belgium

October 2018

 

By the early 1960s, road car production had ceased to be a sideline for Ferrari and was seen as vitally important to the company's future stability. Thus the 250, Ferrari's first volume-produced model, can be seen as critically important, though production of the first of the line - the 250 Europa, built from 1953 to '54 - amounted to fewer than 20. Before the advent of the Europa, Ferrari had built road-going coupés and convertibles in small numbers, usually to special customer order using a sports-racing chassis as the basis. Ghia and Vignale of Turin and Touring of Milan were responsible for bodying many of these but there was no attempt at standardisation for series production and no two cars were alike.

 

The introduction of the 250 Europa heralded a significant change in Ferrari's preferred coachbuilder; whereas previously Vignale had been the most popular carrozzeria among Maranello's customers, from now on Pinin Farina (later 'Pininfarina') would be Ferrari's number one choice, bodying no fewer than 48 out of the 53 Europa/Europa GTs built. Pinin Farina's experiments eventually crystallised in a new Ferrari 250 GT road car that was first displayed publicly at the Geneva Salon in March 1956. However, the Torinese carrozzeria was not yet in a position to cope with the increased workload, resulting in production being entrusted to Carrozzeria Boano after Pinin Farina had completed a handful of prototypes.

 

True series production began with the arrival of Pininfarina's 'notchback' Coupé on the 250 GT chassis, some 353 of which were built between 1958 and 1960 within the sequence '0841' to '2081'. However, the relatively small scale of production meant that cars could still be ordered with subtle variations according to customer's choice, as well as enabling a handful of show cars and 'specials' to be constructed on the 250 GT chassis.

 

A number of important developments occurred during 250 GT production: the original 128C 3.0-litre engine being superseded by the twin-distributor 128D, which in turn was supplanted in 1960 by the outside-plug 128F engine which did away with its predecessor's Siamesed inlets in favour of six separate ports. On the chassis side, four-wheel disc brakes arrived late in 1959 and a four-speeds-plus-overdrive gearbox the following year, the former at last providing the 250 GT with stopping power to match its speed. More refined and practical than any previous road-going Ferrari, yet retaining the sporting heritage of its predecessors, the 250 GT is a landmark model of immense historical significance.

 

The example offered here, chassis number 1625', left the factory in January 1960 destined for California, USA but was actually delivered to Jacques Swaters' Garage Francorchamps in Belgium. It is a rare 2nd Series example, the most sought after series in the 250 GT Pininfarina coupé range. first owner was Mr Theo de Montpellier, who purchased the car on 4th February 1960, subsequently passing to Mr Louis Galand. The third owner is not known.

 

According to a registration document on file, fourth owner Mr Jean-Marie Cap acquired the Ferrari on 24th December 1976. From 15th May 1978, the car was owned by Ferrari collector Mr Ennio Gianarolli, who kept it on display as part of his collection but did not register it. The current owner purchased '1625' on 7th February 2005.

 

In March 2005, the Ferrari was despatched to Carrozzeria Nova Rinascente in Vigonza, Italy to be restored by the internationally renowned Dino Cognolato and his team of specialist craftsmen. The Ferrari received an exemplary restoration of the chassis, body, and all brightwork including the bumpers, front grille, window surrounds, door plates, etc, and the multiple Ferrari and Pininfarina badges.

 

The mechanical side of the rebuild was entrusted to Corrado Patella's Omega Officina, another recognised specialist in the restoration of Ferrari of road and competition cars. Corrado Patella carried out a full mechanical restoration, which included the engine, carburettors, gearbox, overdrive, axle, suspension, brakes, radiator, etc. The electrical system was overhauled by Elettrauto Franco, which also restored and the refurbished all the dashboard instruments. Luppi of Modena re-trimmed the interior, while the carpets and headlining were renewed by Dino Cognolato. Equipped with new 16" Borrani wire wheels, the fully restored Ferrari left Cognolato's workshop in March 2009, since when it has won the Prix d'Élégance at the Zoute Concours (in 2014). Accompanying documentation consists of the all-important Ferrari Classiche 'Red Book', restoration invoices, and Belgian Carte Grise, and the car also comes with its tool kit and jack.

 

Lastly, the owner has kindly provided us with his driving impressions: 'Once the driver is comfortably installed behind the Nardi steering wheel, he or she is afforded an unobstructed view of the dashboard in a perfect combination of ergonomics and aesthetics. Once started, the engine emits an evocative yet subdued growl, and is supremely flexible on the road. The clutch is not heavy and the gearbox is a delight, its synchromesh beyond reproach, while the overdrive facilitates fast cruising without having to overtax the engine. Handling is excellent, and the four-wheel disc brakes mean that the limits of the car's performance can be explored safely.'

These many attributes and the presence of a generously sized luggage compartment simply invite one to travel; this Ferrari 250 is not designated a Gran Turismo without good reason. Possessing a rare elegance, this beautiful Pininfarina-style Ferrari will appeal to the connoisseur of aesthetics every bit as much as to the enthusiast driver.

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

Singapore (Listeni/ˈsɪŋɡəpɔːr/), officially the Republic of Singapore, and often referred to as the Lion City, the Garden City, and the Red Dot, is a global city and sovereign state in Southeast Asia and the world's only island city-state. It lies one degree (137 km) north of the equator, at the southernmost tip of continental Asia and peninsular Malaysia, with Indonesia's Riau Islands to the south. Singapore's territory consists of the diamond-shaped main island and 62 islets. Since independence, extensive land reclamation has increased its total size by 23% (130 km2), and its greening policy has covered the densely populated island with tropical flora, parks and gardens.

 

The islands were settled from the second century AD by a series of local empires. In 1819, Sir Stamford Raffles founded modern Singapore as a trading post of the East India Company; after the company collapsed, the islands were ceded to Britain and became part of its Straits Settlements in 1826. During World War II, Singapore was occupied by Japan. It gained independence from Britain in 1963, by uniting with other former British territories to form Malaysia, but was expelled two years later over ideological differences. After early years of turbulence, and despite lacking natural resources and a hinterland, the nation developed rapidly as an Asian Tiger economy, based on external trade and its human capital.

 

Singapore is a global commerce, finance and transport hub. Its standings include: "easiest place to do business" (World Bank) for ten consecutive years, most "technology-ready" nation (WEF), top International-meetings city (UIA), city with "best investment potential" (BERI), 2nd-most competitive country (WEF), 3rd-largest foreign exchange centre, 3rd-largest financial centre, 3rd-largest oil refining and trading centre and one of the top two busiest container ports since the 1990s. Singapore's best known global brands include Singapore Airlines and Changi Airport, both amongst the most-awarded in their industry; SIA is also rated by Fortune surveys as Asia's "most admired company". For the past decade, it has been the only Asian country with the top AAA sovereign rating from all major credit rating agencies, including S&P, Moody's and Fitch.

 

Singapore ranks high on its national social policies, leading Asia and 11th globally, on the Human Development Index (UN), notably on key measures of education, healthcare, life expectancy, quality of life, personal safety, housing. Although income inequality is high, 90% of citizens own their homes, and the country has one of the highest per capita incomes, with low taxes. The cosmopolitan nation is home to 5.5 million residents, 38% of whom are permanent residents and other foreign nationals. Singaporeans are mostly bilingual in a mother-tongue language and English as their common language. Its cultural diversity is reflected in its extensive ethnic "hawker" cuisine and major festivals - Chinese, Malay, Indian, Western - which are all national holidays. In 2015, Lonely Planet and The New York Times listed Singapore as their top and 6th best world destination to visit respectively.

 

The nation's core principles are meritocracy, multiculturalism and secularism. It is noted for its effective, pragmatic and incorrupt governance and civil service, which together with its rapid development policies, is widely cited as the "Singapore model". Gallup polls shows 84% of its residents expressed confidence in the national government, and 85% in its judicial systems - one of the highest ratings recorded. Singapore has significant influence on global affairs relative to its size, leading some analysts to classify it as a middle power. It is ranked as Asia's most influential city and 4th in the world by Forbes.

 

Singapore is a unitary, multiparty, parliamentary republic, with a Westminster system of unicameral parliamentary government. The People's Action Party has won every election since self-government in 1959. One of the five founding members of the ASEAN, Singapore is also the host of the Asia-Pacific Economic Cooperation (APEC) Secretariat, and a member of the East Asia Summit, Non-Aligned Movement, and the Commonwealth of Nations.

 

ETYMOLOGY

The English name of Singapore is derived from the Malay word, Singapura, which was in turn derived from Sanskrit (Singa is "lion", Pura "city"; Sanskrit: सिंहपुर, IAST: Siṃhápura), hence the customary reference to the nation as the Lion City, and its inclusion in many of the nation's symbols (e.g., its coat of arms, Merlion emblem). However, it is unlikely that lions ever lived on the island; Sang Nila Utama, who founded and named the island Singapura, most likely saw a Malayan tiger. It is also known as Pulau Ujong, as far back as the 3rd century, literally 'island at the end' (of the Malay Peninsula) in Malay.

 

Since the 1970s, Singapore has also been widely known as the Garden City, owing to its extensive greening policy covering the whole island, a priority of its first prime minister Lee Kuan Yew, dubbed the nation's "Chief Gardener". The nation's conservation and greening efforts contributed to Singapore Botanic Gardens being the only tropical garden to be inscribed by UNESCO as a World Heritage Site. The nickname, Red Dot, is a reference to its size on the map, contrasting with its achievements. In 2015, Singapore's Golden Jubilee year, the celebratory "SG50" branding is depicted inside a red dot.

 

HISTORY

Temasek ('Sea Town' in the Malay language), an outpost of the Sumatran Srivijaya empire, is the earliest written record relating to the area now called Singapore. In the 13th century, the Kingdom of Singapura was established on the island and it became a trading port city. However, there were two major foreign invasions before it was destroyed by the Majapahit in 1398. In 1613, Portuguese raiders burned down the settlement, which by then was nominally part of the Johor Sultanate and the island sank into obscurity for the next two centuries, while the wider maritime region and much trade was under Dutch control.

 

BRITISH COLONISATION 1819-1942

In 1819, Thomas Stamford Raffles arrived and signed a treaty with Sultan Hussein Shah of Johor, on behalf of the British East India Company, to develop the southern part of Singapore as a British trading post. In 1824, the entire island, as well as the Temenggong, became a British possession after a further treaty with the Sultan. In 1826, Singapore became part of the Straits Settlements, under the jurisdiction of British India, becoming the regional capital in 1836.

 

Prior to Raffles' arrival, there were only about a thousand people living on the island, mostly indigenous Malays along with a handful of Chinese. By 1860, the population had swelled to more than 80,000 and more than half were Chinese. Many immigrants came to work at rubber plantations and, after the 1870s, the island became a global centre for rubber exports.

 

After the First World War, the British built the large Singapore Naval Base. Lieutenant General Sir William George Shedden Dobbie was appointed General Officer Commanding of the Malaya Command on 8 November 1935, holding the post until 1939;

 

WORLD WAR II AND JAPANESE OCCUPATION 1942-45

in May 1938, the General Officer Commanding of the Malaya Command warned how Singapore could be conquered by the Japanese via an attack from northern Malaya, but his warnings went unheeded. The Imperial Japanese Army invaded British Malaya, culminating in the Battle of Singapore. When the British surrendered on 15 February 1942, British Prime Minister Winston Churchill called the defeat "the worst disaster and largest capitulation in British history". Between 5,000 and 25,000 ethnic Chinese people were killed in the subsequent Sook Ching massacre.

 

From November 1944 to May 1945, the Allies conducted an intensive bombing of Singapore.

 

RETURN OF BRITISH 1945-59

After the surrender of Japan was announced in the Jewel Voice Broadcast by the Japanese Emperor on 15 August 1945 there was a breakdown of order and looting and revenge-killing were widespread. The formal Japanese Occupation of Singapore was only ended by Operation Tiderace and the formal surrender on 12 September 1945 at Singapore City Hall when Lord Louis Mountbatten, Supreme Allied Commander of Southeast Asia Command, accepted the capitulation of Japanese forces in Southeast Asia from General Itagaki Seishiro.

 

A British Military Administration was then formed to govern the island. On 1 April 1946, the Straits Settlements were dissolved and Singapore became a separate Crown Colony with a civil administration headed by a Governor. Much of the infrastructure had been destroyed during the war, including the harbour, electricity, telephone and water supply systems. There was also a shortage of food leading to malnutrition, disease, and rampant crime and violence. High food prices, unemployment, and workers' discontent culminated into a series of strikes in 1947 causing massive stoppages in public transport and other services. In July 1947, separate Executive and Legislative Councils were established and the election of six members of the Legislative Council was scheduled for the following year. By late 1947, the economy began to recover, facilitated by a growing demand for tin and rubber around the world, but it would take several more years before the economy returned to pre-war levels.

 

The failure of Britain to defend Singapore had destroyed its credibility as an infallible ruler in the eyes of Singaporeans. The decades after the war saw a political awakening amongst the local populace and the rise of anti-colonial and nationalist sentiments, epitomized by the slogan Merdeka, or "independence" in the Malay language.

 

During the 1950s, Chinese Communists with strong ties to the trade unions and Chinese schools carried out armed uprising against the government, leading to the Malayan Emergency and later, the Communist Insurgency War. The 1954 National Service Riots, Chinese middle schools riots, and Hock Lee bus riots in Singapore were all linked to these events.

 

David Marshall, pro-independence leader of the Labour Front, won Singapore's first general election in 1955. He led a delegation to London, but Britain rejected his demand for complete self-rule. He resigned and was replaced by Lim Yew Hock, whose policies convinced Britain to grant Singapore full internal self-government for all matters except defence and foreign affairs.

 

SELF-GOVERNMENT 1959-1963

During the May 1959 elections, the People's Action Party won a landslide victory. Singapore became an internally self-governing state within the Commonwealth, with Lee Kuan Yew as its first Prime Minister. Governor Sir William Allmond Codrington Goode served as the first Yang di-Pertuan Negara (Head of State), and was succeeded by Yusof bin Ishak, who became the first President of Singapore in 1965.

 

MERGER WITH MALAYSIA 1963-65

As a result of the 1962 Merger Referendum, on 31 August 1963 Singapore joined with the Federation of Malaya, the Crown Colony of Sarawak and the Crown Colony of North Borneo to form the new federation of Malaysia under the terms of the Malaysia Agreement. Singaporean leaders chose to join Malaysia primarily due to concerns over its limited land size, scarcity of water, markets and natural resources. Some Singaporean and Malaysian politicians were also concerned that the communists might form the government on the island, a possibility perceived as an external threat to the Federation of Malaya.However, shortly after the merger, the Singapore state government and the Malaysian central government disagreed on many political and economic issues, and communal strife culminated in the 1964 race riots in Singapore. After many heated ideological conflicts between the two governments, on 9 August 1965, the Malaysian Parliament voted 126 to 0 to expel Singapore from Malaysia with Singaporean delegates not present.

 

INDEPENDENCE 1965 TO PRESENT

Singapore gained independence as the Republic of Singapore (remaining within the Commonwealth of Nations) on 9 August 1965. Race riots broke out once more in 1969. In 1967, the country co-founded ASEAN, the Association of Southeast Asian Nations, and in 1970 it joined the Non-Aligned Movement. Lee Kuan Yew became Prime Minister, leading its Third World economy to First World affluence in a single generation. His emphasis on rapid economic growth, support for business entrepreneurship, limitations on internal democracy, and close relationships with China set the new nation's policies for the next half-century.

 

In 1990, Goh Chok Tong succeeded Lee as Prime Minister, while the latter continued serving in the Cabinet as Senior Minister until 2004, and then Minister Mentor until May 2011. During Goh's tenure, the country faced the 1997 Asian financial crisis, the 2003 SARS outbreak and terrorist threats posed by Jemaah Islamiyah.

 

In 2004, Lee Hsien Loong, the eldest son of Lee Kuan Yew, became the country's third Prime Minister. Goh Chok Tong remained in Cabinet as the Senior Minister until May 2011, when he was named Emeritus Senior Minister despite his retirement. He steered the nation through the 2008 global financial crisis, resolved the disputed 79-year old Malayan railways land, and introduced integrated resorts. Despite the economy's exceptional growth, PAP suffered its worst election results in 2011, winning 60% of votes, amidst hot-button issues of high influx of foreign workers and cost of living. Lee initiated a major re-structuring of the economy to raise productivity, improved universal healthcare and grants, especially for the pioneer generation of citizens, amongst many new inclusive measures.

 

On 23 March 2015, its founding prime minister, Lee Kuan Yew, who had 'personified Singapore to the world' for nearly half a century died. In a week of national mourning, 1.7 million residents and guests paid tribute to him at his lying-in-state at Parliament House and at community sites around the island.

 

Singapore celebrated its Golden jubilee in 2015 – its 50th year of independence, with a year-long series of events branded SG50. The PAP maintained its dominance in Parliament at the September general elections, receiving 69.9% of the popular vote, its second-highest polling result behind the 2001 tally of 75.3%.

 

GEOGRAPHY

Singapore consists of 63 islands, including the main island, Pulau Ujong. There are two man-made connections to Johor, Malaysia: the Johor–Singapore Causeway in the north and the Tuas Second Link in the west. Jurong Island, Pulau Tekong, Pulau Ubin and Sentosa are the largest of Singapore's smaller islands. The highest natural point is Bukit Timah Hill at 163.63 m. April and May are the hottest months, with the wetter monsoon season from November to January.

 

From July to October, there is often haze caused by bush fires in neighbouring Indonesia, usually from the island of Sumatra. Although Singapore does not observe daylight saving time (DST), it follows the GMT+8 time zone, one hour ahead of the typical zone for its geographical location.

 

GOVERNMENT AND POLITICS

Singapore is a parliamentary republic with a Westminster system of unicameral parliamentary government representing constituencies. The country's constitution establishes a representative democracy as the political system. Executive power rests with the Cabinet of Singapore, led by the Prime Minister and, to a much lesser extent, the President. The President is elected through a popular vote, and has veto powers over a specific set of executive decisions, such as the use of the national reserves and the appointment of judges, but otherwise occupies a largely ceremonial post.

 

The Parliament serves as the legislative branch of the government. Members of Parliament (MPs) consist of elected, non-constituency and nominated members. Elected MPs are voted into the Parliament on a "first-past-the-post" (plurality) basis and represent either single-member or group representation constituencies. The People's Action Party has won control of Parliament with large majorities in every election since self-governance was secured in 1959.

 

Although the elections are clean, there is no independent electoral authority and the government has strong influence on the media. Freedom House ranks Singapore as "partly free" in its Freedom in the World report, and The Economist ranks Singapore as a "flawed democracy", the second best rank of four, in its "Democracy Index". Despite this, in the 2011 Parliamentary elections, the opposition, led by the Workers' Party, increased its representation to seven elected MPs. In the 2015 elections, PAP scored a landslide victory, winning 83 of 89 seats contested, with 70% of popular votes. Gallup polls reported 84% of residents in Singapore expressed confidence in the government, and 85% in its judicial systems and courts – one of the highest ratings in the world.

 

Singapore's governance model eschews populist politics, focusing on the nation's long-term interest, and is known to be clean, effective and pragmatic. As a small nation highly dependent on external trade, it is vulnerable to geo-politics and global economics. It places great emphasis on security and stability of the region in its foreign policies, and applies global best practices to ensure the nation's attractiveness as an investment destination and business hub.

 

The legal system of Singapore is based on English common law, but with substantial local differences. Trial by jury was abolished in 1970 so that judicial decisions would rest entirely in the hands of appointed judges. Singapore has penalties that include judicial corporal punishment in the form of caning, which may be imposed for such offences as rape, rioting, vandalism, and certain immigration offences.There is a mandatory death penalty for murder, as well as for certain aggravated drug-trafficking and firearms offences.

 

Amnesty International has said that some legal provisions of the Singapore system conflict with the right to be presumed innocent until proven guilty, and that Singapore has "... possibly the highest execution rate in the world relative to its population". The government has disputed Amnesty's claims. In a 2008 survey of international business executives, Singapore received the top ranking with regard to judicial system quality in Asia. Singapore has been consistently rated among the least corrupt countries in the world by Transparency International.

 

In 2011, the World Justice Project's Rule of Law Index ranked Singapore among the top countries surveyed with regard to "order and security", "absence of corruption", and "effective criminal justice". However, the country received a much lower ranking for "freedom of speech" and "freedom of assembly". All public gatherings of five or more people require police permits, and protests may legally be held only at the Speakers' Corner.

 

EDUCATION

Education for primary, secondary, and tertiary levels is mostly supported by the state. All institutions, private and public, must be registered with the Ministry of Education. English is the language of instruction in all public schools, and all subjects are taught and examined in English except for the "mother tongue" language paper. While the term "mother tongue" in general refers to the first language internationally, in Singapore's education system, it is used to refer to the second language, as English is the first language. Students who have been abroad for a while, or who struggle with their "Mother Tongue" language, are allowed to take a simpler syllabus or drop the subject.

 

Education takes place in three stages: primary, secondary, and pre-university education. Only the primary level is compulsory. Students begin with six years of primary school, which is made up of a four-year foundation course and a two-year orientation stage. The curriculum is focused on the development of English, the mother tongue, mathematics, and science. Secondary school lasts from four to five years, and is divided between Special, Express, Normal (Academic), and Normal (Technical) streams in each school, depending on a student's ability level. The basic coursework breakdown is the same as in the primary level, although classes are much more specialised. Pre-university education takes place over two to three years at senior schools, mostly called Junior Colleges.

 

Some schools have a degree of freedom in their curriculum and are known as autonomous schools. These exist from the secondary education level and up.

 

National examinations are standardised across all schools, with a test taken after each stage. After the first six years of education, students take the Primary School Leaving Examination (PSLE), which determines their placement at secondary school. At the end of the secondary stage, GCE "O"-Level exams are taken; at the end of the following pre-university stage, the GCE "A"-Level exams are taken. Of all non-student Singaporeans aged 15 and above, 18% have no education qualifications at all while 45% have the PSLE as their highest qualification; 15% have the GCE 'O' Level as their highest qualification and 14% have a degree.

 

Singaporean students consistently rank at or near the top of international education assessments:

- In 2015, Singapore topped the OECD's global school performance rankings, based on 15-year-old students' average scores in mathematics and science across 76 countries.

- Singaporean students were ranked first in the 2011 Trends in International Mathematics and Science Study conducted by the International Association for the Evaluation of Educational Achievement, and have been ranked in the top three every year since 1995.

- Singapore fared best in the 2015 International Baccalaureate exams, taken in 107 countries, with more than half of the world's 81 perfect scorers and 98% passing rate.

 

The country's two main public universities - the National University of Singapore and Nanyang Technological University - are ranked among the top 13 in the world.

 

HEALTH

Singapore has a generally efficient healthcare system, even though their health expenditures are relatively low for developed countries. The World Health Organisation ranks Singapore's healthcare system as 6th overall in the world in its World Health Report. In general, Singapore has had the lowest infant mortality rate in the world for the past two decades.

 

Life expectancy in Singapore is 80 for males and 85 for females, placing the country 4th in the world for life expectancy. Almost the whole population has access to improved water and sanitation facilities. There are fewer than 10 annual deaths from HIV per 100,000 people. There is a high level of immunisation. Adult obesity is below 10%

 

The government's healthcare system is based upon the "3M" framework. This has three components: Medifund, which provides a safety net for those not able to otherwise afford healthcare, Medisave, a compulsory health savings scheme covering about 85% of the population, and Medishield, a government-funded health insurance program. Public hospitals in Singapore have autonomy in their management decisions, and compete for patients. A subsidy scheme exists for those on low income. In 2008, 32% of healthcare was funded by the government. It accounts for approximately 3.5% of Singapore's GDP.

 

RELIGION

Buddhism is the most widely practised religion in Singapore, with 33% of the resident population declaring themselves adherents at the most recent census. The next-most practised religion is Christianity, followed by Islam, Taoism, and Hinduism. 17% of the population did not have a religious affiliation. The proportion of Christians, Taoists, and non-religious people increased between 2000 and 2010 by about 3% each, whilst the proportion of Buddhists decreased. Other faiths remained largely stable in their share of the population. An analysis by the Pew Research Center found Singapore to be the world's most religiously diverse nation.

 

There are monasteries and Dharma centres from all three major traditions of Buddhism in Singapore: Theravada, Mahayana, and Vajrayana. Most Buddhists in Singapore are Chinese and are of the Mahayana tradition, with missionaries having come into the country from Taiwan and China for several decades. However, Thailand's Theravada Buddhism has seen growing popularity among the populace (not only the Chinese) during the past decade. Soka Gakkai International, a Japanese Buddhist organisation, is practised by many people in Singapore, but mostly by those of Chinese descent. Tibetan Buddhism has also made slow inroads into the country in recent years.

 

CULTURE

Singapore has one of the lowest rates of drug use in the world. Culturally, the use of illicit drugs is viewed as highly undesirable by Singaporeans, unlike many European societies. Singaporeans' disapproval towards drug use has resulted in laws that impose the mandatory death sentence for certain serious drug trafficking offences. Singapore also has a low rate of alcohol consumption per capita and low levels of violent crime, and one of the lowest intentional homicide rate globally. The average alcohol consumption rate is only 2 litres annually per adult, one of the lowest in the world.

 

Foreigners make up 42% of the population, and have a strong influence on Singaporean culture. The Economist Intelligence Unit, in its 2013 "Where-to-be-born Index", ranks Singapore as having the best quality of life in Asia and sixth overall in the world.

 

LANGUAGES; RELIGIONS AND CULTURES

Singapore is a very diverse and young country. It has many languages, religions, and cultures for a country its size.

 

When Singapore became independent from the United Kingdom in 1963, most of the newly minted Singaporean citizens were uneducated labourers from Malaysia, China and India. Many of them were transient labourers who were seeking to make some money in Singapore and they had no intention of staying permanently. A sizeable minority of middle-class, local-born people, known as the Peranakans, also existed. With the exception of the Peranakans (descendants of late 15th and 16th-century Chinese immigrants) who pledged their loyalties to Singapore, most of the labourers' loyalties lay with their respective homelands of Malaysia, China and India. After independence, the process of crafting a Singaporean identity and culture began.

 

Former Prime Ministers of Singapore, Lee Kuan Yew and Goh Chok Tong, have stated that Singapore does not fit the traditional description of a nation, calling it a society-in-transition, pointing out the fact that Singaporeans do not all speak the same language, share the same religion, or have the same customs. Even though English is the first language of the nation, according to the government's 2010 census 20% of Singaporeans, or one in five, are illiterate in English. This is a marked improvement from 1990 where 40% of Singaporeans were illiterate in English.

 

Languages, religions and cultures among Singaporeans are not delineated according to skin colour or ancestry, unlike many other countries. Among Chinese Singaporeans, one in five is Christian, another one in five is atheist, and the rest are mostly Buddhists or Taoists. One-third speak English as their home language, while half speak Mandarin Chinese. The rest speak other Chinese varieties at home. Most Malays in Singapore speak Malay as their home language with some speaking English. Singaporean Indians are much more religious. Only 1% of them are atheists. Six in ten are Hindu, two in ten Muslim, and the rest mostly Christian. Four in ten speak English as their home language, three in ten Tamil, one in ten Malay, and the rest other Indian languages as their home language.

 

Each Singaporean's behaviours and attitudes would therefore be influenced by, among many other things, his or her home language and his religion. Singaporeans who speak English as their native language tend to lean toward Western culture, while those who speak Chinese as their native language tend to lean toward Chinese culture and Confucianism. Malay speaking Singaporeans tend to lean toward the Malay culture, which itself is closely linked to the Islamic culture.

 

ATTITUDES AND BELIEFS

At the national level in Singapore, meritocracy, where one is judged based on one's ability, is heavily emphasised.

 

Racial and religious harmony is regarded by Singaporeans as a crucial part of Singapore's success, and played a part in building a Singaporean identity. Singapore has a reputation as a nanny state. The national flower of Singapore is the hybrid orchid, Vanda 'Miss Joaquim', named in memory of a Singapore-born Armenian woman, who crossbred the flower in her garden at Tanjong Pagar in 1893. Many national symbols such as the Coat of arms of Singapore and the Lion head symbol of Singapore make use of the lion, as Singapore is known as the Lion City. Other monikers by which Singapore is widely known is the Garden City and the Red Dot. Public holidays in Singapore cover major Chinese, Western, Malay and Indian festivals.

 

Singaporean employees work an average of around 45 hours weekly, relatively long compared to many other nations. Three in four Singaporean employees surveyed stated that they take pride in doing their work well, and that doing so helps their self-confidence.

 

CUISINE

Dining, along with shopping, is said to be the country's national pastime. The focus on food has led countries like Australia to attract Singaporean tourists with food-based itineraries. The diversity of food is touted as a reason to visit the country, and the variety of food representing different ethnicities is seen by the government as a symbol of its multiculturalism. The "national fruit" of Singapore is the durian.

 

In popular culture, food items belong to a particular ethnicity, with Chinese, Malay, and Indian food clearly defined. However, the diversity of cuisine has been increased further by the "hybridisation" of different styles (e.g., the Peranakan cuisine, a mix of Chinese and Malay cuisine).

 

WIKIPEDIA

Stability graph

www.usaraf.army.mil

 

Borinqueneers Open Doors to Peace and Security

Combined Joint Task Force - Horn of Africa

 

Story by Master Sgt. Ruby Zarzyczny

Date: 10.23.2009

 

ENTEBBE, Uganda—"Borinqueneers" from Combined Joint Task Force-Horn of Africa opened the doors to its seventh Counter Terrorism Course for the Ugandan People's Defense Force, July 30, at the Kasenyi Military Training center.

 

The four-month course is being taught by "Borinqueneer" Soldiers from the 1/65th Infantry Battalion, Puerto Rico National Guard. According to historical records, the men of the 1/65th IN BN came up with the nickname "Borinqueneer" during a long sea voyager while serving in the Korean War. It is a combination of the words Buccaneers and Boriquen which is the name the Tainos Indians called the island (Puerto Rico) before the arrival of the Spaniards.

 

This is not the first time the 1/65th IN BN has been deployed to Africa. According to 1/65th IN BN historical documentation, they were deployed during WWII to North Africa in 1943. In 1944, they moved forward from Casablanca, Morocco to Italy and then France to join the 3rd Battalion and defeated Germany's 34th Infantry Division's 107th Infantry Regiment.

 

Sixty-six years later, the 1/65th IN BN is once again deployed to Africa. This time, they are deployed to Camp Lemonnier, Djibouti to support the Combined Joint Task Force-Horn of Africa's mission to foster regional stability, build security capacity, and forge relationships with our African partner nations.

 

In July, the 1/65th IN BN open the doors to teach the counter terrorism course for the first time in Africa. During the course the instructors and assistant instructors from the UPDF (soldiers who have graduated from previous courses) will partner to share their knowledge and skills with the UPDF student soldiers to help the UPDF develop counter terrorism practices to increase peace and security in Uganda, said Sgt. 1st Class Heriberto Crespo CJTF-HOA Counter Terrorism Course non-commissioned officer in charge.

 

Before deploying, most of the instructors received additional training in Puerto Rico to become instructors and some have experience mentoring Afghani soldiers during the unit's previous deployment to Afghanistan.

 

"It's a great experience to be able to mentor the UPDF students by giving them the knowledge I have as an infantryman," said Specialist Jose Alicea, 1st Platoon instructor. "It's a great feeling knowing you're able to help someone be more proficient at their job. I'm not only teaching them, I'm also learning from them as I see their progress."

 

The course is taught using UPDF equipment, supplies and weapons used by the Soldiers to perform their duties. The instructors received additional training on the AK-47 rifle used during the course. Private Kamba Boaz, UPDF soldier and 1st Platoon assistant instructor, works with the instructors and helps keep communication flowing during the classes.

 

"It's a very good opportunity for me because I am learning more and have the opportunity to bring my skills to the training," said Pvt. Boaz. "Working with the men from the 1/65th (IN BN) from Puerto Rico is the most wonderful thing. They are good friends. They are real professionals. Through our friendship, we are able to learn more from them and they are able to learn more from us."

 

Before the students start learning counter terrorism techniques, they will learn basic soldier skills during the first eight weeks of training. Some of the skills include individual movement, map reading, land navigation, first aid, search techniques, improvised explosive devices recognition, HIV prevention and human rights. Once these skills are mastered, the students will progress to squad operations and learn to work as a team.

 

Each squad is made up of nine soldiers. During this section of the training they will learn to move as a team to maneuver through danger areas and identify details as a group. Supervised by the instructors, the students practice these skills in training scenarios called training lanes. Using the standard operating procedures the students are evaluated to ensure they understand the basic skills before moving to the second phase of the course Military Operation Urbanized Terrain training.

 

"We train to standards not to time," said Crespo. "We will take as much time as needed until each student performs to standard. We move as fast as the slowest soldier and the training platoons move forward at the same time."

 

The course is divided up into four platoons of 40 students each having four to five instructors and an assistant instructor. The training is progressing at a steady pace as the UPDF students are fast learners and some have already faced combat in the Congo, said Crespo. Despite the language barriers and slow supply lines the students are motivated to learn.

 

"Both students and instructors face the challenge of English as a second language," said Crespo. "We all understand English, but we add different accents to the language. After about three weeks, we were able to understand each others accents and now we are sharing languages. Many of the students are learning our language, Spanish."

 

The instructors anticipate the MOUT training to start sometime in late October. The UPDF leaders have asked the CJTF-HOA to provide the students with realistic training. The 1/65th instructors have created a MOUT site to resemble an urban environment similar to a Ugandan village.

 

"Terrorist don't fight in the open with soldiers," said Crespo. "They attack cities, hospitals, churches, schools, urban areas with innocent people. That's where terrorists attack. We will build a MOUT site resembling a city in Uganda and train the UPDF students to detect and respond to terrorist attacks."

 

These instructors from the 1/65th are the tip of the spear for their unit. The course is expected to finish later this year and will end with a graduation ceremony attended by UPDF and CJTF-HOA military leaders. Successful completion of this course will open doors for similar training opportunities for the 1/65th IN BN with CJTF-HOA's African partners throughout the Horn of Africa, said Sergeant Crespo.

 

www.usaraf.army.mil

 

Photo Caption:

 

ENTEBBE, Uganda--During a break at the Combined Joint Task Force-Horn of Africa Counter Terrorism, Spec. Jose Alicea, 1/65th Infantry Battalion 1st Platoon instructor discusses search procedures with a Ugandan People's Defense Force student Sept 23, 2009. (Photo/Released Master Sgt. Ruby Zarzyczny)

Views

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Hello Welcome to the land of magic and fantasy.

The land of the cradle of religions and the first civilizations.

The land of Egypt

Today you go to a spot of Bhalla diligent in seeking described by you and by the private Mattmiz from other spots.

It is a land of green in the inner Western Desert of Egypt it

. Bahariya Oasis.

(I) lines for the blogger ,,,,,,,

Dear reader

I know you myself .......

Name / Mohammed Abdullah Mohammed Abbas

Area of work / artist automorphic revelation of the nature

Place of Birth / Albawity Bahariya Oasis Giza, Egypt

Artist automorphic inspiring talent drew inspiration from nature. God has blessed me with great artistic talent from an early age and that helped me that I was born in the Oasis and I lived and grew up under the skies and on the soil and between the folds of mountains and sand Abott and drank water from groundwater wells may like it so loving. And I hope the remains Sewa and Volkolorha People by nature and by the habits and traditions carries with it the fragrance of small oases of history and a solid go along with urbanization and civil rights. As for my paintings art, I cut many of the valleys and paths until you get the natural raw materials as well as gum trees, as well as stones from the slopes of the mountains in order to Ichkeul my paintings by the technical nature of all raw materials so that they are expressing a model of the oasis and its people and their customs and traditions. God has helped me in that he created many works even earn any great admiration of the Egyptians and foreigners from all over the world. It is also vBExperience I Ichkeul sculpture on the stone figures of important people and oases to be expressed in the model house Ziafti realize my dream and now that I have obtained a great admiration for all lovers of nature.

This little to acknowledge it and impart a quick look, which collected the proceeds from scientific about this spot (Bahariya Oasis) while working and going to the valleys and roads and mountains on foot on foot for the acquisition of natural raw materials such as sand, full colors and stones from the mountains and the gum trees to the drawing boards to the oasis, the old to remain a memory in the history of Egypt .........

Welcome to the oasis of art and dreams ...............( Bahariya Oasis Committee of God in the home)

For communication

mop: +20124671367

mop: +20172993345

deserteagle121@hotmail.com

mo_5070@yahoo.com

 

Mohamed_12199@yahoo.com

  

(II) - geographic location

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Bahariya Oasis is located in Western Sahara, Arab Republic of Egypt

And away from Cairo, 360 km south west of the Nile Valley and about 220 km away with the alignment of the country west of the Nile Valley, such as Matay and Samalut at a latitude 0''21''28%''0''28 longitude & North Tropic of Cancer.

It is the third time of configurations as described geological maps.

(III) - Description of natural

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This oasis is a low rectangle extending from the northeast to the southwest and the length along the low-about 130 km 'and a maximum width of the north side of this low about 45 km' and expand in the northeast it has significantly expanded and gradually narrows towards the southwest until it is finished south of the space, which is Part of the Oasis 'The area around the low (4000 km) four thousand square kilometers and in expanding the region is populated metropolitan' and this low four entrances and exits of vehicles are: -

(1) - from the north east the main road leading to Cairo, about 360 km.

(2) - Nabq coracoid and this way Mudug Sandstone was formerly the main entrance to the oasis before the paved road which passes next to the chirp coracoid from the north south of the Qattara Depression and ends on the outskirts of low oases, as well as Mount coracoid and then passes the road next to the tomb of Sidi | Muhammad Gaddafi, and people were Oasis formerly make this the tomb of Sheikh comfort station at the coming and going to and from Cairo, where the travel takes more than a week of heavy transport vehicles on this road.

(3) - Nabq Siwa in the north west and this meant to the oasis of Siwa, about 420 km and this goes towards the western direction informed Gharwd jacket and an oasis of Siwa and the lame even

Oasis Jacket (located low and Oasis jacket on the progress of 225 k m from the Bahariya Oasis, 162 KM east of the Oasis of Siwa and 55 KM to the east of the Oasis of the lame, one of the surrounded break important caravan, which is located on the road to Siwa _ Bahariya Oasis, as cut off convoys the distance between them and the Bahariya Oasis in 4 days and between the jacket and the lame in the leap from the stability of the sun Mushargaha to the west and the oasis is low on the body and led a long rosette Lake area of 12 km, the depth of this lake is not more than 14:00 either eye jacket rises the water level on the level of surface lake, a little oasis plantations neglected palm poor resorted to the Bedouin in the case of lack of food during a crossing of the oasis and the area of grassland, but no one inhabited only by going through convoys to rest first, and provide water II in the case of having, as the water-metal situation makes it unfit for drinking ...

(4) - peace in the south west and this meant the way to Farafra Oasis, about 200 km and this passes on the continent of Sheikh Abdullah and then mount the crystal and then the White Desert ......

For this low-eleven trail and a corridor to the beauty of the past and they

(1) - from the south east

* Path Manfalouty

* Path Aldchloty

* Path Roby

* Darb El Bahnasawy

They are paths leading to the Nile Valley and pass on Ahtaya acacia and chirp Eboumhariq routes and Rayyan north valley, watermelon stone and the cave south note that routes the four mentioned above be on the path to one while crossing Pegrd Eboumhariq, which has a length of about 375 km in the maximum display a 3 km, which starts from the eye sea sand as far north end on the outskirts of the Valley to the south and Eboumhariq Kharga oasis away from the Navy about 60 kilometers to the east is the tallest grade sand in the desert of Egypt in general note that Grude Western Sahara start from the northwest and ends in the south east.

(2) - and to the north

* Path cupola and ladle

* Path Seiwy

* Rummage thirteen

They Mwdien to El Alamein, Matrouh and Siwa and pass the valley of Abu Abosnan Algradik Qattara Depression, which lies about 320 km from Bahariya Oasis and gave a description of this area, not to my arrival there.

(3) - from the west

* Path Aletbinip

* Path of the continent of Gallstone

They Mwdien to Siwa Oasis and the jacket and eye function and Farafra.

Eye function) known to the Bedouin into misguided as guided her convoy was misguided in the desert and away its location from the Farafra Oasis 72 km M and Oasis Bahrain 173 km m which is strange really as it explodes in the top of a hill of sand is composed of 3 degrees with a rise in the first one meter on the surface of easily located in the north either second-class-oriented production by 3 m above the first layer and the third rise 5:00 p.m. on the second and stem the eye in a low place about two meters on the top of the hill, which is almost repression around him prevented him from tear and water, this eye is the finest water the desert and no eye on the bushes of palms and tamarind and jungle station, excellent for convoys traveling between the oasis of Farafra and Siwa through the paths of jacket _ lame they are of the wonders of the desert they really the headquarters for the convenience of convoys and tourism and to provide some water them if necessary, but no one reward them.

(4) - from the south west

* Trail corridor continent Sheikh Abdullah Mohammed

* White cave trail

They are doing to the mountain crystal cave and Beer White as the cave and Beer White is located in the northwest of the desert white and along the plateau Rev. Abu Saeed Al-Western set in the middle through the eye of stray and this is the second cave and white desert and the oasis of Farafra, where the mountain crystal away from the lower Bahariya Oasis 30 km, a the pearl of the desert where it emits light after the impact of sunlight at noon and in the moon nights, especially in winter, when the moon is vertically resurrected light on the crystal reflects the light of the north and south and the White Desert 60 km ......

Albawity .. ..

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City Center is the Bahariya Oasis was named Albawity proportion to the name of the Sheikh of the righteous to accept the oases of the ancient lands of the East and he stayed. He has suffered a lot until he reached the oasis and had the generosity and love of the people of the oases and settled and his name (Sidi Hassan Abu Ya'qub Yusuf ibn Yahya Albuwayty), one of the disciples of Imam Shafie his doctrine may God bless him 'and when he passed away of Imam Shafie year 819 AH blessings Sidi Albuwayty people Amama He was among the worshipers of the homes Ms. Karima (Nafisa may Allah be pleased with her). The stability of the land of Oasis request of her family buried them when dies did not fail the people of the oasis on the implementation of his will and has already set up a shrine to him was buried at the time of his death there Balbauwayty and close to the three eyes of their secrets Pmaihm they are a cure for every disease and belongs also their names to him what he was doing where they are : -

Water and wells and springs

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Eye Prayer

************

Dubbed this name because he was wudoo including Sheikh Albawity and prayed beside her, because it close to him.

Appointed companion

************

And named after Sheikh Albuwayty because he was sitting is the people of the oasis after receiving prayer tool for science and religion to the day you see people sitting Oasis after the Asr prayer in this place.

Appointed bucket eye and spears

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Already are medicine and healing every disease, even if neglected them, but remaining so far as to walk one night and by the way stray finds lantern lights the way for him and guide him even up to safety and their many blessings and secrets ........ Aynak Iain bucket and spears ........

Appointed Alepeshmo

************

Roman is a term attributed to Sheikh Albuwayty means (00000000)

It is ironic that this hot Mjerian her eye on the boiling hot and cold stems from the earth from the same place and cold in its course, came from the south until it meets the hot and cold water in the course of one

That place is already Albawity oasis for hundreds of years old does not change Volklorh, customs and traditions, yet the old buildings where there are rocky hills, which was a natural oasis people exploit natural basis for their homes and taken them to the walls of the stones also.

There is this place the tomb of Shaykh (Ahmad Bin Ali) from the north.

It is the south west there is an area called the Western Wall, where the small hill called the continent blacksmiths because they are set up by some of the Accept from the west to Libya an ancient Vantsb name of that place to the title of this family blacksmiths, one of the oldest and largest families, the oasis and the area Albawity Indeed, so far, is the largest residence mismatch Sheikh (Sidi Mohammed Abbas) is a very Li Mohammed Abdullah. There is that area recently from the northern side resorts overlooking the orchards and palm trees directly from the old Oasis Hotel, which was established a few years this area has not changed from the folklore of this beautiful thing is our motto. There is also the oasis water springs from the eyes of groundwater and springs such as the ancient Roman male and listed their names

* Appointed Alepeshmo

* Appointed or snake

* Appointed Muftlp

Many of eyes Romanian old and modern groundwater wells of hot and cold.

After the study discovered that high ground water, sulfurous water treatment of some diseases.

There Trough Oasis sand dunes called chirp. Of which included his name, such as

* Grade debt

* Chirp horse

* Chirp or tippet

As well as the oasis there is a chain of mountains, and every mountain has a name, for example: -

 Mount Hofuf

******************

This mountain is the tallest mountain oases Trough 12 kilometers long, and if you look a closer look you see snaking. It is apparent that the events with me his old Pharaohs. There are on this mountain paths of two-way and corridors, including the apparent meaning of them work there and there at the top of this mountain

Some of the stones heavy sand diabetes Iskhaddmunha apparent that the pharaohs in the making of their parentage .....

And you see there on the top of the mountain roads are paved from the top to the bottom of the visible than that of the easy workflow Abgal to flatten the stones mentioned earlier even Liato them to the place of their own making and see the many things that go on to explain the absence of the mind and pulls her thought and imagination and finally really a certificate of the Pharaohs and the ancient Egyptian.

oasesMount Pyramid

***********************

And his name folks at Oasis cupola and ladle because they resemble cooking pots, three parts of this mountain fleece the first cupola and the eastern and western East scoop by scoop, and this configuration from God and not by humans.

Mount coracoid

****************

, Named so because it takes the form of a bird the crow, and this mountain is considered the main gate to the entrance of the oases of date by the way is paved as Zchrisabaka.

And the headquarters of this mountain in the northeast and on the outskirts of the entrance of low oases.

Mount Hammad

****************

Originally named Mount of Praise because convoys to express if they arrived to this area will praise the name of Allaah (God)

Maanoh because of the hardship in their travels.

Mount equitable

****************

And named this mountain of that name because it is located in the middle of the road between Albawity and space, therefore, called Mouncef.

Mount Giadp

****************

He called this name because it is different from the mountain, despite being the color black in the desert.

 Mount Mtila Radwan

******************

This mountain, named so because the trail corridor as mentioned conducive to Grude jacket and Siwa. White and well appointed function and in the name of the original eye stray south of Farafra. Mark and has no known only to those knowledgeable ....

Mountain English

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It is situated Balbauwayty and called by that name, because this mountain, saw a lot of the suffering of the English up and down in the Second World War where she was their stay on this mountain black color steadfast and so far the remains of their buildings, it was called that name because he is a black box, which saw the course of things years of war and still tells us over the years about the events, which is formed by the configurations of factors, however, natural or man.

Effects.

*************

There are many of the Bahariya Oasis, the pharaonic, Coptic, and Romanian. Pharaonic it .......

Caves carved in the mountains, the bodies of the dead mummified in the coffins of pottery and stone valley, mummies, gold and Maqil of archaeologists that the oasis was inhabited (33) Thirty-three families in the era of the Pharaohs, Romans and were used as warehouses for grains, including wheat, had come to her arrivals request it. So far, and discovered by the Antiquities Authority, no more than (10%) ten percent and the rest in the ground and we conservers of him because he first civilizations of the world at large.

Heritage

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There are Roman ruins of buildings visible from and Coptic churches, it was a mud-brick and are found in the area of space and Mendicp. There are also oases ruins of buildings for the people of the old Oasis and that does not change the folklore arts of sculpture, drawing, art and customs and traditions. You see the buildings of each family and the shrine of sheikh mediates their buildings and see the ruins of buildings by Sqhob influenced by the gunshot wounds and of the ancients knew that it addressed the effects of the people of the oasis of Raiders of the target. There are also after the gates at the entrances to some of the areas and streets on the outside, which indicate that these places and streets were closed for fear of the invaders and intruders and bandits coming from the tracks and the mountains at night. There are also oases ancient mosques hundreds of years such as the Mosque Albawity and inclusive country and a mosque likeness and Elsafaip and inclusive angle Elsnose It was the first mosque raises his minaret of brick and this mosque is said to have been built at the hands of men (of the family Senussi) who Accept from the West, past and stayed here for several years and received a very generous and familiarity of the people of the oases and the intensity of their love

The people of the oases if one of them had a child called Senosy note that the oasis is famous generosity to all entrants, such as Mackerm by Sheikh and Sheikh Albuwayty obstacle

Many of the generosity of those who want oases best enjoyed where it is wanted by the evil out of them and so far there in the fields of the pulpit to the Eid prayer, as to condemn the people of Bahariya Oasis religion Islamic Blsttina and there is no other religions except arrivals from other countries There is no difference between Muslim and Christian and deals Oasis people with love and tolerance ...

Features singled out by God oases

*******************************

There are oases of marine black desert which is about rock formations and mountainous highlands, a black

Consists of the age of volcanoes. It is natural beauty you see white sand in the embrace of the black mountains. Highlands and ranges between 150 meters to 366 meters. There is a mountain rose mountain poses the problem of small pieces

And as if a rose and take her visitors already from the people of the oasis and different races. The generosity of the mountain and put a lot a lot every year.

There is also a mountain and the mystery of physical Rabbani, this mountain has a small door, if entered women who do not give birth took place about seven times the wrap sections give birth to the orders of God. If the newcomer wished him from the people of the oasis and anything outside of it and took some stones and Kara receive what he wants them on the orders of God and has many secrets and this is true from the mouths of veterans. There are white desert oasis, a beautiful landscape, a mountainous, white limestone composed by the nature of the problem Kalnkhalp, sentences, and the tent. Sahara and the white eye are green and the secret of long Idem. And there is a mountain crystal, mushrooms and whole landscapes. And there are oases Mnottaghat and tourist hotels Mjhzp fit for all arrivals from tourists and succession. Note that the oases and put on the tourist map by the competent authorities. And held for visitors from different races all necessary means of entertainment and comfort in order to be in safety and security, thanks so dear to our beloved Egypt.

Welcome to the oasis of my dreams ..............

 

As stability advances, the population in the AAA are rebuilding their homes but do not necessarily have livelihood opportunities to get back to. To support agriculture, FAO delivered seeds and tools to farmers in order to support self-sufficiency and reinforce their food security status.

 

Read more about FAO and the crisis in South Sudan.

 

Photo credit must be given: ©FAO/Lieke Visser. Editorial use only. Copyright FAO

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

The Aggregate Stability Comparison display, (left) using two clear pipes with water, demonstrate the structural stability of healthy soil that has organic matter from cover crops and aeration created by worms and roots, verses soil that is mechanically tilled on a regular basis and falls apart in water, during the U.S. Department of Agriculture (USDA) Natural Resources Conservation Service (NRCS soil health demonstration event “The Bundled Benefits of Soil Health” on Thursday, September 18, 2014 in the People’s Garden,at the USDA headquarters, in Washington, D.C. USDA Photo by Lance Cheung.

The stability controls on these vehicles are amazing.

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

U.S. Army Africa photo by Sgt. 1st Class Kyle Davis

 

U.S. Africa Command (AFRICOM) hosted its second annual C4ISR Senior Leaders Conference Feb. 2-4 at Caserma Ederle, headquarters of U.S. Army Africa, in Vicenza, Italy.

 

The communications and intelligence community event, hosted by Brig. Gen. Robert Ferrell, AFRICOM C4 director, drew approximately 80 senior leaders from diverse U.S. military and government branches and agencies, as well as representatives of African nations and the African Union.

 

“The conference is a combination of our U.S. AFRICOM C4 systems and intel directorate,” said Ferrell. “We come together annually to bring the team together to work on common goals to work on throughout the year. The team consists of our coalition partners as well as our inter-agency partners, as well as our components and U.S. AFRICOM staff.”

 

The conference focused on updates from participants, and on assessing the present state and goals of coalition partners in Africa, he said.

 

“The theme for our conference is ‘Delivering Capabilities to a Joint Information Environment,’ and we see it as a joint and combined team ... working together, side by side, to promote peace and stability there on the African continent,” Ferrell said.

 

Three goals of this year’s conference were to strengthen the team, assess priorities across the board, and get a better fix on the impact that the establishment of the U.S. Cyber Command will have on all members’ efforts in the future, he said.

 

“With the stand-up of U.S. Cyber Command, it brings a lot of unique challenges that we as a team need to talk through to ensure that our information is protected at all times,” Ferrell said.

 

African Union (AU) representatives from four broad geographic regions of Africa attended, which generated a holistic perspective on needs and requirements from across the continent, he said.

 

“We have members from the African Union headquarters that is located in Addis Ababa, Ethiopia; we have members that are from Uganda; from Zambia; from Ghana; and also from the Congo. What are the gaps, what are the things that we kind of need to assist with as we move forward on our engagements on the African continent?” Ferrell said.

 

U.S. Army Africa Commander, Maj. Gen. David R. Hogg, welcomed participants as the conference got under way.

 

“We’re absolutely delighted to be the host for this conference, and we hope that this week you get a whole lot out of it,” said Hogg.

 

He took the opportunity to address the participants not only as their host, but from the perspective of a customer whose missions depend on the results of their efforts to support commanders in the field.

 

“When we’re talking about this group of folks that are here — from the joint side, from our African partners, from State, all those folks — it’s about partnership and interoperability. And every commander who’s ever had to fight in a combined environment understands that interoperability is the thing that absolutely slaps you upside the head,” Hogg said.

 

“We’re in the early stages of the process here of working with the African Union and the other partners, and you have an opportunity to design this from the end state, versus just building a bunch of ‘gunkulators.’ And so, the message is: think about what the end state is supposed to look like and construct the strategy to support the end state.

 

“Look at where we want to be at and design it that way,” Hogg said.

 

He also admonished participants to consider the second- and third-order effects of their choices in designing networks.

 

“With that said, over the next four days, I hope this conference works very well for you. If there’s anything we can do to make your stay better, please let us know,” Hogg said.

 

Over the following three days, participants engaged in a steady stream of briefings and presentations focused on systems, missions and updates from the field.

 

Col. Joseph W. Angyal, director of U.S. Army Africa G-6, gave an overview of operations and issues that focused on fundamentals, the emergence of regional accords as a way forward, and the evolution of a joint network enterprise that would serve all interested parties.

 

“What we’re trying to do is to work regionally. That’s frankly a challenge, but as we stand up the capability, really for the U.S. government, and work through that, we hope to become more regionally focused,” he said.

 

He referred to Africa Endeavor, an annual, multi-nation communications exercise, as a test bed for the current state of affairs on the continent, and an aid in itself to future development.

 

“In order to conduct those exercises, to conduct those security and cooperation events, and to meet contingency missions, we really, from the C4ISR perspective, have five big challenges,” Angyal said.

 

“You heard General Hogg this morning talk about ‘think about the customer’ — you’ve got to allow me to be able to get access to our data; I’ve got to be able to get to the data where and when I need it; you’ve got to be able to protect it; I have to be able to share it; and then finally, the systems have to be able to work together in order to build that coalition.

 

“One of the reasons General Ferrell is setting up this joint information enterprise, this joint network enterprise . . . it’s almost like trying to bring together disparate companies or corporations: everyone has their own system, they’ve paid for their own infrastructure, and they have their own policy, even though they support the same major company.

 

“Now multiply that when you bring in different services, multiply that when you bring in different U.S. government agencies, and then put a layer on top of that with the international partners, and there are lots of policies that are standing in our way.”

 

The main issue is not a question of technology, he said.

 

“The boxes are the same — a Cisco router is a Cisco router; Microsoft Exchange server is the same all over the world — but it’s the way that we employ them, and it’s the policies that we apply to it, that really stops us from interoperating, and that’s the challenge we hope to work through with the joint network enterprise.

 

“And I think that through things like Africa Endeavor and through the joint enterprise network, we’re looking at knocking down some of those policy walls, but at the end of the day they are ours to knock down. Bill Gates did not design a system to work only for the Army or for the Navy — it works for everyone,” Angyal said.

 

Brig. Gen. Joseph Searyoh, director general of Defense Information Communication Systems, General Headquarters, Ghana Armed Forces, agreed that coordinating policy is fundamental to improving communications with all its implications for a host of operations and missions.

 

“One would expect that in these modern times there is some kind of mutual engagement, and to build that engagement to be strong, there must be some kind of element of trust. … We have to build some kind of trust to be able to move forward,” said Searyoh.

 

“Some people may be living in silos of the past, but in the current engagement we need to tell people that we are there with no hidden agenda, no negative hidden agenda, but for the common good of all of us.

 

“We say that we are in the information age, and I’ve been saying something: that our response should not be optional, but it must be a must, because if you don’t join now, you are going to be left behind.

 

“So what do we do? We have to get our house in order.

 

“Why do I say so? We used to operate like this before the information age; now in the information age, how do we operate?

 

“So, we have to get our house in order and see whether we are aligning ourselves with way things should work now. So, our challenge is to come up with a strategy, see how best we can reorganize our structures, to be able to deliver communications-information systems support for the Ghana Armed Forces,” he said.

 

Searyoh related that his organization has already accomplished one part of erecting the necessary foundation by establishing an appropriate policy structure.

 

“What is required now is the implementing level. Currently we have communications on one side, and computers on one side. The lines are blurred — you cannot operate like that, you’ve got to bring them together,” he said.

 

Building that merged entity to support deployed forces is what he sees as the primary challenge at present.

 

“Once you get that done you can talk about equipment, you can talk about resources,” Searyoh said. “I look at the current collaboration between the U.S. and the coalition partners taking a new level.”

 

“The immediate challenges that we have is the interoperability, which I think is one of the things we are also discussing here, interoperability and integration,” said Lt. Col. Kelvin Silomba, African Union-Zambia, Information Technology expert for the Africa Stand-by Force.

 

“You know that we’ve got five regions in Africa. All these regions, we need to integrate them and bring them together, so the challenge of interoperability in terms of equipment, you know, different tactical equipment that we use, and also in terms of the language barrier — you know, all these regions in Africa you find that they speak different languages — so to bring them together we need to come up with one standard that will make everybody on board and make everybody able to talk to each other,” he said.

 

“So we have all these challenges. Other than that also, stemming from the background of these African countries, based on the colonization: some of them were French colonized, some of them were British colonized and so on, so you find that when they come up now we’ve adopted some of the procedures based on our former colonial masters, so that is another challenge that is coming on board.”

 

The partnership with brother African states, with the U.S. government and its military branches, and with other interested collaborators has had a positive influence, said Silomba.

 

“Oh, it’s great. From the time that I got engaged with U.S. AFRICOM — I started with Africa Endeavor, before I even came to the AU — it is my experience that it is something very, very good.

 

“I would encourage — I know that there are some member states — I would encourage that all those member states they come on board, all of these regional organizations, that they come on board and support the AFRICOM lead. It is something that is very, very good.

 

“As for example, the African Union has a lot of support that’s been coming in, technical as well as in terms of knowledge and equipment. So it’s great; it’s good and it’s great,” said Salimba.

 

Other participant responses to the conference were positive as well.

 

“The feedback I’ve gotten from every member is that they now know what the red carpet treatment looks like, because USARAF has gone over and above board to make sure the environment, the atmosphere and the actual engagements … are executed to perfection,” said Ferrell. “It’s been very good from a team-building aspect.

 

“We’ve had very good discussions from members of the African Union, who gave us a very good understanding of the operations that are taking place in the area of Somalia, the challenges with communications, and laid out the gaps and desires of where they see that the U.S. and other coalition partners can kind of improve the capacity there in that area of responsibility.

 

“We also talked about the AU, as they are expanding their reach to all of the five regions, of how can they have that interoperability and connectivity to each of the regions,” Ferrell said.

 

“(It’s been) a wealth of knowledge and experts that are here to share in terms of how we can move forward with building capacities and capabilities. Not only for U.S. interests, but more importantly from my perspective, in building capacities and capabilities for our African partners beginning with the Commission at the African Union itself,” said Kevin Warthon, U.S. State Department, peace and security adviser to the African Union.

 

“I think that General Ferrell has done an absolutely wonderful thing by inviting key African partners to participate in this event so they can share their personal experience from a national, regional and continental perspective,” he said.

 

Warthon related from his personal experience a vignette of African trust in Providence that he believed carries a pertinent metaphor and message to everyone attending the conference.

 

“We are not sure what we are going to do tomorrow, but the one thing that I am sure of is that we are able to do something. Don’t know when, don’t know how, but as long as our focus is on our ability to assist and to help to progress a people, that’s really what counts more than anything else,” he said.

 

“Don’t worry about the timetable; just focus on your ability to make a difference and that’s what that really is all about.

 

“I see venues such as this as opportunities to make what seems to be the impossible become possible. … This is what this kind of venue does for our African partners.

 

“We’re doing a wonderful job at building relationships, because that’s where it begins — we have to build relationships to establish trust. That’s why this is so important: building trust through relationships so that we can move forward in the future,” Warthon said.

 

Conference members took a cultural tour of Venice and visited a traditional winery in the hills above Vicenza before adjourning.

 

To learn more about U.S. Army Africa visit our official website at www.usaraf.army.mil

 

Official Twitter Feed: www.twitter.com/usarmyafrica

 

Official YouTube video channel: www.youtube.com/usarmyafrica

 

Stability, especially loaded.

International Monetary Fund Financial Economic Counsellor and Director of the Monetary and Capital Markets Department Tobias Adrian (C), Deputy Division Chief Evan Papageorgiou (L), Division Chief Anna Ilyina (2nd L), Deputy Director Fabio Natalucci,(2nd R) and Senior Communications Officer Randa Elnagar (R) hold a press conference on the Global Financial Stability Report at the IMF Headquarters during the 2019 IMF/World Bank Annual Meetings, October 16, 2019 in Washington, DC. IMF Staff Photograph/Stephen Jaffe