ABSTRACT
This chapter shows that while the allies have turned North Atlantic Treaty Organization (NATO) from an organization responsible for collective defense, the reform of the NATO International Staff has been less than impressive. It presents an overview of the staff resources of the NATO International Staff since 1989. The chapter explains that through zero budgetary growth member states have limited bureaucratic expansion. It also describes that member states use a similar rule of thumb as in the UN with respect to officials for military deployments. The chapter traces the process of three key instances of institutional development: the Robertson, Vahr, and Rasmussen reforms. These instances highlight the importance that member states attach to control. The book also focuses on how the inflexibilities of generic rules negatively affect the efficiency of the NATO International Staff and lead to policy costs. It provides evidence of how control by the member states affects institutional development.
