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Combating Global Combating Global Terrorism: Bringing All Terrorism: Bringing All Elements of National Elements of National

Power to BearPower to Bear

Darryl R. Williams Director, The Partnership Group

Global Innovation and Strategy Center US Strategic Command

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Global Terrorism

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Hurricane Katrina

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Avian Flu Pandemic

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• Warfare Was Conducted Against Established Nation-States• Adversary Used Indigenous or

Captured Logistic Processes to Continue War

• Collateral Damage Limited Due to Inherent Isolation

Problem: Historical Warfare

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Bin Laden

Terrorist Cells

Org Crime

WTC

NGO

• Adversary leverages established global processes•Finance, Shipping, Communications, Technology, Transportation, Energy

• Adversary imbeds

operations to

dissuade attack and

identification

Blood Diamonds

Problem: War on Terrorism

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Problem: War on Terrorism

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Partnership to Defeat Terrorism

Catalyst– Combatant Commands (Nov 2001): Request for assistance to

Joint Information Operations Center, “How can we affect terrorism without causing greater, global, collateral effects?”

Problem– Greater than 85% of global/domestic infrastructures are

privately owned and controlled– DoD did not have the intimate insight into global

infrastructures necessary to craft effective combating terrorism campaign planning

Solution– Informal, trusted relationships with global leaders in all

elements of national power (defined as: military, diplomatic, private sector, academia, media)

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Partnership to Defeat Terrorism

Mission Statement– Partner with academia, international global process leaders,

and media experts to provide the POTUS, SECDEF, and Combatant Commanders with combating terrorism options that cover all elements of National/International Power

Fills critical need:– Brings fidelity to intelligence chatter– Supports the development of CT actions

Feasible and effective Consequence management

Global view versus domestic view– STRATCOM Mission: Global WMD– STRATCOM Mission: Global Information Operations– STRATCOM Mission: Global Strike

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Partnership to Defeat Terrorism

Tactical and operational levels of warfare– Directly supports Combatant Commands, to include:

Northern Command – Homeland Defense Special Operations Command – War on Terrorism

Participants & USG/International Vetting– Access to 1000+ global industry and academia leaders– Vetted: Secretary of Defense, Combatant Commands, DoD

groups with combating terror/transformation focus, all Intel Agencies

– Awareness: President of the United States, DHS, State Department, Treasury, Department of Justice, Directorate of National Intelligence, National Counter-Terrorism Center, MoD

Keys to success: Trust + UNCLASSIFIED + Virtual = Rapid Results

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PTDT Architecture

STRATCOM/PTDT

Global Commerce/Energy

Transportation AcademiaBanking MediaFinance

PTDT

Banking

Finance

Trans

Academia

Media

Global Commerce

Developing Areas: Food/Agriculture and Bio-Technology

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Info Sharing-Issues

Points of Contention– Public sector maintained database oversight– Privacy concerns– Federal Advisory Committee Act (FACA)– Freedom of Information Act (FOIA)– Corporate liability– Anti-trust– Security

Classification Proprietary

PTDT– Global process information only– NOT privacy data– NOT proprietary data

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PTDT Process: August 2004 Alert

Source: “Intel Chatter”

UBL Goals:

1. Affect elections

2. Collapse US economy

3. Fracture Coalition

Results:

1. Raise alert level at Wall Street

2. Focus on Prudential Building

3. Focus on Wash DC

Source: Milan periodical with AQ inside access

UBL Goals:

1. Affect elections

2. Collapse US economy

3. Fracture Coalition

4. Europe 90 day jihad

AQ Target Focus:

1. London

2. Rome

3. Paris

4. Berlin

5. Belgium

Source: Wall Street executive (15 min)

1. Europe attack rumor

2. London only target that can accomplish UBL goals

3. VBED/CBW on Canary Wharf

4. Letter of intro to head of UK Exchange

Results:

1. Focused STRATCOM intel

2. Passed to authorities

3. 2 weeks prior to arrests

PTDT PTDT

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Time Line to the Present

April 2004 – Secretary of Defense tasking to STRATCOMJune-July 2004 – Transition PTDT from Joint Information

Operations Center in San Antonio to HQ USSTRATCOMSeptember 2004 – Formed partnership with Peter Kiewit

Institute for virtual, secure collaboration capabilities with private sector and academia

December 2004 – Senior private sector leaders deliver letter pledging support to further PTDT initiative

12 Jan 2005 – Convened senior-level working group composed of national/international recognized leaders in all elements of national power

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Senior-Level Working Group Attendees

Approximately 40 attendees to include senior executives from the following elements of national power:

– Military: USSTRATCOM, USNORTHCOM, OASD (HD)– Political: Senator Nelson, Senator Hagel, Dept of State, Dept

of Homeland Security (virtual)– Academia: Harvard, Univ of Nebraska, Naval Postgraduate

School, Peter Kiewit Institute– Industry: Peter Kiewit Sons, Level 3 Communications, MBNA

Corp, Union Pacific, Bear Sterns (virtual), ConocoPhillips (virtual)

– Media: Omaha World-Herald Company, Ms Torie Clarke– International: UK MoD

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Working Group Findings

The US is at war against a non-state adversary which has no established infrastructure

The only means of defeating global terrorism is via a coordinated, synchronized, and seamless plan that uses all elements of national power

The PTDT process must be formalized, enhanced, and expanded as part of a Global Innovation and Strategy Center (GISC)

All elements of national power must populate GISC in order to give longevity, validity, and relevance

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Global Innovation and Strategy Center

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Global Innovation and Strategy Center

World-class facility on global issues facing the combatant commander

– Located on neutral ground Lowers barriers to access Fertile ground for ground-breaking innovation

– Staffed by all appropriate elements of national power Transportation, Finance, Academia, Media, Information Networks, plus

– As directed, virtual connectivity to other US-State-Local Government efforts

US Attorney (Omaha), Secret Service, FBI, DHS, JTTF, Law Enforcement

– Interns will be critical for longevity of effort Fortune 500 hiring Populate USG and private sector with global experts

– Expected start of operation: Jan 2006

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The Partnership Group

Non-traditional, cross-cutting innovation– Use non-traditional global subject matter experts to:

Identify and work to fill knowledge white spaces Determine possible global consequences Frame the question for private sector/academia leadership

involvement Recommend/research possible COAs

– Use robust internship program to provide unbiased “lens” Act as a one-stop broker for global subject matter

experts Access to private sector/academia senior-level

executives (Unique to STRATCOM)– Identify singular person with required knowledge– Rapidly broker trusted access to singular

individual/individuals– Intimate insight into global infrastructures and research

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Necessary Evolution: Grand Strategy Arena

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Necessary Evolution: Grand Strategy Arena

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Global Problem Precedent: Who Takes Lead?

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Global Security Reserve SystemCatalyst

– 12 November 2003 at MBNA Corp in NYC: Attended by leaders from all elements of national power

“US and international efforts are inadequate to effectively combat global terrorism.”

Problem– Although there are good public/private partnerships in existence,

they are not designed to effectively encompass all elements of power—on a national or global scale

Finite resources and distribution (Who gets priority?) No dedicated means to get recommendations to the POTUS No audit and compliance function

Solution– Need quasi-governmental organization (independent of USG, but at

the pleasure of the USG)– Only proven and successful example: Federal Reserve System

Must be created via legislative statute

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Discussions/Discussions/QuestionsQuestions

Combating Global Combating Global Terrorism: Bringing All Terrorism: Bringing All Elements of National Elements of National

Power to BearPower to Bear