Overview

1
UNCLASSIFIED
Overview Building Partnerships Portfolio
Management Scott Norwood, SES Deputy Director,
Global Security Affairs Strategic Plans Policy,
J-5
UNCLASSIFIED
2
Why Build Partnership Capacity?
UNCLASSIFIED

• The US and DoD are underinvested in preventative
  strategies to build the capacity of foreign
  partners to counter terrorism, promote stability,
  and prevent conflict
• Instability and ungoverned or poorly governed
  spaces are threats to international peace and
  security and provide sanctuary for extremism
• We can save lives and reduce stress on US forces
  by helping partners solve problems before they
  become crises that require military
  interventions.
• The US does not have sufficient military forces
  to deny terrorists sanctuary everywhere in the
  world. Nor will we ever. Accordingly, we must
  build the capacity of partners and help create
  networks of partners working together. Networks
  defeat networks.
• If properly trained and equipped, foreign forces
  can often be more effective than U.S. forces
  because they understand the language, politics,
  and cultural terrain.
• Large US military footprints abroad help the
  enemy recruit. Capable foreign forces can
  alleviate requirements for large US military
  footprints.
• The US is at peace with many countries where
  terrorists enjoy sanctuary.Therefore, we must
  work with and through other countries to help
  them reduce terrorist space, capability, and
  influence
• A whole-of-government approach is required to
  build the governance capacity of key partners
  not just security assistance.

• Foundational component of US national security
  and military strategy
• Relevant to almost every strategic challenge we
  face

3
J-5 GSA Organization
As of 2 MAR 09
DD-GSA Mr. Norwood (SES)
USAID Detail to DJ-5 Mr. Paul Tuebner (SES)
ADD/EA Mrs. Campbell LTC Olejasz
ADMIN MSgt Carlisle
Stability Operations Division CDR Shea
Security Assistance Division CAPT Sears
Coalition Affairs Division CAPT Neal
CWMD Division Col McMullen
BPC Portfolio Director YA-03 Fill
International Negotiations Division Col Hartford
CWMD Treaties Branch Dr. Ozga Ms. Miller
Capacity Building Branch LTC Gibney MAJ
Katsos
Security Guidance Branch Maj Taylor MSG Daniel
Nuclear Arms Control Branch LtCol Comeau Mr.
Vogel Mr. Miller
Coalition Operations COL Lumpkins LTC Spletstoser
Partnership Strategy Division O-6 Rqmt Mr.
Argo Mr. Edwards Mr. Allaire
Stability Operations Branch LtCol Demarco
Non-Pro Branch LtCol Stubbs CDR Hartsfield CDR
Schlise
Coalition Policy Maj Humiston
Security Assistance Technology Transfer
Branch LtCol Roettger LCDR Calfee Mr. Pennington
Conventional Arms Control Branch LtCol Norris Mr.
Kelley Ms. Khan
Counter-Pro Branch LTC Deyak Mr. Rivenbark
USUN MSC (in NYC)
International Security Law CDR Ahmad
Security Cooperation LtCol Penczar
OSCE Mission (in Vienna) Col Crownover LTC
Hester LCDR Zabinski MSgt Shoyeb IS1 Henderson
COL Easton LtCol Mogg LtCol Sadowski SMSgt
Trevino Civ Billet (Transfer)
Active Duty Contractor Full time Reservists
Civil Service
N\DDGSA\1 - GSP Command Section\Org Charts
(unclas)
4
BP Trends in Security Guidance
UNCLASSIFIED

• 2004 Quadrennial Defense Review
• Building Partnerships, Irregular Warfare, and
  Authorities Roadmaps
• NSPD-44, State Coordinator for Reconstruction
  Stabilization
• DoDD 3000.05
• National Security Defense Strategies
• Counter Terrorism Plans
• Guidance for Employment of the Force
• Guidance for Development of the Force
• USG Counterinsurgency Doctrine
• DoDs Building Partnership Portfolio

5
Building Global Partnerships Authorities

• Distribution of electronic training and education
  materials
• Participation in multinational centers of
  excellence
• Support for Multi-Lateral Events
• Expanded authority for Regional Centers
• Center for Complex Operations
• Counter Terrorism Fellowship Fund
• Non-reciprocal exchanges
• Stability Operations Fellowship Fund
• Exercise Participation across FYs

• Global Train Equip
• Security Stabilization Assistance
• Support to SOF
• Lift Sustain
• Coalition Support Fund
• Loans of SME
• Global CERP
• ODHACA Expansion
• Defense Coalition Support Account
• Transfer of Non-lethal EDA
• Reimburse reservists salaries for support to
  commercial sales

6
FY08 FMF Allocations
UNCLASSIFIED
EGYPT (1.3B)
PAKISTAN (300M)
COLOMBIA
OTHERS
JORDAN (300M)
ISRAEL (2.4B)
OTHER CONGRESSIONAL EARMARKS
FMF ADMIN
FMF (less Egypt, Israel) 888M
Total FMF for FY08 4.588B
FMF for emerging needs (outside of Egypt, Israel,
Pakistan, Jordan, Colombia other mandatory
Congressional earmarks) 80M

• Of FMFs 4.6B, only 80M is available for DOS
  discretionary distribution during fiscal year
  2008 to build partnership capacity.

7
FMF in High Priority Countries
UNCLASSIFIED
8
FMF in Priority Countries
UNCLASSIFIED
9
1206 Projects FY 06 07
1207 Projects FY 06 07
1206 Projects FY 08
1207 Projects FY 08
AOR Breakdown CENTCOM 187.3M EUCOM
86.3M PACOM 81.2M SOUTHCOM 44.2M NORTHCOM
1.4M
AOR Breakdown CENTCOM 43.85M EUCOM
0.0M PACOM 26.9M SOUTHCOM 24.0M NORTHCOM
0.0M AFRICOM 15.0M
AOR Breakdown CENTCOM 39.9M EUCOM
0.0M PACOM 30.0M SOUTHCOM 10.2M NORTHCOM
0.0M AFRICOM 19.9M
AOR Breakdown CENTCOM 103.6M EUCOM
30.6M PACOM 60.9M SOUTHCOM 24.0M NORTHCOM
14.0M AFRICOM - 60.5M
10
Categories of Coalition Support
UNCLASSIFIED
Troops Staff Officers Trainers
ABOVE THE WATERLINE SUPPORT
BELOW THE WATERLINE SUPPORT

• Diplomatic Recognition
• Opening Embassy or Mission
• Supporting UNSCR

Diplomatic Support

• Debt Forgiveness
• Unfreezing Assets
• Direct Financial Assistance

Financial Support

• Logistic Infrastructure
• Strategic Air and Sea Lift
• Intra-theater Lift

Logistics, Lift Sustainment

• Basing Rights
• Access to Facilities
• Overflight Rights

Basing, Access and Overflight Support

• Humanitarian Assistance
• Public Infrastructure

Stabilization and Reconstruction Support

• Constitutional Support
• Ministerial Mentoring
• Civil Service Training

Governance and Ministerial Support
UNCLASSIFIED
11
Coalition Flow Plan
TCN shows Political/ Logistical Fatigue, or is
within 6 months of key mandate, or transition
of last province
DoS Determine TCN willing to remain in MNF-I
Yes
No
No
Reengage to rejoin Coalition
ISG/DC determines TCN still has Political
Utility in Iraq?
ISG/DC approved Engagement Plan succeeds in
persuading TCN to remain in MNF-I
Yes
No
Yes
Yes
ISG/DC Approve Alternative Missions 1.
Civil/Other Support to Iraq 2. Regenerate/Remissio
n to OEF? 3. Other Support for GWOT?
No
Build Capacity w/Coalition Partners
CENTCOM coordinate Regeneration and/or Remission
TCN Does Not Agree
TCN Agrees
1. DoS coordinate Transition to Civil/Other
Support of Iraq 2. DoD coordinate Transition
to OEF/GWOT
Assumptions 1. USG Policy is for Coalition
Nations to sustain or increase their
participation in Iraq 2. Nonetheless, some TCNs
will reduce participation or withdraw as a result
of Political and/or Logistic Fatigue.
12
Multilateral Planners Conferences (MPC)

• Founded in FY04, primary objective is to build
  relationships and partnership capacity for
  stability operations and counter terrorism
• Annual conference, co-hosted with another
  country, assemble DJ-5 equivalents from around
  the globe
• MPC VI held May 2008 in Copenhagen, Denmark
• Global Maritime Security Cooperation
• 234 people from 61 nations, 9 IOs and NGOs
  attended
• Maritime Security Primer reference guide to
  educate and advocate on maritime security issues

13
UN PKOsFebruary 2008
UNCLASSIFIED
MilObs CivPol Troops Total 2,921
11,418 76,351 90,690 U.S. 18 284
11 313

U.S. numbers are part of total numbers shown
for each mission. Technically a
Peace-Building Political Mission but still
administered by DPKO Funded from the UN
regular biennial budget
14
Surge in UN Peacekeeping
UNCLASSIFIED
15
OSCE Border Training in Central Asia
Planned Project - Customs Training Center in
Bishkek
Possible donor for assistance to other Central
Asian states, including Afghanistan
Declined participation in OSCE border programs as
of Nov 2008 however, they may be receptive to
limited reengagement
Current Projects - National Border Strategy
Implementation Customs
Assistance Planning Approved Project - Patrol
Programming and Leadership Approved Project -
Border Management Staff College in
Dushanbe
Planned Projects - Joint Border Guards
Assistance
with Afghans - Joint Customs
Assistance
with Afghans

PC Decision is necessary for projects inside
Afghanistan Possible Projects 15 - Border
Management Training Facility and 16 Mentoring
along Afghanistans Northern border
16
Heratan
Nusay
Shir Khan Bandar
Ai Khanem
Ai Khanem
Aquina
Shegnan
Feyzabad
Towraghundi
Towraghundi
Konduz
Eshkeshem
MeS
Islam Qalah
Pol-e-Khomri
Meymana
Towr Kham
Qual I Now
Herat
Mile 78
Gulam Khan
Zaranj
Spin Boldak
17
(No Transcript)
18
Currently USAID delivers significant development
impact within crisis and developing countries
However, USAIDs impact is limited by the size of
its USDH workforce
Currently USAID has adequate USDH presence in 25
of its 75 missions
USAID impact in crisis countries and
strategically important developing countries
could be greater with a more robust field presence
18
19
By 2012 USAID will project far greater impact
with USG development investments
By 2012 USAID will support national security and
development goals with an expanded global presence

• USAID will increase the number of Foreign Service
  Officers working overseas by over 100 by 2012.
  USAID will project world class technical
  expertise to crisis countries and the developing
  world.
• USAID will have increased capacity to
• Support long-term development goals globally
• Respond quickly and robustly to emerging crises
  and development challenges

19
20
USAID-DoD Civ-Mil Policy

• Civ-Mil Cooperation Policy mandates USAID
  cooperate with DOD and seeks to integrate field
  planning processes
• Implementation Guidelines Covers USAID/DoD
  interactions during Planning, Training,
  Operations, Outreach, and Legal issues.
• USAID is selecting, in coordination with DoD,
  five focus countries as pilots for enhanced
  coordination and joint planning/execution of
  activities.
• Senor USAID liaisons now posted at all geographic
  COCOMs and in the DJ-5

21
Civilian Response Corps
-- The right people in the right place at the
right time --
2000 trained SRC
250 new ARC
2000 recruited CRC
ACTIVE RESPONSE CORPS (ARC) 250 Active
Responders from State, USAID, Justice, Commerce,
USDA, HHS, DHS, and Treasury USG staff trained
and ready to go in 48 hours to one
week. Standing agency capacity for rapid
response. Will assess situation, design response
and begin RS implementation
CIVILIAN RESERVE CORPS (CRC) Experts drawn from
jobs outside the federal government Become USG
employees when mobilized Fully trained
and deployable in 30-60 days for up to 1
year Provide sector-specific civilian response
expertise
STANDBY RESPONSE CORPS (SRC) USG employees
from State, USAID, Justice, Commerce, USDA,
HHS, DHS, and Treasury Civilian agency
employees who have ongoing job responsibilities
but are trained and available for deployments. De
ployable within 30 days for up to 180 days
22
Interagency Management System

• Integration Planning Cell (IPC)
• Consists of interagency planners and regional and
  sectoral experts
• Deploys to relevant Geographic Combatant Command
  or to multinational headquarters
• Assists in harmonizing ongoing planning and
  operations between civilian and military agencies
  and/or the USG and multinational HQ

• Country Reconstruction Stabilization Group
  (CRSG)
• Washington-based, decision-making body
• Supported by an interagency Secretariat
  (Planning, Operations, Reachback Staff)
• Co Chaired by
• Regional A/S
• S/CRS Coordinator
• NSC Director

• Advance Civilian Team (ACT)
• Supports Chief of Mission in the field to
  develop, execute, and monitor plans
• Provides interagency field management,
  deployment, and logistics capabilities
• Coordinates with any deployed JTF.
• Develops and implement activities through
  regional field teams

• Designed to provide policymakers in Washington,
  COMs, and military commanders, during an
  operation, with flexible tools to achieve
• Integrated planning processes for unified USG
  strategic and implementation plans, including
  funding requests
• Joint interagency field deployments and,
• A joint civilian operations capability including
  shared communications and information management.
  
• Staffed by interagency personnel including
  elements of the Active, Standby, and Reserve
  Corps.

Field Advance Civilian Team (FACT)
Field Advance Civilian Team (FACT)
Field Advance Civilian Team (FACT)
23

Reconstruction and Stabilization IA Planning
Strategic Planning Team led
The USG Planning Framework for Reconstruction
Stabilization coordinates strategic- and
implementation-level planning across the USG for
Crisis and Long-term, scenario-based planning.

• Policy Formulation
• Conducts interagency Conflict Analysis
• Develops Situation Analysis Memo for Deputies
  and/or Principals
• Develops multiple options for Goals achievable
  within 2-3 years (Phasing, Resource Levels,
  Assumptions, etc)
• Identifies potential Major Mission Elements
  (MMEs) - (Lines of operation and strategic
  direction)
• Develops Policy Advisory Memo for Deputies and/or
  Principals

1
Goal
CRSG Secretariat or S/CRS facilitated

• Strategy Development
• MME Planning Teams
• Develop MME Concepts (including metrics and a
  resource strategy)
• Identify potential Sub-Objectives
• Determine Lead Agency for each Sub-Objective
• Track Other Donor Contributions
• Strategic Planning Team
• Develops RS USG Strategic Plan for Policy
  Coordinating Committee/CRSG

Major Mission Elements
2
Agency and ACT/Country Team Led
Sub-Objectives

• Implementation Planning
• Sub-Objective Planning Teams
• Develop Sub-Objective Concepts (sub-tasks,
  resources)
• Develop and Monitor Sub-Objective metrics
• Interagency Implementation Planning Team
• Develops Interagency Implementation Plan for
  Chief of Mission

3
Country Plan Overview Template
24
DoD Portfolios
25
PBR 09 Portfolio
26
Building Partnership Framework
27
Program Prioritization Tool
Score (Warfighter Guidance Factor) x (Strategic
Guidance Factor)
28
Additional Risk Considerations

• Authority - Are we authorized under law to do
  this?
• Execution - Can we obligate the money that is
  designated?
• Scalability - Can the enhancement be partially
  funded and remain viable?
• Sustainment Does the project have attributes
  that will require additional resources over time?
• Return on Investment Based on best military
  judgment, what will be the payoff to the
  warfighter?

29
Proposed Building Partnership POM Changes

• Global Train and Equip -1206
• Provides equipment, supplies, and training to
  build the capacity of coalition forces to support
  counter terrorism and stability operations
• Security and Stabilization Assistance -1207
• Allows DOD to transfer funding to State to
  conduct security and stabilization missions
• Enhanced Combatant Commanders Initiative Fund -
  ECCIF
• Provides additional funding to the COCOMs to
  support unforeseen contingency requirements
  including humanitarian and civil assistance
• POM 10 Program Budget Review Change Inputs
• Combatant Commanders, Defense Agencies and OSD
  provided program change recommendations

Portfolio increased from 6B to XB
30
Proposed Shaping and Communicate Activities
Shaping Activities
Communicate Activities
Note several of the non-COCOM programs benefit
multiple COCOMs e.g., Counter-narcotics and
Foreign Disaster Assistance
31
Discussion

• Yes, it is working.