MESSAGE FROM THE DIRECTOR

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3 CONTENTS Messge from the Director... 2 Messge from the Mngement Tem... 3 Executive Summry... 4 Our Environment nd Approch... 6 Synchronizing Security Coopertion Activities... 6 Meeting Customer Expecttion... 7 Ensuring Effectiveness nd Efficiency... 7 Fundmentls: Mission, Vision, Vlues... 8 Key Terms... 9 FY2016 Accomplishments Successful Highlights Synchronizing Security Coopertion Activities Clibrting DSCA s Roles nd Responsibilities Achieving Strtegic Alignment of Humn Cpitl Enbling the DSCA Mission with n Authorittive, Secure IT Mission Systems Portfolio Meeting Customer Expecttions Aligning Activities nd Resource Alloction to Broder Strtegic Priorities Enbling More Responsive Industry Prticiption in Security Coopertion Remining Provider of Choice for Our Interntionl Customers Ensuring Effectiveness nd Efficiency Applying Resources to Incentivize Community Performnce, Innovtion, nd Responsiveness Optimizing the Mngement nd Execution of DSCA Progrms Appendix: Implemented s Appendix: FMS Improvement s Phse 0: Shping Activities Lne 1: Prtner Ntion Actions Lne 2: FMS Cse Lifecycle Lne 3: Technology Trnsfer Lne 4: Foreign Policy Review nd Oversight Lne 5: Acquisition Appendix: Acronyms... 39

4 MESSAGE FROM THE DIRECTOR The pst few yers hve been n exciting time for Security Coopertion. Our progrms nd workforce continue to grow ever more criticl in supporting our ntionl security nd foreign policy objectives. The intergency s highest levels recognize nd support the vlue of wht we do nd our efforts to improve. In 2013, the gency embrked on journey to respond to the rpidly chnging environment nd to identify improvements to meet new nd different demnds on the Security Coopertion community. This resulted in the Defense Security Coopertion Agency s (DSCA) six-yer strtegy, Vision 2020, originlly published in October Vision 2020 s 23 objectives nd 78 inititives ddress three pproches: lying the foundtion, synchronizing to meet customer expecttions, nd ensuring effectiveness nd efficiency. During the lst yer of Vision 2020 implementtion, we mde importnt progress on number of inititives, including reorgniztion of DSCA into regionlly ligned, mtrixed orgniztion; reduction of contrct dministrtion surchrge fees; nd collbortion with the intergency to issue Led Ntion Procurement policy. Nevertheless, our environment is very dynmic. We must continue to respond proctively to the incresing demnd for U.S. defense rticles nd services. The environment hs necessitted chnges to some of our inititives, helthy consequence of our commitment to evlute continuously the needs of our community. This yer s updte highlights chnges to Vision 2020 s pproch tht will guide us moving forwrd, long with our chievements over this pst yer. Stkeholder expecttions re high from our interntionl prtners, the United Sttes Congress nd senior government officils from cross the intergency, s well s our industry collegues. With our Vision 2020 foundtion in plce, we fcilitted high-level discussions with our stkeholders nd together produced robust set of inititives focusing on the enterprise nd complementing the efforts lredy underwy t DSCA. We hve collborted extensively cross the enterprise nd hve lredy begun to mke importnt improvements to our progrms most notbly to the Foreign Militry Sles (FMS) system. I hve highlighted these enterprise-wide inititives in n ppendix to this updte. Although different stkeholders re leding these inititives cross the intergency, it is importnt to recognize the synergies these efforts shre. One of the most trnsformtionl efforts is to chnge the Security Coopertion workforce to dpt to the 21 st century environment. The workforce, our gretest sset, must evolve to be fully trined, certified nd resourced to crry out the criticl Security Coopertion mission. This effort will be our highest priority s we continue to implement Vision 2020 nd support the enterprise inititives. I look forwrd to continuing to serve with you s we support solutions for Americ s globl prtners. J. W. Rixey Vice Admirl, USN Director Solutions for Americ s Globl Prtners 2

5 MESSAGE FROM THE MANAGEMENT TEAM Though DSCA mngement hs undergone some chnges over the pst few yers both in terms of personnel nd orgniztion we collectively remin fully dedicted to chieving by implementing the gols, objectives, nd inititives lid out in this document. The revisions we hve mde since lst yer s updte reflect our shred commitment to respond ppropritely nd positively to n incresingly dynmic environment. While specific inititives sometimes require djustment, our fundmentl gency vlues remin unchnged nd we pledge to hold ech other to the sme high stndrds to which we hold the broder workforce. outlines the pproprite course of ction for ddressing the chllenges of the coming decde. Acting Deputy Director nd Principl Director for Business Opertions Principl Director for Security Assistnce & Equipping Chief Performnce Officer Principl Director for Strtegy Principl Director for Informtion Mngement nd Technology Principl Director for Administrtion & Mngement Generl Counsel Solutions for Americ s Globl Prtners 3

6 EXECUTIVE SUMMARY DSCA directs, dministers nd provides Deprtment of Defense (DOD)-wide guidnce for the execution of ssigned Security Coopertion progrms. DSCA issues re often complex, urgent, nd spn the phses of conflict from shping the environment to enbling civil uthority ctivities. The gency performs these ctivities by collborting closely with the intergency, industry nd prtner ntions. Moreover, DSCA seeks to mximize Security Coopertion progrm effectiveness nd ensures tht efforts lign with ntionl security priorities. DSCA relesed Vision 2020 in 2014 to position the gency to led the community in support of U.S. ntionl security interests nd foreign policy objectives. To support more effectively the United Sttes cpbility nd cpcity building efforts round the globe, must dpt to the chnging environment nd globl priorities. Our pproch, however, remins consistent. DSCA ssumes three-fold pproch to ddress strtegic chllenges: (1) synchronizing Security Coopertion ctivities, (2) meeting customer expecttions, nd (3) ensuring the effective nd efficient use of Security Coopertion community resources. Since 2014, DSCA hs implemented 28 percent of the 78 inititives from cross the 8 distinct gols. The implemented inititives directly ffect how the Security Coopertion community opertes by reducing cost, decresing time cross the lifecycle of n FMS cse, improving the qulity of our Security Coopertion progrms, nd dding greter trnsprency to our processes. Some of the most noteworthy implemented inititives re s follows: DSCA collborted with its Militry Deprtment (MILDEP) counterprts to develop process to shre certin FMS cse execution documents with prtner ntions. The incresed trnsprency llows ech prtner ntion more insight into the FMS process, which provides greter understnding of the overll process nd funding requirements. During yer one of Vision 2020, DSCA nd the Deprtment of Stte worked in prtnership to develop policy to support led ntion process to llow certin countries to shre defense equipment nd trining. Building on tht foundtion, we implemented the first FMS cse under this construct erlier this yer; severl more such cses re in development. We nticipte showing positive, mesurble results s this cse mtures through its lifecycle. DSCA continues to work with the Security Coopertion community on the remining 45 inititives by concentrting its resources on those most impctful to our business. One of the most prominent inititives going forwrd is the trnsformtion of the Security Coopertion workforce. The community is network of world-clss professionls tht operte t the nexus of defense, cquisition, nd foreign policy. DSCA must develop nd implement comprehensive progrm to ddress the trining nd eduction, certifiction, ssignment/plcement, nd long-term creer plnning needs of the DOD Security Coopertion workforce if we re going to perform t the highest level. Through number of enggements with the United Sttes Congress nd our intergency prtners, DSCA is now on trjectory to develop this inititive with the full support of the Security Coopertion enterprise. Solutions for Americ s Globl Prtners 4

7 During this pst yer, the Security Coopertion community focused on institutionlizing those inititives previously implemented nd mking importnt progress towrds success for the remining Vision 2020 tsks nd our DSCA-ssigned FMS Improvement inititives (see the Appendix). However, the DSCA ledership in some instnces either strtegiclly religned inititives becuse they no longer support the dynmic Security Coopertion environment or djusted inititive timelines to refocus resources on our most importnt tsks. Vision 2020 Updte 2 reflects these chnges mde by the DSCA ledership tem. We will remin flexible in this chnging environment nd be responsive to our customers needs nd expecttions s we mke further progress towrds fully implementing this strtegy. Therefore, s circumstnces wrrnt, DSCA my mke further strtegic djustments to the remining inititives bsed on better understnding of the Security Coopertion community s priorities. Vision 2020 is strtegy fulfilling our vision: Enble whole-of-government effort to build nd mintin networks of defense reltionships tht chieve U.S. ntionl security gols. By mintining our focus on synchronizing customer expecttions, effectiveness, nd efficiency, DSCA will continue to ply centrl role in the Security Coopertion community well into the future. Solutions for Americ s Globl Prtners 5

8 OUR ENVIRONMENT AND APPROACH no country lone cn ddress the globlized chllenges we collectively fce Qudrennil Defense Review In order to estblish nd mintin the reltionships so vitl to our strtegic interests, the United Sttes must proctively meet the unique nd dynmic needs of our prtners. We best chieve our ntionl security nd foreign policy interests only by working closely with, nd building the cpcities nd cpbilities of, our prtners. The U.S. remins the globl provider of choice despite n incresingly competitive mrketplce for defense rticles nd services. To compete successfully in the current environment, the Security Coopertion community must identify nd process these needs nd pull together the full spectrum of our progrms nd services into customized solution comptible with U.S. ntionl interests nd lw. Such convergence requires more unified, wholeof-government pproch n pproch mndted for the progrms covered by Presidentil Policy Directive-23 on Security Sector Assistnce. This pproch is prticulrly needed becuse of: A more diverse, cpble, nd competitive interntionl environment. The incresed connectivity of the globl economy nd informtion infrstructure nd the requirement to dpt processes nd priorities to unforeseen chllenges nd opportunities. A complex legl nd regultory environment. Our Workforce Our workforce fundmentlly enbles our success. The pst yer hs seen renewed recognition of the criticlity of properly trined workforce. DSCA is leding efforts to revise how we conduct trining cross the Security Coopertion community ddressing required competencies nd skills cross positions nd orgniztionl elements, trining nd eduction options to deliver those competencies nd skills, nd certifiction levels nd requirements. In ddition, DSCA will implement overrching governnce chnges to better mnge nd execute this progrm. These efforts hve the support of the United Sttes Congress, reflected in the thoughtful provisions in FY17 Authoriztion Bills. Though t the time this document went to print the precise legisltive lnguge ws still under discussion nd revision on Cpitol Hill. The DOD ledership recognizes the need for workforce reform nd tht DSCA s inititives re consistent with this evolving consensus. The Security Coopertion community hs the opportunity nd momentum to mke meningful nd lsting chnges to our workforce rchitecture tht will shpe the community for yers to come. Our Frmework As we nvigte this ever-chnging environment, Vision 2020 focuses on three core, fundmentl mbitions in leding the Security Coopertion community: Solutions for Americ s Globl Prtners 6

9 Synchronizing Security Coopertion Activities Working closely with the Office of the Deputy Assistnt Secretry of Defense for Security Coopertion, DSCA will led the Security Coopertion community in better coordinting the delegtion nd sequencing of efforts, nd in collborting cross the Security Coopertion enterprise. Its role includes dvnce plnning nd fcilitting decision-mking tht ddresses gps, redundncies, nd conflicts, nd tht chieves long-term objectives. It lso entils building dptbility into our processes so the enterprise cn nticipte nd respond to emergent nd dynmic requirements. Meeting Customer Expecttions There is customer in everything DSCA does, whether it be nother U.S. Government (USG) orgniztion, industry, or n interntionl prtner. The complexity of modern chllenges requires tilored solutions tht re rtfully deployed. Properly identifying nd executing to customer expecttions enbles the USG to find more complete solutions to its chllenges while remining competitive in the globl mrketplce. Our customers expect timeliness, ccurcy in price forecsting, nd effective coordintion, prticulrly on logistics issues. Ensuring Effectiveness nd Efficiency We strive for effectiveness nd efficiency in everything we do. DSCA must drw on ll its Security Coopertion tools to find the best solution for given tsk nd it must do so while constrined by declining resources. DSCA will led the community in the sustinble use of resources through business process improvement, moderniztion, nd coordinted ssessments of community effectiveness nd efficiency. Solutions for Americ s Globl Prtners 7

10 FUNDAMENTALS Mission Led the Security Coopertion community in developing nd executing innovtive Security Coopertion solutions tht support mutul U.S. nd prtner interests. Vision Enble whole-of-government effort to build nd mintin networks of reltionships tht chieve U.S. ntionl security gols. Vlues Ledership: We re U.S. Government-wide source for Security Coopertion solutions. We expect our orgniztion nd our workforce to led the community towrd ccomplishing ntionl, regionl, nd country objectives. Integrity: We dhere to the highest ethicl nd professionl stndrds. In order to build prtnerships bsed on trust, integrity must be t the core of ll we do. Temwork: We re committed to the Security Coopertion enterprise s whole-ofgovernment effort. We understnd the importnce of working together to build nd sustin enduring reltionships with our interntionl prtners. Innovtion: We strive for orgniztionl cretivity nd dptbility. These chrcteristics re essentil to our success in tody s evolving strtegic environment. Efficiency: We re trusted stewrds of U.S. txpyer nd prtner ntion funds. We strive to chieve our mission in the most efficient wy possible while mintining our commitment to effectiveness nd qulity. Solutions for Americ s Globl Prtners 8

11 KEY TERMS The following definitions re provided for the purpose of clrifying this pln nd should not be considered officil definitions unless so noted. Customer: Any entity or individul externl to DSCA tht relies on Security Coopertion ctivity or process to chieve specific output or specific outcome (e.g. U.S., MILDEP or other USG gency, U.S. industry, or foreign prtner). Implementing Agency: The MILDEP or defense gency responsible for executing militry ssistnce progrms. With respect to FMS, the MILDEP or defense gency ssigned responsibility by DSCA to prepre Letter of Offer nd Acceptnce (LOA) nd to implement FMS cse. The Implementing Agency is responsible for the overll mngement of the ctions tht will result in the delivery of the mterils or services set forth in the LOA ccepted by foreign country or interntionl orgniztion. Prtner (lso Prtner Ntion, Foreign Prtner): An interntionl entity most often foreign defense nd security estblishment tht is the beneficiry of Security Coopertion progrms nd ctivities. Security Assistnce: A group of progrms uthorized by the Foreign Assistnce Act (FAA) of 1961, s mended, nd the Arms Export Control Act (AECA) of 1976, s mended, or other relted sttutes by which the United Sttes provides defense rticles, militry trining, nd other defenserelted services, by grnt, lon, csh sle, or lese, in furthernce of ntionl policies nd objectives (Source: Joint Publiction 1-02, s mended through April 14, 2006). Security Coopertion: The full continuum of ctivities undertken by the DOD to encourge nd enble interntionl prtners to work with the United Sttes to chieve strtegic objectives. It encompsses ll DOD interctions with foreign defense nd security estblishments, including ll DOD-dministered security ssistnce progrms tht build defense nd security reltionships promoting specific U.S. security interests, including ll interntionl rmments coopertion ctivities nd security ssistnce ctivities; tht develop llied nd friendly militry cpbilities for self-defense nd multintionl opertions; nd tht provide U.S. forces with pecetime nd contingency ccess to host ntions (DOD Directive ). Security Coopertion Enterprise: The network of entities engged in ny element of Security Coopertion progrms, either s providers or s beneficiries. This includes USG gencies, the United Sttes Congress, foreign prtners, nd industry. Security Coopertion Community: A subset of USG Executive Brnch entities within the Security Coopertion enterprise directly responsible for mnging or executing Security Coopertion progrms or the policies tht ffect those progrms. Security Coopertion Workforce: Employees of USG gencies within the Security Coopertion community. Solutions for Americ s Globl Prtners 9

12 FY2016 ACCOMPLISHMENTS Over the course of FY16, DSCA sw importnt progress on mny inititives tht hve positively influenced the Security Coopertion community. While severl of these ccomplishments re detiled below, full list of implemented inititives cn be found in the ppendix. Looking forwrd, the gency hs prioritized the remining inititives to implement strtegiclly over the next few yers. 28% 22 inititives were implemented since the inception of Vision inititives hve been removed or consolidted with other inititives to stremline implementtion nd ccommodte prioritiztion. 45 inititives will continue this yer, nd through % 58% 14% Solutions for Americ s Globl Prtners 10

13 SUCCESSFUL HIGHLIGHTS Trde Show Prticiption ( 5.2..) The DSCA Trde Show inititive improves DoD support to trde shows by synchronizing enterprise prticiption t both interntionl nd domestic events. Incresed plnning nd preprtion for trde show prticiption mximizes limited resources nd prioritizes enggements with regionl nd industry prtners. In FY16, DSCA, working with the Combtnt Commnds (CCMD) nd the MILDEPs, synchronized efforts to provide equipment nd Distinguished Visitor support to 17 interntionl trde shows. DSCA worked closely with counterprts t the Deprtments of Commerce nd Stte to support defense industry in pursuing incresed business opportunities t the Singpore Air Show. DSCA, working closely with the Office of Defense Coopertion in London, successfully synchronized ctivities, messging, nd outrech enggements for 23 senior leders who prticipted t the Frnborough Interntionl Air Show. In FY17, DSCA will synchronize trde show support by continuing to refine equipment nd Distinguished Visitor plnning. In ddition, DSCA will seek to expnd plnning nd synchroniztion efforts to include broder representtion from theter-components, progrm offices, nd defense industry. Solutions for Americ s Globl Prtners 11

14 Led Ntion Procurement ( 6.2.b.) The Led Ntion Procurement dvnces the U.S. commitment to help the North Atlntic Trety Orgniztion (NATO) nd NATO members mximize the purchsing power of their defense budgets through the types of procurement envisioned by Smrt Defence inititives. Led Ntion Procurement permits joint procurement of defense rticles nd services through led country for economies of scle nd lso offers the potentil for flexible retrnsfers mong members of the group. The first Led Ntion FMS cse ws implemented in July Bltic ntions re prticipting in cse to shre the costs to host senior U.S. Army officer t the Bltic Defence College. In August, nother key milestone ws reched with the Congressionl Notifiction of cse for precisionguided munitions with the NATO Support nd Procurement Agency s the Led nd severl NATO ntions prticipting. DSCA nd the Deprtment of Stte continue to solicit proposls for dditionl cndidte Led Ntion cses nd lso continue their efforts to develop dditionl tools to support multintionl procurements. Stndrd Level of Service ( 6.1.b.) This inititive will successfully crete unified definition of "stndrd level of service" to be used cross the Security Coopertion community. The stndrd level of service inititive provides further clrifiction s to which services re funded by the FMS surchrge nd which re properly funded by line on LOA document or other sources of funding. Additionlly, guidnce is now provided on ctivities specific to "non-stndrd" items. If the DOD does not currently procure n item, it is considered non-stndrd nd the dditionl worklod necessry to procure nd deliver tht item will be funded by the LOA. Lst, this revised policy ddresses the volume of some ctivities tht will be provided with the FMS dministrtive surchrge. For exmple, only one cse review will be provided ech yer. By further defining which ctivities re provided with the FMS dministrtive surchrge, the entire DOD will provide LOAs tht re more consistent to our interntionl prtners. DSCA expects this policy to be implemented in FY17. Shortly fterwrds, DSCA will initite detiled review of the dministrtive surchrge rte. Solutions for Americ s Globl Prtners 12

15 1. Clibrting DSCA s Roles nd Responsibilities SYNCHRONIZING SECURITY COOPERATION ACTIVITIES Gol: Ensure tht DSCA s officil roles nd responsibilities support. End Stte: Officil issunces clerly codify the level of DSCA responsibility necessry for the efficient nd effective execution of DSCA-mnged Security Coopertion progrms nd inititives. Objective 1.1: Led the Security Coopertion community in clrifying nd codifying gency roles nd responsibilities in order to eliminte mbiguity nd redundncy nd better lign with strtegic guidnce nd existing directives. Dtes/Sttus Recommend mendments to existing DOD nd Security Coopertion community directives. Implemented. See ppendix for detils. b c d Contribute to the updting of ll forms of guidnce nd Security Coopertion processes required to ensure tht DSCA equities re represented in ccordnce with the gency s mission. Clrify stkeholders responsibilities. Updte progrm execution guidnce nd trining mterils. Oct 2014 Sept 2017 Implemented. See ppendix for detils. Implemented. See ppendix for detils. Objective 1.2: Initite nd prticipte in thorough review of the Security Coopertion workforce tht clibrtes the roles nd responsibilities of job ctegories to simplify business processes nd eliminte unnecessry redundncy. Dtes/Sttus Led community-wide inventory of core Security Coopertion positions nd recommend mendments to roles nd responsibilities necessry to eliminte mbiguities, inefficiencies, mislignments, nd gps. Oct 2014 Sept 2017 b Review nd updte, s required, position descriptions, progrm-specific informtion ppers, execution guidnce, nd trining mterils to reflect new roles nd responsibilities. June 2016 Sept 2018 Solutions for Americ s Globl Prtners 13

16 2. Achieving Strtegic Alignment nd Optimiztion of the Professionl Development of the Security Coopertion Workforce Over the pst yer, DSCA hs dvnced severl humn cpitl inititives outlined within Objective 2, Achieving Strtegic Alignment of Humn Cpitl, impcting DSCA Hedqurters nd the greter Security Coopertion workforce. We hve determined tht DSCA Hedqurters-focused inititives should be moved to seprte DSCA Humn Cpitl Strtegic Pln. This Humn Cpitl Strtegic Pln will not only encompss the initil objectives included in the previous version of Vision 2020, focused on the hedqurters, but will lso cover: (1) DSCA s strtegic direction s it reltes to humn cpitl inititives; (2) DSCA customer/stkeholder humn cpitl mngement outcomes/gols; nd (3) n implementtion pln tht will express strtegies for ccomplishing the gols set for DSCA. This new DSCA Humn Cpitl Strtegy will be completed within the yer nd published seprtely from Vision The new objective, Achieving Strtegic Alignment nd Optimiztion of the Professionl Development of the Security Coopertion workforce, will focus on DSCA's brod effort to optimize the professionl development of the Security Coopertion workforce. The Security Coopertion Workforce Development Progrm outlined in the Sente Armed Services Committee's drft FY17 Ntionl Defense Authoriztion Act informs DSCA's efforts. The effort encompsses number of inititives imed to improve trining, eduction, nd professionl development cross the workforce. The inititives trget how DSCA provides trining nd eduction through the Defense Institute of Security Coopertion Studies (DISCS) to include: trining provided to different Security Coopertion positions nd creer pths; the level of trining/eduction tht should be provided; nd the pproprite time to provide the identified trining/eduction. We will work in close coopertion with Security Coopertion community ledership to implement this progrm. Gol: Effectively develop nd implement Security Coopertion workforce trining, eduction, nd professionl development certifiction progrm. End Stte: An identifible, gile nd high-performing Security Coopertion workforce with the knowledge, skills, nd experience to meet current nd future chllenges. Aligns with FMS improvement inititive "P0.2 - Security Coopertion Workforce Development" which ims to ensure the Security Coopertion workforce hs the right mix of skills nd experience to fully execute current Security Coopertion missions nd the flexibility to ddress future requirements. Objective 2.1: Scope the Security Coopertion workforce. Structure DSCA s orgniztion nd mtch its workforce to support the mission in sfe, effective, nd efficient mnner. Dtes/Sttus Implemented. See ppendix for detils. Solutions for Americ s Globl Prtners 14

17 b c d Identify Security Coopertion positions tht should be considered for inclusion in workforce development progrm. Develop wy to trck those positions using existing mnpower, personnel nd trining dtbses. Understnd how the Security Coopertion workforce is clustered into fields nd position ctegories, nd where there is overlp with the defense cquisition workforce. Ongoing Ongoing Ongoing Objective 2.2: Anlyze Security Coopertion workforce positions. Identify the competencies, skills, nd experience required for ech position in the Security Coopertion workforce. Dtes/Sttus Ongoing b c d Designte Security Coopertion positions with the highest strtegic importnce nd most demnding responsibilities s key Security Coopertion positions. Develop wy to identify key Security Coopertion positions, s well s the competencies, skills nd experience requirements for ll Security Coopertion positions, in existing mnpower, personnel, nd trining dtbses. Develop mechnism to identify trining nd certifiction requirements nd mens to trck workforce skills nd certifiction. Ongoing Ongoing Ongoing Objective 2.3: Develop Security Coopertion workforce certifiction progrm. Dtes/Sttus Identify trining, eduction, nd experientil opportunities tht help to develop the competencies, skills, nd experience required by the Security Coopertion workforce to meet current nd future opportunities. Explore options for developing opportunities to ddress ny Security Coopertion workforce cpbility gps. Ongoing b Develop incentive structures tht encourge nd mximize prticiption in the certifiction progrm. Ongoing Solutions for Americ s Globl Prtners 15

18 c d Prepre strtegic communictions strtegy, s pproprite, to ensure the Security Coopertion workforce is wre of nd understnds the certifiction progrm. Trck prticiption in the certifiction progrm vi existing mnpower, personnel nd trining dtbses. Ongoing Ongoing Objective 2.4: Mnge workforce development. Estblish DSCA office to mnge the workforce certifiction progrm nd identify counterprt points of contct throughout the Security Coopertion community. Dtes/Sttus Ongoing b c Refocus nd expnd the geogrphic presence of DISCS (formerly DISAM) to better support trining nd eduction of the Security Coopertion workforce. Strengthen the ccess nd influence of the DSCA/ DISCS through incresed coopertion with Defense Acquisition University nd other DOD Security Coopertion nd eduction institutions. Ongoing Ongoing 3. Enbling the DSCA Mission with n Authorittive, Secure Informtion Technology (IT) Mission Systems Portfolio Gol: Enble the execution of DSCA s Security Coopertion mission by ligning gency requirements to IT services nd cpbilities tht provide uthorittive nd dynmic informtion for decision-mking. End Stte: A Security Coopertion community with stremlined mission systems nd informtion shring prctices tht provide ner rel-time view of community ctivities, fcilittes orgniztionl lerning, enbles strtegic decision-mking, nd lloctes IT resources to support DSCA s mission. Objective 3.1: Fully understnd, mnge nd execute Informtion Mngement nd Technology (IM&T) gency requirements in order to support the community. Dtes/Sttus Document nd evlute cse mngement processes nd develop concept of opertions. Oct 2016 Sept 2018 b Implement detiled pln for DSCA s migrtion to the Globl Theter Security Coopertion Mngement Informtion System (G-TSCMIS) nd for DSCA to help the community effectively use G-TSCMIS s the Implemented. See ppendix for detils. Solutions for Americ s Globl Prtners 16

19 c uthorittive dt system of the Security Coopertion community. Chrter nd estblish governnce bords to cpture the Security Coopertion community requirements. Oct 2016 Sept 2018 Aligns with FMS improvement inititive Security Coopertion Enterprise Solution (SCES) which ims to develop tri-service FMS Cse Execution System with ccess to dt for multiple stkeholders within the United Sttes Government s well s Prtner Ntions. e Estblish tem within IM&T with responsibility for Security Coopertion community mngement, portfolio mngement, nd gency rchitecture frmework. Work with the Security Coopertion community to ensure tht the Security Coopertion Enterprise Solution (SCES) includes dequte functionlity for stndrdized cse execution business process. Oct 2016 Sept 2017 Ongoing Aligns with FMS improvement inititive "L2.3 - Security Coopertion Enterprise Solution" which ims to develop tri-service FMS Cse Execution System with ccess to dt for multiple stkeholders within the United Sttes Government s well s Prtner Ntions. Objective 3.2: Stremline nd simplify IM&T s portfolio of mission systems. Dtes/Sttus Mitigte the risk of unsupported hrdwre/softwre (e.g., the Defense Security Assistnce Mngement System (DSAMS)). Oct 2016 Sept 2017 b c Estblish Security Coopertion community Enterprise Bord to oversee ll system investments nd gin visibility into portfolio costs. Estblish technicl bseline nd enterprise rchitecture, roles, processes, documenttion, nd tools. Oct 2016 Sept 2017 Oct 2016 Sept 2018 Solutions for Americ s Globl Prtners 17

20 Objective 3.3: Implement proctive cybersecurity prctices tht become prt of the dily ethos for the entire DSCA. Clrify nd improve Authorizing Officer designtion nd certifiction process. Dtes/Sttus Oct 2016 Sept 2017 b Estblish gency-wide cybersecurity prtnerships. Oct 2017 Sept 2018 Objective 3.4: Extend IM&T s influence by forging prtnerships cross the Security Coopertion community. Dtes/Sttus Estblish structure nd processes to llow better prtner reltionship mngement. Oct 2017 Sept 2019 Solutions for Americ s Globl Prtners 18

21 MEETING CUSTOMER EXPECTATIONS 4. Aligning Activities nd Resource Alloction to Broder Strtegic Priorities Gol: Prioritize the chievement of United Stes Government strtegic gols in executing DSCAmnged ctivities, progrms, nd resource lloction. End Stte: DSCA leds the Security Coopertion community in synchronizing the resourcing, mngement, nd execution of its progrms in order to effectively prioritize the chievement of specified strtegic outcomes. Objective 4.1: Improve internl DSCA informtion shring, communiction, nd synchroniztion of efforts to enble employees to think strtegiclly cross the spectrum of Security Coopertion ctivities. Dtes/Sttus Trnsition DSCA to mtrixed orgniztion nd estblish Integrted Regionl Tems. Implemented. See ppendix for detils. b c Use DSCA-wide enggement clendr. Modernize DSCA s infrstructure to fcilitte incresed communiction nd synchroniztion cross functions, nd to enble mobile workforce with reduced physicl footprint. Implemented. See ppendix for detils. Oct 2014 Sept 2017 Objective 4.2: Inform resource lloction nd the plnning nd execution of DSCA-mnged progrms by structured nlysis tht derives priorities from ntionl, regionl, nd DOD strtegic guidnce. Dtes/Sttus Develop mechnisms to understnd stkeholder concerns. Consolidted with inititive b c Mnge bilterl enggement strtegies. Use regionl rodmps to chieve end sttes nd mitigte the effects of likely constrints nd chllenges. Implemented. See ppendix for detils. Consolidted with inititive 4.3.b. Solutions for Americ s Globl Prtners 19

22 Objective 4.3: Fcilitte intergency collbortion with nd externl understnding of the Security Coopertion community to improve DSCA involvement in intr-gency Phse 0 plnning nd enble synchroniztion mong Security Coopertion progrms. Aligns with FMS improvement inititive Personnel Development Assignments which ims to enhnce intergency collbortion nd enggement through reciprocl exchnges (e.g., comprble to existing progrm between DSCA nd the Office of Regionl Security nd Arms Trnsfer under the Deprtment of Stte, Bureu of Politicl-Militry Affirs) for personnel development nd knowledge-shring. b c Develop strtegies for improving stkeholder understnding of DSCA. Coordinte with stkeholders nd identify plns, objectives, nd milestones to conduct recurring regionl progrm reviews in order to synchronize ctivities, crete synergy in response to USG inititives, nd develop Security Coopertion solutions. Proctively provide policy guidnce. Dtes/Sttus Implemented. See ppendix for detils. Oct 2014 Sept 2017 Updted with continued monitoring. Solutions for Americ s Globl Prtners 20

23 5. Enbling More Responsive Industry Prticiption in Security Coopertion Gol: Sustin whole-of-government effort to fcilitte more responsive industry prticiption in Security Coopertion. End Stte: The Security Coopertion community prtners with industry to ctively pply innovtive pproches to fulfilling interntionl cpbility requirements. Objective 5.1: Conduct structured nlyses tht inform USG decision mking on supporting industry s prticiption in Security Coopertion efforts. Dtes/Sttus Annully publish incresingly ccurte FMS Forecsts nd Jvits Reports tht project FMS ctivities nd support effective plnning nd budgeting for Security Coopertion. Implemented. See ppendix for detils. b c d Develop technology rodmps tht compre key spects of the export rediness of U.S. systems or technology solutions to prtners cpbility requirements in order to support forecsted competitions nd procurements. Implement, where pproprite, strtegic frmework tht supports USG efforts to help define prtner requests. Identify nd promote technology relese decisions tht support Security Coopertion priorities. Oct 2014 Sept 2020 Consolidted with inititives 4.3.b. nd 5.1.b. Implemented. See ppendix for detils. Objective 5.2: Fcilitte industry enggements tht provide nd cpitlize on Security Coopertion opportunities. Dtes/Sttus Ensure tht Security Coopertion objectives re prioritized ppropritely t trde shows. Implemented. See ppendix for detils. b c Implement methodology for plnning industry enggements tht help chieve technology rodmps. Promote DOD methodology to implement pproved dvoccy plns. Consolidted with 5.1.b. Implemented. See ppendix for detils. Solutions for Americ s Globl Prtners 21

24 6. Remining Provider of Choice for Our Interntionl Customers Gol: Use the FMS process nd supporting ctivities to fcilitte the building nd mintennce of interntionl reltionships by meeting customer expecttions nd mking FMS competitive in diverse interntionl environment. End Stte: Prospective interntionl customers view the United Sttes s provider of choice becuse of positive nd repetble experiences with the FMS process. Objective 6.1: Optimize the use of customer funds cross the community. Dtes/Sttus Encourge trnsprency by identifying key officils in the United Sttes nd prtner ntions. Ongoing b Assess stndrd level of service implementtion nd evlute potentil lterntives. Oct 2014 Oct 2016 (See FY16 Accomplishments for detils.) c Evlute the use of tiered dministrtive surchrge. Consolidted with 6.1.b. d Conduct mjor review of ech surchrge nd evlute ssessment nd collection methodologies. Oct 2014 Sept 2017 Aligns with FMS improvement inititive L2.4 Reduction of Contrct Administrtive Surchrge, Elimintion of Attrition Surchrge which will help the United Sttes remin the provider of choice through the reduction of costs to Prtner Ntions. e Review processes tht use FMS customer funds including Stnd-By Letter of Credit Progrm, termintion libility, cse closure, pyment schedules, nd trining pricing to Oct 2017 Sept 2018 Solutions for Americ s Globl Prtners 22

25 eliminte inefficiencies nd the unnecessry retention of customer funds. Objective 6.2: Adpt the FMS process to chnging business prctices nd purchser requirements with innovtive business models nd more ccommodting business rules. Dtes/Sttus Propose chnges to permit FMS purchsers to llow U.S. contrctors specified in vlid commercil export uthoriztion to hve temporry possession of, or ccess to, defense rticles procured vi FMS without seprte retrnsfer uthoriztion to perform integrtion, repir, refurbishment, or upgrde. Continuing to review fesibility, consider potentil mechnics, nd ssess return on investment. b c d Develop strtegies to support defense equipment/trining shring inititives. Reform the mngement of Supply Discrepncy Reports to improve responsiveness to the customer while mking the review process less lbor-intensive for USG implementing gencies. Explore nd develop options for using LOAs to support leses of defense rticles or lese-like rrngements. Implemented. See ppendix for detils. Implemented. See ppendix for detils. Oct 2015 Mr 2017 Objective 6.3: Increse confidence in FMS s procurement option for prtner ntions by providing greter nd more structured customer visibility nd prticiption during the Pre-Letter of Request (Pre-LOR) nd cse development phses nd during FMS contrcting. Dtes/Sttus Execute one test cse with ech MILDEP for new model of customer involvement in the Pre-LOR, cse development, nd contrcting processes of the FMS system. Oct 2014 Jun 2017 b c Coordinte nd publish pproprite policy chnges, informed by ssessments of the test cses, for estblishing DSCA policy on incresed FMS customer visibility nd prticiption in the FMS process. Conduct nnul ssessments of effectiveness nd ffordbility of DSCA policy on incresed FMS customer visibility nd prticiption in the FMS process for ech of the first two yers of implementtion. Consolidted with Consolidted with Solutions for Americ s Globl Prtners 23

26 Objective 6.4: Identify nd communicte relistic trnsporttion options nd costs before nd during cse development to improve trnsprency nd responsiveness while ensuring tht trnsporttion is resourced t sustinble levels. Dtes/Sttus Develop criteri nd execute test cses for dvnce trnsporttion plnning, culminting in the publiction of trnsporttion plnning decision tree in the Security Assistnce Mngement Mnul (SAMM). Oct 2014 Dec 2016 Aligns with the FMS improvement inititive L5.6. Integrting Logistics into Security Coopertion in logistics cpbilities cn be point of filure in DOD's Security Coopertion efforts. b c Coordinte nd formlize processes cross the community to identify nd consider trnsporttion options before nd during cse development while ensuring tht trnsporttion chrges re sustinble. Develop method for mesuring the effectiveness of dvnced trnsporttion plnning, nd conduct regulr ssessments. Oct 2015 Sept 2018 Oct 2016 Sept 2017 Solutions for Americ s Globl Prtners 24

27 ENSURING EFFECTIVENESS AND EFFICIENCY 7. Applying Resources to Incentivize Community Performnce, Innovtion, nd Responsiveness Gol: Allocte DSCA-controlled resources consistently nd equitbly while incentivizing innovtion nd responsiveness. End Stte: A responsive Security Coopertion community is effectively resourced to mnge nd execute its progrms while continully seeking to innovte nd improve performnce. Objective 7.1: Define the cost components of the FMS Administrtive Surchrge funds budget nd formulte strtegies tht mximize community responsiveness. Aligns with FMS improvement inititive L5.3. Cost nd Schedule Estimtes, which ims to improve by providing more robust pricing nd delivery schedule estimtes for both Price nd Avilbilities nd LOAs. b c d Align FMS Administrtive budget with corporte worklod mesures. Assess, from resource mngement perspective, the cost of Pre-LOR ctivities nd define the portions of these ctivities tht re funded ppropritely by the FMS Administrtive Surchrge. Assess pproprite funding sources for continued support of nonstndrd progrm offices. Mximize effective nd efficient overses opertions by issuing revised policies nd procedures. Dtes/Sttus Implemented. See ppendix for detils. Oct 2014 Sept 2016 Consolidted with 6.1.b. Oct 2015 Nov 2016 Objective 7.2: Trnsition to new resource prdigm tht incentivizes performnce nd innovtion. Dtes/Sttus Achieve full Finncil Improvement nd Audit Rediness (FIAR) complince for ll DOD-mnged funds. Oct 2014 Sept 2017 b Estblish more ccurte nd trnsprent trnsporttion cost methodologies to ensure tht trnsporttion is chrged nd billed equitbly. Oct 2015 Mr 2017 Solutions for Americ s Globl Prtners 25

28 c Achieve full FIAR complince for the FMS Trust Fund nd other Security Coopertion funds. Dec 2016 Sept Optimizing the Mngement nd Execution of DSCA Progrms Gol: Ensure tht DSCA leds in optimizing the mngement nd execution of its progrms. End Stte: The Security Coopertion community, in consulttion with relevnt customers, continuously improves nd optimizes dynmic nd innovtive processes with pproprite trdeoffs between qulity, speed, cost, nd trnsprency. Objective 8.1: Mintin work qulity while more efficiently nd quickly processing LORs nd LOAs. Aligns with FMS improvement inititive L1.2. Prtner Signing of LOA, which ims to improve timely cceptnce nd implementtion of LOA documents, resulting in fster deliveries nd mitigting potentil sources of cost increses. b c Reduce the verge number of dys from LOR receipt to LOA/Amendment Offer. Updte coordintion mtrix to fcilitte quick review of LOAs. Updte cse writing/review roles nd responsibilities for the Cse Writing Division nd Implementing Agencies to chieve sustinble worklod distribution model tht Dtes/Sttus Implemented. See ppendix for detils. Implemented. See ppendix for detils. Oct 2014 Sept 2017 Solutions for Americ s Globl Prtners 26

29 d e ensures the pproprite level of review nd the efficient use of resources. Reduce the coordintion requirements for Nonrecurring Cost (NC) wivers. Review qulity ssurnce nd coordintion requirements. Implemented. See ppendix for detils. Implemented. See ppendix for detils. Objective 8.2: Increse efficiency nd responsiveness in cse execution by codifying the responsibilities of Cse Mngers nd estblishing community-wide milestones. Dtes/Sttus Rewrite the Cse Mngers responsibilities in the SAMM, C2.T1., mking them clerer nd more specific so tht Cse Mngers cn be more productive. Implemented. See ppendix for detils. b c Estblish clerer trining nd certifiction for ll Cse Mngers. Stndrdize milestones; updte the definition of the FMS Mster Pln in the SAMM. Consolidted within objectives 2.2., 2.3., nd 2.4. Implemented. See ppendix for detils. Solutions for Americ s Globl Prtners 27

30 APPENDIX: IMPLEMENTED INITIATIVES 1. Clibrting DSCA s Roles nd Responsibilities Conduct n internl review of existing DOD nd Security Coopertion community directives nd recommend necessry mendments to eliminte mbiguities, inefficiencies, mislignments, nd gps tht inhibit the effective nd efficient execution of DSCA-mnged progrms. Impct: Collborted with process nd policy stkeholders to mend directives nd key documents to eliminte mbiguity, inefficiencies, mislignments, nd gps. 1.1.c. 1.1.d. Engge Security Coopertion stkeholders to clrify roles nd responsibilities relted to progrm oversight, mngement, nd the generl execution of Security Coopertion ctivities. Impct: Incresed collbortion with Security Coopertion stkeholders nd improved process for djudicting requests. Review nd updte, s required, progrm-specific informtion ppers, execution guidnce, nd trining mterils. Impct: Updted DISCS curriculum, SAMM, nd DOD guidnce to reflect the ltest informtion, nd will continue to updte functionl nd informtionl mterils s needed. 2. Achieving Strtegic Alignment of Humn Cpitl Structure DSCA s orgniztion nd mtch its workforce to support the mission in sfe, effective, nd efficient mnner. Impct: Conducted review nd religned the DSCA Hedqurters structure s prt of the Office of the Secretry of Defense Delyering. 3. Enhncing Knowledge Mngement 3.1.b. Implement detiled pln for DSCA's migrtion to the G-TSCMIS nd for DSCA to help the community effectively use G-TSCMIS s the uthorittive dt system of the Security Coopertion community. Impct: Provided n integrted view through G-TSCMIS of ll completed, plnned, nd ongoing Security Coopertion ctivities for DSCA. Will continue to work diligently towrds G-TSCMIS s finl relese through FMS Improvement inititive L2.6 by both entering pproprite events nd exporting dt from DSCA-owned uthorittive dt systems nd working with stkeholders to expnd system usge. Solutions for Americ s Globl Prtners 28

31 4. Aligning Activities nd Resource Alloction to Broder Strtegic Priorities Trnsition DSCA to mtrixed orgniztion nd estblish Integrted Regionl Tems tht prioritize nd synchronize DSCA-mnged ctivities while blncing USG objectives with prtner ntion expecttions. Impct: Enbled workforce to better serve the full spectrum of cpbilities by incresed knowledge shring nd wreness. 4.1.b. 4.2.b Use DSCA-wide enggement clendr for trcking significnt events, milestones, nd recurring ctivities to improve the timeliness nd qulity of plnning processes nd products. Impct: Fostered more synchronized nd efficient long-rnge work environment. Mnge long- nd short-term bilterl enggement strtegies tht inform the use of DSCA resources so tht DSCA ctivities better lign with USG strtegic guidnce. Impct: Director, DSCA trvel supports DOD's ntionl security priorities nd conserves FMS Administrtive resources by engging with his counterprt t the pproprite time nd to chieve prescribed desirble results. Develop strtegies for improving stkeholder understnding of DSCA s tools nd for positioning DSCA to better support Security Coopertion-relted ctivities. Impct: Director, DSCA nd DSCA ledership built greter understnding of DSCA s tools, including DISCS, through bilterl enggement. Solutions for Americ s Globl Prtners 29

32 5. Enbling More Responsive Industry Prticiption in Security Coopertion Annully publish incresingly ccurte FMS Forecsts nd Jvits Reports tht project FMS ctivities nd support effective plnning nd budgeting for Security Coopertion. Impct: Lunched the DSCA, MILDEPs, nd CCMD FY17-18 forecst, with the initil drft of Jvits expected to be sent to the Deprtment of Stte in the middle of October ech yer, ultimtely better enbling USG to prepre for FMS ctivities in upcoming yers. 5.1.d c. Identify nd promote technology relese decisions tht support Security Coopertion priorities. Impct: Updted the SAMM with dditionl guidnce to promote erly/dvnced technology relese decisions tht went into effect in September Led DOD support to trdeshows to ensure tht Security Coopertion objectives re ppropritely prioritized. Impct: Promoted consistent messging by the USG, which led to better understnding of Security Coopertion gols. Promote DOD methodology to implement pproved dvoccy plns. Impct: Creted consistent dvoccy messging in line with coordinted USG gols leding to expnded senior leder dvoccy in vrious interntionl meetings nd for. 6. Remining Provider of Choice for Our Interntionl Customers 6.2.b. Develop strtegies to support defense equipment/trining shring inititives. Solutions for Americ s Globl Prtners 30

33 Impct: Implemented the first FMS cse under the Led Ntion Procurement inititive. A more complex cse for procurement of precision-guided munitions by eight ntions through the NATO Support nd Procurement Agency is dvncing towrd offer. 6.2.c. Reform the mngement of Supply Discrepncy Reports to improve responsiveness to the customer while mking the review process less lbor-intensive for USG implementing gencies. Impct: Evluted with the United Sttes nd prtner stkeholders the mngement of Supply Discrepncy Reports nd mutully determined the current policy nd processes best met the needs of the customer nd USG. 7. Applying Resources to Incentivize Community Performnce, Innovtion, nd Responsiveness Estblish corporte worklod mesures to inform the lloction of the FMS Administrtive budget. Impct: Annul budget/progrm Objective Memorndum process is more relint on empiricl dt nd worklod mesures to estblish nnul funding lloctions, which significntly reduces the dministrtive effort in formulting nd djudicting budget requests. 8. Optimizing the Mngement nd Execution of DSCA Progrms Implement the June 2015 guidnce to reduce the verge number of dys from LOR receipt to LOA/Amendment Offer below FY13 levels, report qurterly on ctul performnce, develop recommendtions for improving performnce, nd execute those recommendtions. Impct: Improved collbortion nd dt shring between DSCA nd the MILDEPs, which enbled greement on new LOA processing timelines nd llowed for frequent reviews of metrics, resulting in shring of lessons-lerned between MILDEPs. New functionlity ws progrmmed into DSAMS to identify potentil cndidtes for process improvement efforts. 8.1.b. Annully updte coordintion mtrix tht minimizes the number of DSCA Hedqurters reviews required nd fcilittes DSCA s quick review of LOAs. Impct: The coordintion mtrix improves LOA qulity s errors re reduced. The coordintion mtrix ensures the correct functionl entities with equities re reviewing the LOAs, while reducing the overll number of reviews. The mtrix provides feedbck to ech functionl entity reviewing LOAs on how they re performing ginst stted gols nd whether ny djustment or support is needed by functionl entity to meet the gol. Solutions for Americ s Globl Prtners 31

34 8.1.d. 8.1.e c. Work with the Office of the Office of Under Secretry of Defense (Comptroller) nd the Office of the Under Secretry of Defense (Acquisition, Technology nd Logistics (OUSD AT&L)) to reduce or eliminte the coordintion requirements for NC wivers beyond DSCA. Impct: Reduced verge coordintion time with OUSD (AT&L) from four to two dys nd stremlined coordintion with DSCA Office of the Generl Counsel nd the Office of the Under Secretry of Defense (Policy) vi implementtion of digitl coordintion with CAC signtures. Review qulity ssurnce nd coordintion requirements nd develop recommendtions for future procedures using results from 8.1. nd b. Impct: Processed LORs nd LOAs more quickly while mintining high degree of qulity nd consistency. Rewrite the Cse Mngers responsibilities in the SAMM, C2.T1., mking them clerer nd more specific so tht Cse Mngers cn be more productive. Impct: New guidnce improved the productivity of Cse Mngers by providing cler nd specific guidnce to ensure cse execution is mnged more effectively, more trnsprently, nd on time. Stndrdize key milestones in the execution of FMS projects nd mke them more visible to the Security Coopertion community; updte the definition of the FMS Mster Pln in the SAMM. Impct: Stndrdized the milestones nd defined the Mster Pln. Reduced the number of Cse Mnger responsibilities nd dded new responsibility for ensuring contrcting milestones re met, requiring the issunce of mster pln with key progrm milestones. Solutions for Americ s Globl Prtners 32

35 APPENDIX: FMS IMPROVEMENT INITIATIVES The Security Coopertion enterprise hs developed nd begun to implement number of inititives to mke Security Coopertion progrms, prticulrly FMS, more responsive nd effective in dynmic environment of growing demnd. Our prtners rely upon the qulity, timeliness, nd effectiveness of our progrms in order to implement their ntionl defense strtegies, reflecting our shred interntionl nd defense interests. The inititives, summrized below, include: working with our foreign prtners nd industry to define requirements nd lign priorities better (nd erlier); ensuring closer coordintion with the procurement community to improve cquisition timelines; identifying wys to updte, enhnce, nd restructure our workforce trining bsed on refinements to the FMS processes; nd resourcing the workforce properly both to meet current FMS requirements nd to mnge future needs effectively. The inititives re sperheded by different stkeholders within the DOD, s well s the intergency, in prticulr the Deprtment of Stte. Like the efforts, we cn report importnt successes. For exmple, bsed on close coopertion mong DSCA, the MILDEPs, nd our CCMD collegues, we hve significntly revmped our forecst process to better enble the USG to prepre for FMS ctivities in upcoming yers (see Solutions for Americ s Globl Prtners 33

36 relted V2020 inititive 5.1..). In ddition, together with the Deprtment of Stte, we hve instituted new bord structure/review process to support execution of the Specil Defense Acquisition Fund uthority to increse our responsiveness to prtner ntions needs by reducing cquisition timelines. Collectively, the efforts, long with DSCA s Vision 2020 inititives, represent robust effort cross the intergency to enble the United Sttes to remin the provider of choice for our foreign prtners. Some inititives, defined s Phse 0, impct the entire process, while other inititives trget specific points in the FMS process; these re orgnized by the lne ech trgets in the FMS process chrt (see bove for the process chrt). Phse 0: Shping Activities P0.1. Refine DSCA FMS Sles Forecsting FMS nd Description Provide n ccurte forecst of Security Coopertion ctivity to better pln for resource requirements cross multiple lnes of FMS ctivities. Linkge to Ongoing Vision P0.2. Security Coopertion Workforce Creer Development Ensure the Security Coopertion workforce hs the right mix of skills nd experience to fully execute current Security Coopertion missions nd the flexibility to ddress future requirements. s Under Gol 2. P0.3. DISCS Strtegic Review Enble Security Coopertion workforce the bility to effectively develop innovtive Security Coopertion solutions through DISCS trining. s Under Gol 2. P0.4. Personnel Development Assignments Enhnce intergency collbortion nd enggement through reciprocl personnel exchnges (e.g., comprble to existing progrm between DSCA nd Deprtment of Stte PM/RSAT) for personnel development nd knowledge-shring. Objective 4.3. P0.5. Mnpower Cut Exemptions Protect Implementing Agency personnel who support FMS from cross-the-bord personnel reductions, in prticulr: Security Coopertion Office (SCO) positions MILDEP positions trgeted for reduction 4.3.b. P0.6. Alignment with Strtegic Guidnce Ensure militry service support for FMS nd Security Coopertion is ligned with DOD guidnce nd CCMD plns. Solutions for Americ s Globl Prtners 34

37 P0.7. Security Coopertion Enterprise Group Promote effective communiction nd coordintion cross the Security Coopertion enterprise to ensure priorities nd resources re ligned. P0.8. SCO Stffing Alloction SCO stffing levels currently bsed on regionl CCMD llotments vice strtegy driven process. P0.9. Priority FMS Cse Performnce Reviews Use the CCMD Priority meeting to ddress not only immedite issues with cses, but systemic ones. 5.2.b. P0.10. Industry Enggement Synchronize enggement between USG nd industry with regrd to FMS processes nd priorities. 5.2.c. P0.11. Defense Advoccy Discern effective opportunities for defense dvoccy on consistent bsis cross the intergency nd identify cses where dditionl USG support is wrrnted nd leverges U.S. industry. P0.12. Synchronized Prticiption in Trde Shows Coordinte Security Coopertion enterprise prticiption in interntionl nd domestic trde shows nd stndrdize messging regrding USG progrms nd priorities P0.13. Consolidte Authorities nd Improve Execution Lnguge Stremline plnning nd effective execution of Security Coopertion progrms through consolidted Security Coopertion uthorities. Lne 1: Prtner Ntion Actions L1.1. L1.2. Foreign Customer Guide (1) Prtner Signing of LOA (1c) FMS nd Description Updte the Foreign Customer Guide to provide comprehensive guidnce on requirements definition, including totl cpbility pproch, to stremline LOR responses. Stremline timely cceptnce nd implementtion of LOAs to prevent delivery delys nd cost increses. Linkge to Ongoing Vision 2020 Objective 8.1. Solutions for Americ s Globl Prtners 35

38 Lne 2: FMS Cse Lifecycle L2.0. Vision 2020 Implementtion (2 g) FMS nd Description Ensure FMS processes nd supporting ctivities mnged by DSCA to fcilitte the building nd mintining of interntionl reltionships in support of foreign policy nd ntionl security gols nd objectives. Linkge to Ongoing Vision 2020 Connected cross All Gols nd Objectives L2.1. Trnsprency into FMS for Prtner Ntions (2 g) Mnge nd meet prtner ntion expecttions by providing greter trnsprency into FMS. L2.2. DSCA Relignment (2 g) Ensure FMS fcilittes the building nd mintining of interntionl reltionships through: Timely nd effective processes Incresed trnsprency for Prtner Ntion Continued qulity of service L2.3. Security Coopertion Enterprise Solution (SCES) (2d-g) Develop tri-service FMS Cse Execution System with ccess to dt for multiple stkeholders within the United Sttes Government s well s Prtner Ntions. L2.4. Reduction of Contrct Administrtion Surchrge (2-g) Remin the provider of choice through the reduction of cost to Prtner Ntions. L2.5. Multiple Ntion Procurement (2-g) Enble sles to multiple prtners on single LOA to meet Europen Smrt Defence s. 6.2.b. L2.6. G-TSCMIS (2-g) Develop comprehensive picture of whole-ofgovernment Security Coopertion ctivities. 3.1.b. L2.7. Cse Development Extenuting Fctor Trcking (2-b) Identify cse development extenuting fctors nd use dt to develop specific pproches to remedy s well s to identify trends for potentil process improvements. L2.8. DSCA Hedqurters Trining (2-g) Develop nd mintin expertise of DSCA Security Coopertion stff in rpidly chnging Gol 2. Solutions for Americ s Globl Prtners 36

39 environment per the Security Coopertion Workforce Creer Development Progrm. L2.9. DSCA Country Portfolio Director Development (2-g) Identify nd implement portfolio trining to enhnce DSCA Country Portfolio Director development. Gol 2. L2.10. DSCA Action Officer Portfolio Focus (2-g) Stndrdize tools/procedures to focus DSCA ction officers on country nd regionl portfolios. Lne 3: Technology Trnsfer L3.1. L3.2. L3.3. L3.4. Design of Systems for Export (3) Review nd Stremline Processes (3-b) Stffing (3b) Export Control Reform (3b) FMS nd Description Lne 4: Foreign Policy Review nd Oversight L4.1. Fcilitting Deprtment of Stte Review, Processing, nd Approvl (4b) Strengthen DoD cquisition rules for ddressing exportbility erly in the development phse by creting mndtory exportbility requirements for ll future progrms. Coordinte the timeliness of complex technology relese processes to fcilitte relese decisions. Protect Opertions & Mngement funded personnel t Defense Technology Security Administrtion nd Implementing Agencies who conduct technology trnsfer nd foreign disclosure nd export license reviews cross the enterprise. Consistent with the Presidentil Directive, better protect the most sensitive defense technologies, while reducing unnecessry restrictions on exports of less sensitive items. FMS nd Description Improve enggement nd informtion flow to fcilitte efficient Deprtment of Stte review, processing, nd pprovl of FMS-relted trnsctions. Linkge to Ongoing Vision 2020 Linkge to Ongoing Vision 2020 Solutions for Americ s Globl Prtners 37

40 Lne 5: Acquisition L5.1. L5.2. L5.3. L5.4. L5.5. L5.6. Acquisition Workforce Trining on FMS (5-e) Specil Defense Acquisition Fund (5b-e) Cost nd Schedule Estimtes (5b) Risk Trnsprency (5b) Contrcting for FMS (5d) Integrting Logistics into Security Coopertion (5e-g) FMS nd Description Ensure cquisition workforce understnds unique progrm mngement, development, test, nd fielding chllenges ssocited with FMS nd plns ccordingly. Increse responsiveness by procuring select defense rticles nd services in nticiption of their future trnsfer to Prtner Ntions. Improve cost nd schedule estimtes. Increse responsiveness through the identifiction of sles tht involve new development, integrtion or re non-progrm of record nd thus my be t incresed risk of cost/schedule overruns. Improve cquisition contrcting timelines. Improve Security Coopertion effectiveness nd efficiency by ensuring tht DOD hs the tools nd uthorities to help prtner countries build their defense logistics cpcity (e.g., FMS Distribution Services ). Linkge to Ongoing Vision 2020 Objective c. Solutions for Americ s Globl Prtners 38

41 APPENDIX: ACRONYMS AECA Arms Export Control Act CCMD Combtnt Commnd CDEF Cse Development Extenuting Fctor DOD Deprtment of Defense DISCS Defense Institute of Security Coopertion Studies DSAMS Defense Security Assistnce Mngement System DSCA Defense Security Coopertion Agency FAA Foreign Assistnce Act FIAR Finncil Improvement nd Audit Rediness FMS Foreign Militry Sles G-TSCMIS Globl Theter Security Coopertion Mngement Informtion System IT&M Informtion Technology & Mngement LOA Letter of Offer nd Acceptnce LOR Letter of Request MILDEP Militry Deprtment NATO North Atlntic Trety Orgniztion NC Nonrecurring Cost OSD Office of the Secretry of Defense SAMM Security Assistnce Mngement Mnul SCES Security Coopertion Enterprise Solution SCO Security Coopertion Office USG United Sttes Government Solutions for Americ s Globl Prtners 39

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