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Appendix: FMS Improvement Initiatives

The Security Cooperation enterprise has developed and begun to implement a number of initiatives to make Security Cooperation programs, particularly FMS, more responsive and effective in a dynamic environment of growing demand. Our partners rely upon the quality, timeliness, and effectiveness of our programs in order to implement their national defense strategies, reflecting our shared international and defense interests.

FMS Process

The initiatives, summarized below, include: working with our foreign partners and industry to define requirements and align priorities better (and earlier); ensuring closer coordination with the procurement community to improve acquisition timelines; identifying ways to update, enhance, and restructure our workforce training based on refinements to the FMS processes; and resourcing the workforce properly both to meet current FMS requirements and to manage future needs effectively. The initiatives are spearheaded by different stakeholders within the DOD, as well as the interagency, in particular the Department of State.

Like the DSCA Vision 2020 efforts, we can report important successes. For example, based on close cooperation among DSCA, the MILDEPs, and our CCMD colleagues, we have significantly revamped our forecast process to better enable the USG to prepare for FMS activities in upcoming years (see related V2020 initiative 5.1.a.). In addition, together with the Department of State, we have instituted a new board structure/review process to support execution of the Special Defense Acquisition Fund authority to increase our responsiveness to partner nations’ needs by reducing acquisition timelines.

Collectively, the efforts, along with DSCA’s Vision 2020 initiatives, represent a robust effort across the interagency to enable the United States to remain the provider of choice for our foreign partners.

Some initiatives, defined as Phase 0, impact the entire process, while other initiatives target specific points in the FMS process; these are organized by the lane each targets in the FMS process chart (see above for the process chart).

Phase 0: Shaping Activities

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
P0.1. Refine DSCA FMS Sales Forecasting Provide an accurate forecast of Security Cooperation activity to better plan for resource requirements across multiple lanes of FMS activities. Initiative 5.1.a.
P0.2. Security Cooperation Workforce Career Development Ensure the Security Cooperation workforce has the right mix of skills and experience to fully execute current Security Cooperation missions and the flexibility to address future requirements. Initiatives Under Goal 2
P0.3. DISCS Strategic Review Enable a Security Cooperation workforce the ability to effectively develop innovative Security Cooperation solutions through DISCS training.  
P0.4. Personnel Development Assignments Enhance interagency collaboration and engagement through reciprocal personnel exchanges (e.g., comparable to existing program between DSCA and Department of State PM/RSAT) for personnel development and knowledge-sharing. Objective 4.3.
P0.5. Manpower Cut Exemptions Protect Implementing Agency personnel who support FMS from across-the-board personnel reductions, in particular:
  • Security Cooperation Office (SCO) position
  • MILDEP positions targeted for reduction
P0.6. Alignment with Strategic Guidance Ensure military service support for FMS and Security Cooperation is aligned with DOD guidance and CCMD plans. Initiative 4.3.b.
P0.7. Security Cooperation Enterprise Group (SCEG) Promote effective communication and coordination across the Security Cooperation enterprise to ensure priorities and resources are aligned.  
P0.8. SCO Staffing Allocation SCO staffing levels currently based on regional CCMD allotments vice a strategy driven process.  
P0.9. Priority FMS Case Performance Reviews Use the CCMD Priority meeting to address not only immediate issues with cases, but systemic ones. Initiative 5.2.b.
P0.10. Industry Engagement Synchronize engagement between USG and industry with regard to FMS processes and priorities. Initiative 5.2.c.
P0.11. Defense Advocacy Discern effective opportunities for defense advocacy on a consistent basis across the interagency and identify cases where additional USG support is warranted and leverages U.S. industry.  
P0.12. Synchronized Participation in Trade Shows Coordinate Security Cooperation enterprise participation in international and domestic trade shows and standardize messaging regarding USG programs and priorities. Initiative 5.2.a.
P0.13. Consolidate Authorities and Improve Execution Language Streamline planning and effective execution of Security Cooperation programs through consolidated Security Cooperation authorities.  

Lane 1: Partner Nation Actions

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
L1.1. Foreign Customer Guide
Update the Foreign Customer Guide to provide comprehensive guidance on requirements definition, including total capability approach, to streamline LOR responses.  
L1.2. Partner Signing of LOA
Streamline timely acceptance and implementation of LOAs to prevent delivery delays and cost increases. Objective 8.1.

Lane 2: FMS Case Lifecycle

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
L2.0. Vision 2020 Implementation
(2a – g)
Ensure FMS processes and supporting activities managed by DSCA to facilitate the building and maintaining of international relationships in support of foreign policy and national security goals and objectives. Connected across All Goals and Objectives
L2.1. Transparency into FMS for Partner Nations
(2a – g)
Manage and meet partner nation expectations by providing greater transparency into FMS.  
L2.2. DSCA Realignment
(2a – g)
EEnsure FMS facilitates the building and maintaining of international relationships through:
  • Timely and effective processes
  • Increased transparency for Partner Nation
  • Continued quality of service
L2.3. Security Cooperation Enterprise Solution (SCES)
Develop tri-Service FMS Case Execution System with access to data for multiple stakeholders within the United States Government as well as Partner Nations.  
L2.4. Reduction of Contract Administration Surcharge
Remain the provider of choice through the reduction of cost to Partner Nations.  
L2.5. Multiple Nation Procurement
Enable sales to multiple partners on a single LOA to meet European Smart Defence Initiatives. Initiative 6.2.b.
L2.6. Global Theater Security Cooperation Management Information System (G-TSCMIS)
Develop a comprehensive picture of whole-of-government Security Cooperation activities. Initiative 3.1.b.
L2.7. Case Development Extenuating Factor (CDEF) Tracking
Identify case development extenuating factors and use data to develop specific approaches to remedy as well as to identify trends for potential process improvements.  
L2.8. DSCA HQ Training
Develop and maintain expertise of DSCA Security Cooperation staff in rapidly changing environment per the Security Cooperation Workforce Career Development Program. Goal 2
L2.9. DSCA Country Portfolio Director Development
Identify and implement portfolio training to enhance DSCA Country Portfolio Director development. Goal 2
L2.10. DSCA Action Officer Portfolio Focus
Standardize tools/procedures to focus DSCA action officers on country and regional portfolios.  

Lane 3: Technology Transfer

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
L3.1. Design of Systems for Export
Strengthen DoD acquisition rules for addressing “exportability” early in the development phase by creating mandatory exportability requirements for all future programs.  
L3.2. Review and Streamline Processes
Coordinate the timeliness of complex technology release processes to facilitate release decisions.  
L3.3. Staffing
Protect Operations & Management funded personnel at Defense Technology Security Administration and Implementing Agencies who conduct technology transfer and foreign disclosure and export license reviews across the enterprise.  
L3.4. Export Control Reform
Consistent with the Presidential Directive, better protect the most sensitive defense technologies, while reducing unnecessary restrictions on exports of less sensitive items.  

Lane 4: Foreign Policy Review and Oversight

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
L4.1. Facilitating Department of State Review, Processing, and Approval
Improve engagement and information flow to facilitate efficient Department of State review, processing, and approval of FMS-related transactions.  

Lane 5: Acquisition

FMS Initiative and Description Linkage to Ongoing Vision 2020 Initiative
L5.1. Acquisition Workforce Training on FMS
Ensure acquisition workforce understands unique program management, development, test, and fielding challenges associated with FMS and plans accordingly.  
L5.2. Special Defense Acquisition Fund (SDAF)
Increase responsiveness by procuring select defense articles and services in anticipation of their future transfer to Partner Nations. Objective 7.1.
L5.3. Cost and Schedule Estimates
Improve cost and schedule estimates.  
L5.4. Risk Transparency Initiative
Increase responsiveness through the identification of sales that involve new development, integration or are non-program of record and thus may be at increased risk of cost/schedule overruns. Initiative 7.1.c.
L5.5. Contracting for FMS
Improve acquisition contracting timelines.  
L5.6. Integrating Logistics into Security Cooperation
Improve Security Cooperation effectiveness and efficiency by ensuring that DOD has the tools and authorities to help partner countries build their defense logistics capacity (e.g., FMS Distribution Services Initiative).