4. Aligning Activities and Resource Allocation to Broader Strategic Priorities
Goal: Prioritize the achievement of United Sates Government strategic goals in executing DSCA-managed activities, programs, and resource allocation.
End State: DSCA leads the Security Cooperation community in synchronizing the resourcing, management, and execution of its programs in order to effectively prioritize the achievement of specified strategic outcomes.
Objective 4.1: Improve internal DSCA information sharing, communication, and synchronization of efforts to enable employees to think strategically across the spectrum of Security Cooperation activities.
|a||Transition DSCA to a “matrixed organization” and establish Integrated Regional Teams.||Implemented. See appendix for details.|
|b||Use a DSCA-wide engagement calendar.||Implemented. See appendix for details.|
|c||Modernize DSCA’s infrastructure to facilitate increased communication and synchronization across functions, and to enable a mobile workforce with a reduced physical footprint.||Oct 2014 – Sept 2017|
Objective 4.2: Inform resource allocation and the planning and execution of DSCA-managed programs by structured analysis that derives priorities from national, regional, and DOD strategic guidance.
|a||Develop mechanisms to understand stakeholder concerns.||Consolidated with initiative 4.3.a.|
|b||Manage bilateral engagement strategies.||Implemented. See appendix for details.|
|c||Use regional roadmaps to achieve end states and mitigate the effects of likely constraints and challenges.||Consolidated with initiative 4.3.b.|
Objective 4.3: Facilitate interagency collaboration with and external understanding of the Security Cooperation community to improve DSCA involvement in intra-agency Phase 0 planning and enable synchronization among Security Cooperation programs.
Aligns with FMS improvement initiative “Personnel Development Assignments” which aims to enhance interagency collaboration and engagement through reciprocal exchanges (e.g., comparable to existing program between DSCA and the Office of Regional Security and Arms Transfer under the Department of State, Bureau of Political-Military Affairs) for personnel development and knowledge-sharing.
|a||Develop strategies for improving stakeholder understanding of DSCA.||Implemented. See appendix for details.|
|b||Coordinate with stakeholders and identify plans, objectives, and milestones to conduct recurring regional program reviews in order to synchronize activities, create synergy in response to USG initiatives, and develop Security Cooperation solutions.||Oct 2014 – Sept 2017|
|c||Proactively provide policy guidance.||Updated with continued monitoring.|
5. Enabling More Responsive Industry Participation in Security Cooperation
Goal: Sustain a whole-of-government effort to facilitate more responsive industry participation in Security Cooperation.
End State: The Security Cooperation community partners with industry to actively apply innovative approaches to fulfilling international capability requirements.
Objective 5.1: Conduct structured analyses that inform USG decision making on supporting industry’s participation in Security Cooperation efforts.
|a||Annually publish increasingly accurate FMS Forecasts and “Javits” Reports that project FMS activities and support effective planning and budgeting for Security Cooperation.||Implemented. See appendix for details.|
|b||Develop technology roadmaps that compare key aspects of the export readiness of U.S. systems or technology solutions to partners’ capability requirements in order to support forecasted competitions and procurements.||Oct 2014 – Sept 2020|
|c||Implement, where appropriate, a strategic framework that supports USG efforts to help define partner requests.||Consolidated with initiatives 4.3.b. and 5.1.b.|
|d||Identify and promote technology release decisions that support Security Cooperation priorities.||Implemented. See appendix for details.|
Objective 5.2: Facilitate industry engagements that provide and capitalize on Security Cooperation opportunities.
|a||Ensure that Security Cooperation objectives are prioritized appropriately at trade shows.||Implemented. See appendix for details.|
|b||Implement a methodology for planning industry engagements that help achieve technology roadmaps.||Consolidated with 5.1.b.|
|c||Promote a DOD methodology to implement approved advocacy plans.||Implemented. See appendix for details.|
6. Remaining a Provider of Choice for Our International Customers
Goal: Use the FMS process and supporting activities to facilitate the building and maintenance of international relationships by meeting customer expectations and making FMS competitive in a diverse international environment.
End State: Prospective international customers view the United States as a provider of choice because of positive and repeatable experiences with the FMS process.
Objective 6.1: Optimize the use of customer funds across the community.
|a||Encourage transparency by identifying key officials in the United States and partner nations.||Ongoing|
|b||Assess “standard level of service” implementation and evaluate potential alternatives.||Oct 2014 – Oct 2016 (See FY16 Accomplishments for details.)|
|c||Evaluate the use of a tiered administrative surcharge.||Consolidated with 6.1.b.|
|d||Conduct a major review of each surcharge and evaluate assessment and collection methodologies.||Oct 2014 – Sept 2017|
Aligns with FMS improvement initiative “L2.4 – Reduction of Contract Administrative Surcharge, Elimination of Attrition Surcharge” which will help the United States remain the provider of choice through the reduction of costs to Partner Nations.
|e||Review processes that use FMS customer funds – including Stand-By Letter of Credit Program, termination liability, case closure, payment schedules, and training pricing – to eliminate inefficiencies and the unnecessary retention of customer funds.||Oct 2017 – Sept 2018|
Objective 6.2: Adapt the FMS process to changing business practices and purchaser requirements with innovative business models and more accommodating business rules.
|a||Propose changes to permit FMS purchasers to allow U.S. contractors specified in a valid commercial export authorization to have temporary possession of, or access to, defense articles procured via FMS without a separate retransfer authorization to perform integration, repair, refurbishment, or upgrade.||Continuing to review feasibility, consider potential mechanics, and assess return on investment.|
|b||Develop strategies to support defense equipment/training sharing initiatives.||Implemented. See appendix for details.|
|c||Reform the management of Supply Discrepancy Reports to improve responsiveness to the customer while making the review process less labor-intensive for USG implementing agencies.||Implemented. See appendix for details.|
|d||Explore and develop options for using LOAs to support leases of defense articles or lease-like arrangements.||Oct 2015 – Mar 2017|
Objective 6.3: Increase confidence in FMS as a procurement option for partner nations by providing greater and more structured customer visibility and participation during the Pre-Letter of Request (Pre-LOR) and case development phases and during FMS contracting.
|a||Execute one test case with each MILDEP for a new model of customer involvement in the Pre-LOR, case development, and contracting processes of the FMS system.||Oct 2014 – Jun 2017|
|b||Coordinate and publish appropriate policy changes, informed by assessments of the test cases, for establishing a DSCA policy on increased FMS customer visibility and participation in the FMS process.||Consolidated with 6.3.a.|
|c||Conduct annual assessments of effectiveness and affordability of a DSCA policy on increased FMS customer visibility and participation in the FMS process for each of the first two years of implementation.||Consolidated with 6.3.a.|
Objective 6.4: Identify and communicate realistic transportation options and costs before and during case development to improve transparency and responsiveness while ensuring that transportation is resourced at sustainable levels.
|a||Develop criteria and execute test cases for advance transportation planning, culminating in the publication of a transportation planning decision tree in the Security Assistance Management Manual (SAMM).||Oct 2014 – Dec 2016|
Aligns with the FMS improvement initiative “L5.6. Integrating Logistics into Security Cooperation” in logistics capabilities can be a point of failure in DOD's Security Cooperation efforts.
|b||Coordinate and formalize processes across the community to identify and consider transportation options before and during case development while ensuring that transportation charges are sustainable.||Oct 2015 – Sept 2018|
|c||Develop a method for measuring the effectiveness of advanced transportation planning, and conduct regular assessments.||Oct 2016 – Sept 2017|