1. Calibrating DSCA’s Roles and Responsibilities
Goal: Ensure that DSCA’s official roles and responsibilities support DSCA Vision 2020.
End State: Official issuances clearly codify the level of DSCA responsibility necessary for the efficient and effective execution of DSCA-managed Security Cooperation programs and initiatives.
Objective 1.1: Lead the Security Cooperation community in clarifying and codifying agency roles and responsibilities in order to eliminate ambiguity and redundancy and better align with strategic guidance and existing directives.
|a||Recommend amendments to existing DOD and Security Cooperation community directives.||Implemented. See appendix for details.|
|b||Contribute to the updating of all forms of guidance and Security Cooperation processes required to ensure that DSCA equities are represented in accordance with the agency’s mission.||Oct 2014 – Sept 2017|
|c||Clarify stakeholders’ responsibilities.||Implemented. See appendix for details|
|d||Update program execution guidance and training materials.||Implemented. See appendix for details.|
Objective 1.2: Initiate and participate in a thorough review of the Security Cooperation workforce that calibrates the roles and responsibilities of job categories to simplify business processes and eliminate unnecessary redundancy.
|a||Lead a community-wide inventory of core Security Cooperation positions and recommend amendments to roles and responsibilities necessary to eliminate ambiguities, inefficiencies, misalignments, and gaps.||Oct 2014 – Sept 2017|
|b||Review and update, as required, position descriptions, program-specific information papers, execution guidance, and training materials to reflect new roles and responsibilities.||June 2016 – Sept 2018|
2. Achieving Strategic Alignment and Optimization of the Professional Development of the Security Cooperation Workforce
Over the past year, DSCA has advanced several human capital initiatives outlined within Objective 2, “Achieving Strategic Alignment of Human Capital,” impacting DSCA Headquarters and the greater Security Cooperation workforce. We have determined that DSCA Headquarters-focused initiatives should be moved to a separate DSCA Human Capital Strategic Plan. This Human Capital Strategic Plan will not only encompass the initial objectives included in the previous version of Vision 2020, focused on the headquarters, but will also cover: (1) DSCA’s strategic direction as it relates to human capital initiatives; (2) DSCA customer/stakeholder human capital management outcomes/goals; and (3) an implementation plan that will express strategies for accomplishing the goals set for DSCA. This new DSCA Human Capital Strategy will be completed within the year and published separately from Vision 2020.
The new objective, Achieving Strategic Alignment and Optimization of the Professional Development of the Security Cooperation workforce, will focus on DSCA's broad effort to optimize the professional development of the Security Cooperation workforce. The Security Cooperation Workforce Development Program outlined in the Senate Armed Services Committee's draft FY17 National Defense Authorization Act informs DSCA's efforts. The effort encompasses a number of initiatives aimed to improve training, education, and professional development across the workforce. The initiatives target how DSCA provides training and education through the Defense Institute of Security Cooperation Studies (DISCS) to include: training provided to different Security Cooperation positions and career paths; the level of training/education that should be provided; and the appropriate time to provide the identified training/education. We will work in close cooperation with Security Cooperation community leadership to implement this program.
Goal: Effectively develop and implement a Security Cooperation workforce training, education, and professional development certification program.
End State: An identifiable, agile and high-performing Security Cooperation workforce with the knowledge, skills, and experience to meet current and future challenges.
Aligns with FMS improvement initiative "P0.2 - Security Cooperation Workforce Development" which aims to 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.
Objective 2.1: Scope the Security Cooperation workforce.
|a||Structure DSCA’s organization and match its workforce to support the mission in a safe, effective, and efficient manner.||Implemented. See appendix for details.|
|b||Identify Security Cooperation positions that should be considered for inclusion in a workforce development program.||Ongoing|
|c||Develop a way to track those positions using existing manpower, personnel and training databases.||Ongoing|
|d||Understand how the Security Cooperation workforce is clustered into fields and position categories, and where there is overlap with the defense acquisition workforce.||Ongoing|
Objective 2.2: Analyze Security Cooperation workforce positions.
|a||Identify the competencies, skills, and experience required for each position in the Security Cooperation workforce.||Ongoing|
|b||Designate Security Cooperation positions with the highest strategic importance and most demanding responsibilities as key Security Cooperation positions.||Ongoing|
|c||Develop a way to identify key Security Cooperation positions, as well as the competencies, skills and experience requirements for all Security Cooperation positions, in existing manpower, personnel, and training databases.||Ongoing|
|d||Develop a mechanism to identify training and certification requirements and a means to track workforce skills and certification.||Ongoing|
Objective 2.3: Develop a Security Cooperation workforce certification program.
|a||Identify training, education, and experiential opportunities that help to develop the competencies, skills, and experience required by the Security Cooperation workforce to meet current and future opportunities. Explore options for developing opportunities to address any Security Cooperation workforce capability gaps.||Ongoing|
|b||Develop incentive structures that encourage and maximize participation in the certification program.||Ongoing|
|c||Prepare a strategic communications strategy, as appropriate, to ensure the Security Cooperation workforce is aware of and understands the certification program.||Ongoing|
|d||Track participation in the certification program via existing manpower, personnel and training databases.||Ongoing|
Objective 2.4: Manage workforce development.
|a||Establish a DSCA office to manage the workforce certification program and identify counterpart points of contact throughout the Security Cooperation community.||Ongoing|
|a||Refocus and expand the geographic presence of DISCS (formerly DISAM) to better support training and education of the Security Cooperation workforce.||Ongoing|
|a||Strengthen the access and influence of the DSCA/ DISCS through increased cooperation with Defense Acquisition University and other DOD Security Cooperation and education institutions.||Ongoing|
3. Enabling the DSCA Mission with an Authoritative, Secure Information Technology (IT) Mission Systems Portfolio
Goal: Enable the execution of DSCA’s Security Cooperation mission by aligning agency requirements to IT services and capabilities that provide authoritative and dynamic information for decision-making.
End State: A Security Cooperation community with streamlined mission systems and information sharing practices that provide a near real-time view of community activities, facilitates organizational learning, enables strategic decision-making, and allocates IT resources to support DSCA’s mission.
Objective 3.1: Fully understand, manage and execute Information Management and Technology (IM&T) agency requirements in order to support the community.
|a||Document and evaluate case management processes and develop a concept of operations.||Oct 2016 – Sept 2018|
|b||Implement a detailed plan for DSCA’s migration to the Global Theater Security Cooperation Management Information System (G-TSCMIS) and for DSCA to help the community effectively use G-TSCMIS as the authoritative data system of the Security Cooperation community.||Implemented. See appendix for details.|
|c||Charter and establish governance boards to capture the Security Cooperation community requirements.||Oct 2016 – Sept 2018|
Aligns with FMS improvement initiative “Security Cooperation Enterprise Solution (SCES)” which aims to develop a tri-Service FMS Case Execution System with access to data for multiple stakeholders within the United States Government as well as Partner Nations.
|d||Establish a team within IM&T with responsibility for Security Cooperation community management, portfolio management, and agency architecture framework.||Oct 2016 – Sept 2017|
|e||Work with the Security Cooperation community to ensure that the Security Cooperation Enterprise Solution (SCES) includes adequate functionality for standardized case execution business process.||Ongoing|
Aligns with FMS improvement initiative "L2.3 - Security Cooperation Enterprise Solution" which aims to develop a tri-Service FMS Case Execution System with access to data for multiple stakeholders within the United States Government as well as Partner Nations.
Objective 3.2: Streamline and simplify IM&T’s portfolio of mission systems.
|a||Mitigate the risk of unsupported hardware/software (e.g., the Defense Security Assistance Management System (DSAMS)).||Oct 2016 – Sept 2017|
|b||Establish a Security Cooperation community Enterprise Board to oversee all system investments and gain visibility into portfolio costs.||Oct 2016 – Sept 2017|
|c||Establish technical baseline and enterprise architecture, roles, processes, documentation, and tools.||Oct 2016 – Sept 2018|
Objective 3.3: Implement proactive cybersecurity practices that become part of the daily ethos for the entire DSCA.
|a||Clarify and improve Authorizing Officer designation and certification process.||Oct 2016 – Sept 2017|
|b||Establish agency-wide cybersecurity partnerships.||Oct 2017 – Sept 2018|
Objective 3.4: Extend IM&T’s influence by forging partnerships across the Security Cooperation community.
|a||Establish structure and processes to allow better partner relationship management.||Oct 2017 – Sept 2019|