Leading the Army’s Security Assistance Enterprise MG Del Turner 5 June 2014

1. Leading the Army’s Security Assistance Enterprise MG Del Turner 5 June 2014

2. Army FMS Across the Globe NORTHCOM Countries:3 Cases: 102 Value: $1.1B Training Teams: 0 EUCOM Countries: 42 Cases: 1294 Value: $13.2B Training Teams: 7 PACOM Countries: 22 Cases: 852 Value: $21.8B Training Teams: 3 SATMO COCOMs: 5 Countries:26 Teams: 32 Personnel Deployed: 201 AFRICOM Countries: 32 Cases: 343 Value: $846M Training Teams: 2 SOUTHCOM Countries: 28 Cases: 331 Value: $2.5B Training Teams: 10 CENTCOM Countries: 18 Cases: 1708 Value: $102.4B Training Teams: 10 Army FMS FY03-FY14 and out • Benefits of Security Assistance • Strategic Engagements FY14 • Key Leader Engagements - 260 • Program Reviews - 155 • Foreign students trained – 9.4K • SA Teams OCONUS - 105/37 Total Active FMS Countries: 145 Cases: 4630 New FY14: $6.8B Value: $141.8B Undelivered: $56.9B On Offer (Pipeline): $22.7B $22.7B Current On Offer $6.8B (As of 3 June 2014) Engaging with our Allies while Building Partner Capacity

3. Scene Setter • SCRTF • MNF-I Letter EDRB • BRAC • Dramatic increases in scope and complexity • Enterprise focal points • Experience and training • Operations • Priorities • Relations with Industry ASAE Strategic Initiatives SEE LEAD TRAIN RESOURCE

4. Industry Relations FMS is a collaborative effort – the USG, our foreign partners and US industry. INDUSTRY’S CHALLENGE WE CAN HELP! • Lack of transparency … both here and abroad: • Understanding the current status of your case, contracting action • Defining requirements… matching threats, gaps, funding ... and timing • Understanding budget-to-military requirements match, authorities • Powerful network provides improved case management and access: • Improved ability to “see” our operations • Engage COCOM Theater Security Cooperation Staffs / ODCs • Engage USASAC Regional Operations and Country teams COP INDUSTRY U.S. GOVERNMENT FOREIGN GOVERNMENT We don’t make anything… we rely on Industry to fulfill our promises!

5. Operational Experience Country Program Managers (CPMs) Army lacked an Operational Training Program BRAC hit our Country Program Manager cadre hard! DSR CBT ILT DAP Desk Side Reference Computer Based Training Instructor Led Training Developmental Assignment Program Policy DISAM courses provide the operational baseline Operational Training - develops, maintains, or improves the operational readiness of individuals or units.

6. Portfolio of Initiatives DASA DE&C Mr. Israel McReynolds USASAC COL Marvin Whitaker DASA DE&C USASAC Mr. John Neil DASA DE&C Ms. Sandy Long USASAC COL Marv Whitaker USASAC COL Larry Fuller Ms. Brenda Hatley • USASAC’s Dynamic Strategic Plan • Strategic level initiatives focused on Enterprise and Command • Partnering with DASA-DEC • Accomplished by IPTs, LSS, staff actions … select initiatives designated as Priority

7. DSCA DISAM Leading … when you’re not in charge! DA STAFF AMC PEO / PM FMS SDDC USASAC leads the AMC Security Assistance Enterprise. Develops and manages security assistance programs and Foreign Military Sales cases to build partner capacity, support COCOM engagement strategies and strengthen US Global partnerships. sco sco sco sco sco Mission DASA-DEC USAMMA Department of State Army Security Assistance Enterprise TACOM SAMD/IMMC USASAC ~ USASAC ~ The Army’s Face to the World Congress Industry JMC SAMD/IMMC DCMA DLA GSA DCAA DTSA NSA NGA ASA-ALT Department of Commerce TRANSCOM AMCOM SAMD/IMMC ACC Joint Project Office (JPO) DASA(DEC) USASAC CECOM SAMD / LRC TRADOC COE STRI COCOM ASCCs Other MILDEPs Collaborative Enterprise

8. Leading the Army’s Security Assistance Enterprise (It’s not about the COP!)

9. Army Security Assistance Enterprise DASA-DEC USASAC LCMCs • ACC • PEOs COCOMs • We’re all about: • - Promises • Process • People

10. Army Security Assistance Enterprise DASA-DEC USASAC LCMCs • ACC • PEOs COCOMs • We’re all about: • - Promises • Process • People • Leading the Enterprise • establish coherent authorities • establish a Common Operational Picture for all members • communicate Enterprise priorities • focus on outputs … meeting intermediate milestones • exercise proactive leadership • cooperate and collaborate

11. COP

12. Exploiting our New Capabilities PAST 2012 • Asynchronous, 1950-style management • Not integrated • Letters, Memos, Phones … and then FAXES!! • Snail mail slowed coordination • Documents hand delivered Quarterly vEDRB (SAEMR) COCOM II III IV • Improved integration • Real-time updates • More proactive management; but still time consuming • Narrowly focused on Case Development and Contracting Country Team (CPM / CCM) Quarterly SAMD Reviews PEO / PM DASA DEC SAMD SAMD SAMD DSCA SAMD LOA CWD Contracts ACC PEO / PM

13. Exploiting our New Capabilities Multi Level … from EDRB to a more dynamic case management system Cross Enterprise Country Team (CPM / CCM) USASAC DASA-DEC DSCA • Enterprise collaborative approach • Implemented through the Sync • Enabled by the COP

14. 1st WED Improving our Program Mgmt 2nd WED WEEKLY SYNC MEETING RHYTHM 3rd WED DASA-DEC PEO Reviews Weekly sessions focusing on specific PEO / PM community… looks at cases in development, contracting status and execution USASAC briefs FMS case status • Case Development • - LOA (Red / Amber Cases) • - CWD Returns COCOM Led… Process Focused 4th WED • Contracting / Acquisition • Requisition Extraction to CDD • Case Execution • SDRs / R&Rs Case Development Contracting Case Execution SDRs / R&Rs

15. Case Writing Timeliness and Quality CASE WRITING TIMES Case Assigned to Case Returned by FY (Avg Days) Average Days 49 days in 1Q14 34 days in 2Q14 CASES “KICKED BACK” (CWD Returns) % Documents Returned, by Qtr, FY13 10% in March Percentage Average Time to “Fix” Errors = 6.8 days in 4th Qtr 13 (now down to just over 5 for FY14) Percentage

16. Case Execution and SDRs Case Execution (Red Cases) SDRs Supply Discrepancy Reports Currently 11.8% red … down from 61% Total SDRs Now down to 57 “REDS” of 485 total SDRs Red Green + Amber

17. Changing Defense Sales Environment • Customer base is • expanding: • 17% more countries • Increasing sales in Mid East, Pacific, Africa Increasing Competition… and several countries exploring FMS-like system Partners’ expectations are growing: Trend toward international competitions… over $25B underway now • Greater speed; better visibility • Industry partnering • Co-development • Tech Transfer Offset demands are growing… direct and indirect

18. Common Operating Picture (COP) Mr. John Neil

19. Establish a Common Operating Picture Visibility + Accountability The COP essentially attaches a GPS tag to each FMS case Integrates information from several key systems for end-to-end visibility 19

20. COP Architecture

21. COP Contracting Example • Contracting Screen Shots from: • The Common Operating Picture (COP) • Acquisition Requirements Package (ARP) / Contract Requirements Package (CRP) section • Target Award Date (TAD) sectionx

22. How Do We Measure Success? Old Way: Measure Success at the End of the Process Pass Did we meet the LOA Line Commitment Date? Fail New Way: Measure key milestones throughout the process “Become more proactive…I want to “see” earlier in the process… I want to see problems before they happen…” MG Turner

23. A Focused COP • We are adding several new dashboard views in additions to USASAC CPM and Regional Operations Dashboards: • LCMC (Life Cycle Management Command Dashboard)View • Focused dashboard view with how the LCMC’s are managed, i.e. PEO, PM, Weapon System, LCMC Division & Branch • ACC (Army Contracting) Dashboard View • Focused dashboard view how the ACC is managed, i.e. by Contracting Center and drill through capability to VCE-CM • These focused views allows all ASAE stakeholders to see themselves in the process and it holds them accountable for their contributions to our mission

24. So What? • Results that matter! • Our use of the COP has resulted in improved performance in every process where it is utilized • Focus on the “Measures that Matter” are what produces these results • Focus on priorities ensure that high visibility cases are managed with a higher level of scrutiny • The results are in the data…

25. Insure that the Letter of Request (LOR) is Complete

26. Prepare and Present the Letter of Offer and Acceptance (LOA) to the Customer

27. The Clear Advantage to Contracting Data Visibility

28. Improve Timeliness of Contracting

29. Strength in Cooperation