7. Applying Resources to Incentivize Community Performance, Innovation, and Responsiveness
Goal: Allocate DSCA-controlled resources consistently and equitably while incentivizing innovation and responsiveness.
End State: A responsive Security Cooperation community is effectively resourced to manage and execute its programs while continually seeking to innovate and improve performance.
Objective 7.1: Define the cost components of the FMS Administrative Surcharge funds budget and formulate strategies that maximize community responsiveness.
Aligns with FMS improvement initiative “L5.3. Cost and Schedule Estimates,” which aims to improve by providing more robust pricing and delivery schedule estimates for both Price and Availabilities and LOAs.
|a||Align FMS Administrative budget with corporate workload measures.||Implemented. See appendix for details.|
|b||Assess, from a resource management perspective, the cost of Pre-LOR activities and define the portions of these activities that are funded appropriately by the FMS Administrative Surcharge.||Oct 2014 – Sept 2016|
|c||Assess appropriate funding sources for continued support of nonstandard program offices.||Consolidated with 6.1.b.|
|d||Maximize effective and efficient overseas operations by issuing revised policies and procedures.||Oct 2015 – Nov 2016.|
Objective 7.2: Transition to a new resource paradigm that incentivizes performance and innovation.
|a||Achieve full Financial Improvement and Audit Readiness (FIAR) compliance for all DOD-managed funds.||Oct 2014 – Sept 2017|
|b||Establish more accurate and transparent transportation cost methodologies to ensure that transportation is charged and billed equitably.||Oct 2015 – Mar 2017|
|c||Achieve full FIAR compliance for the FMS Trust Fund and other Security Cooperation funds.||Dec 2016 – Sept 2020|
8. Optimizing the Management and Execution of DSCA Programs
Goal: Ensure that DSCA leads in optimizing the management and execution of its programs.
End State: The Security Cooperation community, in consultation with relevant customers, continuously improves and optimizes dynamic and innovative processes with appropriate tradeoffs between quality, speed, cost, and transparency.
Objective 8.1: Maintain work quality while more efficiently and quickly processing LORs and LOAs.
Aligns with FMS improvement initiative “L1.2. Partner Signing of LOA,” which aims to improve timely acceptance and implementation of LOA documents, resulting in faster deliveries and mitigating potential sources of cost increases.
|a||Reduce the average number of days from LOR receipt to LOA/Amendment Offer.||Implemented. See appendix for details|
|b||Update coordination matrix to facilitate quick review of LOAs.||Implemented. See appendix for details.|
|c||Update case writing/review roles and responsibilities for the Case Writing Division and Implementing Agencies to achieve a sustainable workload distribution model that ensures the appropriate level of review and the efficient use of resources.||Oct 2014 – Sept 2017|
|d||Reduce the coordination requirements for Nonrecurring Cost (NC) waivers.||Implemented. See appendix for details.|
|e||Review quality assurance and coordination requirements.||Implemented. See appendix for details.|
Objective 8.2: Increase efficiency and responsiveness in case execution by codifying the responsibilities of Case Managers and establishing community-wide milestones.
|a||Rewrite the Case Managers’ responsibilities in the SAMM, C2.T1., making them clearer and more specific so that Case Managers can be more productive.||Implemented. See appendix for details.|
|b||Establish clearer training and certification for all Case Managers.||Consolidated within objectives 2.2., 2.3., and 2.4.|
|c||Standardize milestones; update the definition of the FMS Master Plan in the SAMM.||Implemented. See appendix for details.|