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UNCLASSIFIED. Security Cooperation Policy Update. Mr. Jonathan Ng Multinational Strategy and Plans Division 5 November 2013. FOUO. DRAFT Deliberative – Not Subject to FOIA Release. Why am I here?. To update you on policy efforts that…

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Security cooperation policy update

UNCLASSIFIED

Security Cooperation Policy Update

Mr. Jonathan Ng

Multinational Strategy and Plans Division

5 November 2013

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Why am i here
Why am I here?

  • To update you on policy efforts that…

    • better translate regional and functional strategies into effective security cooperation guidance, and

    • ensure that tools and resources are targeted toward DoD priorities.

  • Discuss key questions about security cooperation

    • What is security cooperation, and what is the Policy office's role?

    • What are some key elements of DoD strategy-to-resources processes?

    • How do I influence strategies and plans for security cooperation?

    • How can I ensure that the security cooperation investment is tailored and prioritized toward what DoD wants to achieve?

    • How can I get more information and seek assistance?

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation sc
Security Cooperation (SC)

  • DoD activities that encourage and enable a partner to provide things or do things (or not) that help the USG achieve its strategic objectives

    • Conflict prevention/deterrence

    • Steps to mitigate crises before US forces are required

    • US or partner ability to respond in a contingency

  • The USD(P) disseminates SECDEF security cooperation goals and priorities and provides accountability (oversight)

    • What are we trying to achieve in the region or across the function?

    • What are the roles of the partner?

    • How should we be engaging the partner?

    • What’s really important?

    • Did we actually spend time/money/effort on our priorities?

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


What does sc look like in practice

UNCLASSIFIED

What does SC look like in practice?

  • Defense/Military contacts

    • Exchanges

    • Strategic communication

  • Intelligence Cooperation/Information Sharing

  • Equipment Sales/Financing/Provision

  • Education &Training (incl. on-the-ground training, ministerial advising, and classroom instruction)

  • Facilities/Infrastructure Support

  • Humanitarian Assistance

  • Exercises

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc strategy and planning importance
SC Strategy and Planning Importance

  • Security cooperation activities define the defense relationship and influence partner decisions

  • Partnerships will increasingly become more important in the current defense budget environment

  • Security cooperation resource investment is driven by country objectives (in a context)

    • Resources are shrinking, so it’s more important to target resources toward priority policy objectives

    • Absent clear country objectives, component actions may not support SECDEF intent, resources may or may not address priorities

    • Someone needs to mind the store

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc highlights of the strategic guidance
SC Highlights of the Strategic Guidance

  • “Provide a Stabilizing Presence”

  • “sustainable pace of presence operations…including bilateral and multilateral training exercises.”

  • “build the capacity and competence of US, allied, and partner forces…”

  • “…require creative and innovative solutions…”

  • “Whenever possible, we will develop innovative, low-cost, and small footprint approaches…”

  • “…with reduced resources, thoughtful choices will need to be made regarding the location and frequency of these operations.”


What thoughtful choices
What Thoughtful Choices?

  • Ask the tough questions

    • What are we trying to accomplish?

    • Is the requirement defined?

    • Is it a priority?

    • How much is enough?

    • Will it work to achieve our objectives?

    • Are they partners or clients?

    • What are the risks?

  • Do the right things

    • Sweet spot: State, DoD, Partner

    • Specific & Measureable IMOs (or Phase 0 Shaping requirements)

    • Articulate the role we need partner to play

    • Political will and institutional capacity prerequisite to DOTMLPF

    • Regional over bilateral


Sc distributed management system
SC Distributed Management System

  • Guidance comes from the top, e.g. GEF, DPG

  • Security cooperation values deliberately distributed by competency + authority + priority

    • Functional in some cases

    • Regionally in others

    • Span of control limited at top

  • Resources distributed per broader system

    • Services (most)

    • State (some)

    • Agencies (some more)

  • Execution distributed by competency + proximity

    • Services (most, mainly through Components)

    • COCOMs (many)

    • Agencies (several)

FABRIC

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation cycle
Security Cooperation Cycle

Partner Interaction

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation cycle osd js

UNCLASSIFIED

Security Cooperation Cycle: OSD/JS

  • Theater/Functional Plans

  • COCOMs communicate prioritized intermediate objectives and corresponding partner roles to resource providers and executors

  • Influence and validate country objectives

    • Partner buy-in

    • Interagency buy-in

    • 3rd party collaboration 

  • Ensure that country objectives are incorporated into bi-lateral and multilateral exchanges

  • Ensure that validated country objectives are followed in resource allocation forums

    • FMF/IMET roundtables

    • Service support plans conference output

    • Security Cooperation event planning conference output

If you get the objectives right, a lieutenant can write the strategy.

-- George C. Marshall

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


UNCLASSIFIED

Security Cooperation

Planning

SC Activity

UNCLASSIFIED

DRAFT Deliberative – Not Subject to FOIA Release


Sc ends desired partner roles

UNCLASSIFIED

SC Ends: Desired Partner Roles

For each country, DoD should have a coordinated set of prioritized objectives that articulate the desired partner roles

  •  Partner Political Action

    • Political Communication

    • Votes

  • Partner Access Provision

    • Territory

    • Resources

    • Information/Intelligence

    • Research & Development

  • Partner Capacity/Capabilities Application

    • Internal defense (may be tied to access provision)

    • Expeditionary

    • Coalitions

    • Consistent with norms of accountability, transparency, legitimacy

Coming Guidance

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc ends desired partner roles1

UNCLASSIFIED

SC Ends: Desired Partner Roles

Desired Bandaria Roles

  • Support US in UN and regional Forum

  • Leadership publicly condemns violent extremism

  • Provides contingency access to secure port

  • Shares information on internal challenges

  • Deploys one peacekeeping battalion to UN mission

  • Secures sea lanes out to 300 miles

  • Does not employ force against innocent civilians

Desired partner role: Actions or absence of action by an international partner that supports U.S. strategic goals and objectives.

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc ends deriving partner roles

UNCLASSIFIED

SC Ends: Deriving Partner Roles

  • Conflict prevention/mitigation

    • Provide Human Security

    • Deter adversaries

  • Contingency

    • Act in lieu of US forces in a contingency

    • Work alongside US forces in a contingency

    • Enable US forces in a contingency

  • US force development

    • Provide access to training areas

    • Provide cultural/linguistic opportunities

    • Participate in exercises

Ties the desired partner role to the global or regional strategy, intermediate military objectives, and contingency plans

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc ends required partner condition

UNCLASSIFIED

SC Ends: Required Partner Condition

Leadership Consensus

Civil Society Consensus

Legitimacy and Legal

Leadership and Planning

Information and Decisions

Resource Management

Human Resources

Equipment and Logistics

Integrating Mechanisms

Doctrine

Organizations

Competencies

Materiel/Equipment

Logistics

Human Capacity/Leadership

Facilities/Infrastructure

Integrating Mechanisms

Will

Institutional Capacity

Operational Capability

DRAFT Deliberative – Not Subject to FOIA Release

FOUO


Sc ends required partner condition1

UNCLASSIFIED

SC Ends: Required Partner Condition

Desired Partner Role: Bandaria deploys a peacekeeping battalion

Political leadership supports deployments

Public supports deployments

Constitution permits/corruption laws

Gen Staff can plan a PKO

Information to support ministerial decisions

PPBE-like process will sustain capabilities

Trained personnel do not disappear into system

PKO can be sustained at a regional distance

Foreign ministry linked into processes

PKO doctrine exists

PKO battalion designation

Assigned personnel are proficient in line with METL

PKO battalion has necessary equipment/can sustain

PKO battalion is capable of communicating needs

Leaders are well-trained, selected on merit

PKO battalion has access to training facilities

PKO battalion can communicate with coalition forces

Leadership Consensus

Civil Society Consensus

Legitimacy and Legal

Leadership and Planning

Information and Decisions

Resource Management

Human Resources

Equipment and Logistics

Integrating Mechanisms

Doctrine

Organizations

Competencies

Materiel/Equipment

Logistics

Human Capacity/Leadership

Facilities/Infrastructure

Integrating Mechanisms

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Setting meaningful objectives

UNCLASSIFIED

Setting meaningful objectives

  • Specific defined partner condition tied to clearly defined role

  • Measurable (observable progress)

  • Achievable (articulated assumptions about resources, will)

  • Relevant (to theater or functional IMOs or regional strategies)

  • Time-Bound (3-5 year horizon at most)

    Key collateral questions

  • Partner will?

  • Interagency buy-in?

  • Competing U.S. objectives?

  • Necessary sequencing?

  • Sustainment?

An objective is something to be accomplished

Objective (ends): The store has apples for sale by the opening of business on Friday.

Things you do (ways): Bob drives a truck full of apples to the store.

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Setting meaningful objectives1

UNCLASSIFIED

Setting meaningful objectives

FOUO

DRAFT Deliberative – Not Subject to FOIA Release



State dod sc planning

UNCLASSIFIED

State-DoD SC Planning

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Best practice partner based approach
Best Practice: Partner-based Approach

  • Type of government and source of legitimacy

    • How are decisions made?

  • Structure and roles of state security institutions

    • Interior? Border guards? Gendarmerie? Elite political units?

    • Ministry of Defense power and status

  • Existing or traditional military capabilities (or lack of)

    • Niche roles?

    • Traditional strengths?

    • Culture of maintenance? Deployment?

  • Economic and budgeting capacity?

  • Threats, external and/or internal government stability

  • Incentives for seeking security relationship with US

  • Counterpart personnel: source, experience, incentives

  • Effect on regional dynamics, other partners


Key system interlocutors
Key System Interlocutors

  • OSD Policy Country Director

  • Embassy Security Cooperation Officer (SCO/SDO)

  • State Department Country Desk Officer

  • Geographic COCOM Country Desk Officer

  • Joint Staff Country Desk Officer

  • Service Country/Regional counterpart

  • DSCA Country Desk Officer

    …and in some cases

  • NSS IPC coordinator

  • Functional regional strategists

  • AT&L

  • USDI

  • State (PM, INL, ISN)

  • DTSA

  • DTRA

  • Service functionals

  • Congressional staffers

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation ways

UNCLASSIFIED

Security Cooperation Ways

  • Defense/Military contacts

    • Exchanges

    • Strategic communication

  • Intelligence Cooperation/Information Sharing

  • Equipment Sales/Financing/Provision

  • Education &Training (incl. on-the-ground training, ministerial advising, and classroom instruction)

  • Facilities/Infrastructure Support

  • Humanitarian Assistance

  • Exercises

Activities that facilitate a relationship

…but the relationship is not an end, just another way toward the desired partner role

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Assistance for the policy ao

UNCLASSIFIED

Assistance for the Policy AO

DRAFT Deliberative – Not Subject to FOIA Release

FOUO


Security cooperation means

UNCLASSIFIED

Security Cooperation Means

  • Authorities

    • Title 22 authorities under the Foreign Assistance Act

    • Title 10 authorities

      • Inherent to DoD (e.g., meetings, discussions, exercises)

      • Special authorities (e.g,. 1206, 1208, CTFP, ASFF, Global Lift and Sustain, CCIF)

  • Funding

    • State appropriation

    • DoD appropriation

  • Capability

    • US Forces

    • Civilian forces

    • Programs

Authority + Funding + Capability = Tool

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation cycle osd js1

UNCLASSIFIED

Security Cooperation Cycle: OSD/JS

  • Validate the activities that occur in the country

    • Focused on DoD objectives

    • Sequenced

    • Sync’d with political objectives 

  • Identify unacceptable risk or overmatch

    • Tie required partner condition to desired partner role

    • Recognize opportunity costs

  • Review IPLs and Chairman’s Risk Assessment (CCMD assessments)

  • Risk Management

  • OSDand JS adjust risk, provide resource reallocation recommendations to resource providers, or provide guidance change recommendations to leaders

  • Activity Plans + Risk Assessment

  • COCOMs synchronize and deconflict activities with resource providers

  • COCOMs communicate to OSD/JS risk to intermediate objectives because partners will be unable to execute desired role

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


UNCLASSIFIED

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation cycle ame

UNCLASSIFIED

Security Cooperation Cycle: AME

“Really? My question is: Did we agree on what impact we expected before climbing up here?”

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc policy focus areas
SC Policy Focus Areas

  • Be more strategic about what we are trying to achieve (regional and functional strategies)

  • Improve policy demand signal

    • Focus attention on better articulating the “ends”

  • Improve SC dialogue

    • Identifying ends, gaps & significant risk

    • Managing resource & legislation expectations

  • Continue to advocate for shared responsibility and joint formulation with State Department

    • Pilot, experiment, manage expectations

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Sc planning and process focus areas
SC Planning and Process Focus Areas

  • Enable SC strategists and planners to:

    • better translate regional and functional strategies into effective security cooperation guidance and

    • ensure policy priorities have tools and resources targeted

    • provide a more accurate activity demand signal to resource providers

  • Improve Technology Security/Foreign Disclosure Processes

    • Develop anticipatory policies

    • Streamline decision-making bureaucracy

  • Provide better customer service to partner nations

    • Further reduce FMS case timelines

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation initiatives
Security Cooperation Initiatives

  • CCMD Security Cooperation Outreach

    • Identifies security cooperation gaps

    • Facilitates remedies

    • Team approach

  • Team Patchwork

    • “Helping security cooperation strategists, planners and executors navigate the patchwork of tools and authorities to develop and sustain partner capacity and access” 

  • Security Cooperation Authorities Working Group

    • Informal DoD-wide working group

    • Resource and prioritization challenges vs. authority gaps

    • Helps Policy build recommendations


Security cooperation initiatives 2
Security Cooperation Initiatives (2)

  • Country planning frameworks and collaboration

    • Spring/Summer 2013 VTC-based workshops

    • Lessons learned from divergent CCMD approaches

  • Policy planner & strategist seminars

    • Army SC Planners Course

    • DISAM SC Planners Course

    • Policy SC Oversight Course

    • PME integration

  • Global Security Contingency Fund (GSCF)

  • Security Sector Assistance IPC

    • PPD-23, Interagency Planning Process

    • National SSA priorities


A new kind of sc planner hero
A New Kind of SC Planner Hero

  • Critically & skeptically assesses country, plan, activities

  • Keeps regional priority perspective

  • Targets strategic objectives before individual activities

  • Considers range of capability & activity options

  • Builds contiguous logic chains: role to equipment/activity

  • Finds sweet spot: OSD/JS, CCMD, Service, State, partner

    • Various institutional objectives

    • “Righteous events” vs. “random acts of security cooperation”

  • Manages expectations

Strives to get the most bang for the buck,

not just the most bucks


Questions

UNCLASSIFIED

Questions?

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


OSD/JS Panel

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation cycle1
Security Cooperation Cycle

Partner Interaction

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Service perspectives

UNCLASSIFIED

Service Perspectives

“Another area there the Air Force can save some money is in the realm of cooperative engagements with other countries,” US Air Forces in Europe chief Gen. Mark A. Welsh III said.

“We can take a hard look at” activities that fall under building partnership capacity, Welsh said. “We do an awful lot of work in that area. ...I think we do too much, so I think that's a place we can reduce." He said the Air Force engages in too many activities with emerging air forces and "not enough with near-peer" air arms.

-- Managing a Drawdown...and a War, Air Force Magazine, November 11, 2011

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Dod js panel expectations of services
DoD/JS Panel: Expectations of Services

  • Assist in the development of Theater and Functional ends (IMOs, country objectives)

    • Army institutional objectives

  • Ensure that Army leaders communicate messages consistent with US goals (country objectives)

  • Assess partner capacity for LOEs where Army has functional expertise

    • Recommend areas where SC activity can make a difference

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Dod js panel expectations of services1
DoD/JS Panel: Expectations of Services

  • Enable CCMDs to develop SC plans for LOEs where Army has functional expertise

    • Activities tied to theater and country desired ends

    • Discontinue and reinvent Army SC activities

  • Monitor partner progress

    • Enter partner assessment and recommendations for future activity into G-TSCMIS

    • Provide feedback direct to embassy and CCMD desk officers

  • Evaluate the efficacy of Army activities

    • Identify Army SC capability gaps

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Improve the narrative requirements

UNCLASSIFIED

Improve the Narrative: Requirements

  • Intermediate Military Objective

    • What is the goal I want to achieve in the region?

    • How will I know that I am achieving the goal?

  • Desired Role of Country

    • What do I want the country to do/not do in support of the IMO?

      • engage in a political act

      • provide access to territory, information, resources

      • apply capabilities/capacity

  • Required condition of a country to play the desired role

    • political will

    • institutional capacity

    • operational/tactical capabilities

  • If the country does not play the desired role, why does it create substantial risk?

UNCLASSIFIED


Improve the narrative gaps

UNCLASSIFIED

Improve the Narrative: : Gaps

  • What activities must the USG conduct to encourage and enable partner to play desired role?

    • What activities* will encourage and enable the partner to reach the required condition?

    • What activities can be conducted by interagency and international partners?

    • What activities has the GCC requested other DoD components to conduct?

  • What activities will not be conducted?

  • Why will those activities not be conducted?

    • Capability (We don’t have the right tool in the toolbox.)

    • Authority (We can’t expend USG funds to conduct the activity.)

    • Resource (We can’t divert the tool from other commitments.)

    • Collaboration (We can’t get ambassador clearance, it’s a seam issue.)

* Activities includes transfer of defense articles and services

UNCLASSIFIED


Improve the narrative solutions

UNCLASSIFIED

Improve the Narrative: Solutions

What actions do we take to address significant or unacceptable risk?

  • Capability

    • Tee up a new capability requirement to the Force Capability Board (FCB)

    • If necessary, develop an issue paper to fund the new capability

  • Authority

    • Verify that authority does not exist

    • Develop a legislative change proposal/socialize with State

UNCLASSIFIED


Framing the discussion solutions

UNCLASSIFIED

Framing the Discussion: Solutions

What actions do we take to address significant or unacceptable risk?

  • Resource

    • Work with appropriate component to realign resource allocation (out of court settlements)

    • If necessary, develop risk mitigation policy guidance for components

    • If necessary, develop issue paper (or tee up senior level interagency engagement) to fund risk mitigation plan

  • Collaboration

    • Tee up the issue at an IPC

    • Facilitate a phone call or email to State or other entity

    • Develop a multi-COCOM approach to a seam issue

UNCLASSIFIED


Examples of linked objectives national strategic level
Examples of linked objectives—national strategic level

Courtesy Maria Kingsley, Center for Naval Analyses


Examples of linked objectives theater strategic level
Examples of linked objectives—theater strategic level

Courtesy Maria Kingsley, Center for Naval Analyses


Examples of linked objectives country operational level
Examples of linked objectives—country operational level

Courtesy Maria Kingsley, Center for Naval Analyses


Examples of linked objectives country tactical level
Examples of linked objectives—country tactical level

Courtesy Maria Kingsley, Center for Naval Analyses


Back-Up

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Definitions

UNCLASSIFIED

Definitions

  • security cooperation. Activities undertaken by the Department of Defense to encourage and enable international partners to work with the United States to achieve strategic objectives. It includes all DoD interactions with foreign defense and security establishments, including all DoD-administered security assistance programs, that: build defense and security relationships that promote specific U.S. security interests, including all international armaments cooperation activities and security assistance activities; develop allied and friendly military capabilities for self-defense and multinational operations; and provide U.S. forces with peacetime and contingency access to host nations. (DODD 5132.03, DoD Policy and Responsibilities Related to Security Cooperation.)

  • security force assistance. DoD activities that contribute to unified action by the USG to support the development of the capacity and capability of foreign security forces and their supporting institutions. (DODI 5000.68 , Security Force Assistance)

FOUO

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Definitions1

UNCLASSIFIED

Definitions

  • security assistance. A group of programs authorized by Title 22 by which the United States provides defense articles, military training, and other defense-related services by grant, loan, credit, cash sales, or lease. The Department of Defense does not administer all security assistance programs. Those security assistance programs that are administered by the Department are a subset of security cooperation. (DODD 5132.03, DoD Policy and Responsibilities Related to Security Cooperation.)

  • building partnership capacity. Targeted efforts to improve the collective capabilities and performance of the Department of Defense and its partners. (QDR BPC Execution Roadmap, May 2006)

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Definitions2

UNCLASSIFIED

Definitions

  • partner capacity. The ability and will of an international partner to take political action, provide access to territory, information, or resources, or apply its capabilities consistent with United States strategic objectives. Partner capacity is the desired outcome of security cooperation activities. (proposed)

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Definitions3

UNCLASSIFIED

Definitions

  • security cooperation policy guidance. Goals and objectives for DoD security cooperation efforts and the corresponding priorities and direction for resource allocation. (DODD 5132.03, DoD Policy and Responsibilities Related to Security Cooperation.)

  • security cooperation program guidance. Management procedures for planning, programming, budgeting, executing, and assessing security cooperation programs. (DODD 5132.03, DoD Policy and Responsibilities Related to Security Cooperation.)

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Building capacity

UNCLASSIFIED

Building Capacity

  • Encourage common or complementary views of shared security responsibilities (partner buy-in)

    • Defense contacts, education, exchanges, conferences.

    • Support to public diplomacy

  • Encourage and enable the development of partner capabilities and capacity needed to share security responsibilities

    • Education, training

    • Equipment and materiel provision, maintenance

  • Encourage and enable the interoperable or complementary employment of partner capabilities

    • Combined planning

    • Combined exercises

    • Familiarization activities

  • Enable partner participation in operations

    • Transportation provision

    • Operational support (e.g., operational advising, medical support, intelligence, consumables)

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


A new concept for doing business
A New Concept for Doing Business?

FY12 NDAA, Section 1207:

The Global Security Contingency Fund

  • Three-year pilot program and model for interagency collaboration jointly managed by State and DoD

  • State and DoD may pool resources for security sector assistance across the military, police, and justice lines

    • Transfer authority of up to $250M (Min 20% from State)

    • Comprehensive approach to security sector challenges

  • Agile response to emerging challenges & opportunities

    • Potentially a new way of organizing the interagency for planning and implementation of assistance

  • POCs: ODASD(PSO) & State/PM

  • Key Words: pilot, joint formulation, top-down priorities, transfer authority, shared responsibility for outcomes, under construction


Authorizations and appropriations
Authorizations and Appropriations

  • Authorizations

    • Defense contacts

    • Familiarization

    • Exercises

  • Appropriations

    • Foreign Assistance in the State Budget

    • DoD foreign assistance “exceptions”

FOUO

DRAFT Deliberative – Not Subject to FOIA Release


Security cooperation state planning

UNCLASSIFIED

Security Cooperation: State Planning

FOUO

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Security cooperation state planning1

UNCLASSIFIED

Security Cooperation: State Planning

FOUO

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A new concept for doing business1
A New Concept for Doing Business?

FY12 NDAA, Section 1207:

The Global Security Contingency Fund

  • Three-year pilot program and model for interagency collaboration jointly managed by State and DoD

  • State and DoD may pool resources for security sector assistance across the military, police, and justice lines

    • Transfer authority of up to $250M (Min 20% from State)

    • Comprehensive approach to security sector challenges

  • Agile response to emerging challenges & opportunities

    • Potentially a new way of organizing the interagency for planning and implementation of assistance

  • POCs: ODASD(PSO) & State/PM

  • Key Words: pilot, joint formulation, top-down priorities, transfer authority, shared responsibility for outcomes, under construction


Ssa ppd overview

UNCLASSIFIED

SSA PPD Overview

  • PPD provides a framework for the interagency to organize SSA efforts toward national priorities

    • Defines SSA core missions as partner support for U.S. interests, strengthening collective security arrangements, sustaining partner capacity to address common challenges, and promoting universal values

    • Prescribes interagency roles, responsibilities, and collaborating principles for development and implementation

    • Establishes policies and procedures for strategy, assessment, and planning

  • New directive responds to CCMDR concerns raised during a 2009 POTUS meeting

    • CCMDRs asked for DoD flexible multi-year authorities and resources to support their TCP and BPC missions

    • NSS reviewed SSA policy and developed recommendations to improve:

      • 1) its integration with overall national objectives and across the interagency,

      • 2) the effectiveness of the assistance, and

      • 3) responsiveness of assistance to urgent and emerging challenges

UNCLASSIFIED


Ssa ppd policy key guidelines

UNCLASSIFIED

SSA PPD Policy: Key Guidelines

  • Ensure consistency with broader national security goals

  • Foster USG policy coherence and interagency collaboration

  • Build sustainable capacity through comprehensive sector strategies

  • Be more selective

  • Initiate, adapt, or terminate SSA activities expediently and responsibly

  • Inform policy with rigorous analysis and assessments

  • Use resources for the greatest impact

  • Analyze, plan, and act regionally

  • Coordinate with other donors

  • Ensure short-term interventions are consistent with long‑term goals

UNCLASSIFIED


Ssa ppd guidance provisions

UNCLASSIFIED

SSA PPD Guidance Provisions

  • NSS issues biennial national-level priorities

    • Prioritizes countries, regions, and functional areas for integration into agency and department-level regional and functional strategies

  • State leads the interagency SSA planning process

    • Co-chairs an oversight board with DoD to monitor interagency SSA efforts and the execution of high-priority SSA programs

    • Leads Integrated Country Strategy development, including the development of pre-activity assessments for planning

    • Leads development of interagency plan for SSA assessments, planning, and evaluation, including the criteria for program changes

  • All agencies participate in the SSA process

    • Affirms DoD’s role to provide assistance to address defense objectives

    • Calls for continued security cooperation reform for more efficiency/responsiveness

UNCLASSIFIED


What you should do now

UNCLASSIFIED

What You Should Do Now

  • Be on the look out for new SSA PPD implementing guidance

    • Policy will issue guidance as interagency implementing products become available; stakeholders will have an opportunity to review and provide comments

  • Proactively engage DoD Integrated Country Strategy (ICS) interlocutors at embassy to ensure defense objectives are included and properly prioritized

    • Although the ICS will come for a TBD "Washington review" communicating priorities at the start will facilitate an easier review.

  • Inform PSO of areas where the interagency process is not consistent with the principle of "joint formulation and shared responsibility" and not being quick, agile, and responsive

    • Track timelines and report on gaps not addressed via concrete examples

  • Consider ways DoD can better work to improve interagency integration of assessment, planning, program design, implementation, and evaluation of efforts

UNCLASSIFIED


The reality

UNCLASSIFIED

The Reality

  • PPD implementation will occur on a crawl, walk, run approach

    • Process and procedures need to be developed for review and coordination by agencies and the SSA PPD IPC

  • Not all parts of interagency will embrace PPD principles at the same rate

    • Be a leader, but recognize limits

    • Multiple stakeholders driven by mission interests and equities

  • DoD needs to give other departments and agencies time to embrace strategic planning

    • Encourage and enable, but don’t force any actions

UNCLASSIFIED


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