Fiscal Year (FY) 2020 President’s Budget
Operation and Maintenance, Defense-Wide
Defense Security Cooperation Agency

March 2019

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
Operation and Maintenance, Defense-Wide Summary ($ in thousands)
Budget Activity (BA) 04: Administration & Servicewide Activities

DSCA

FY 2018
Actuals
1,575,514

Price
Change27,841

Program
Change-942,669

FY 2019
Enacted660,686

Price
Change12,069Program
Change24,129FY 2020
Estimate
696,884* The FY 2018 Actual column includes $989,462.0 thousand of FY 2018 Overseas Contingency Operations (OCO) Appropriations Funding (PL115-141).
* The FY 2019 Enacted column excludes $2,078,442.0 thousand of FY 2019 OCO Appropriations Funding (PL 115-245).
* The FY 2020 Estimate column excludes $1,927,217.0 thousand of FY 2020 OCO Appropriations Funding.

I. Description of Operations Financed: The Defense Security Cooperation Agency (DSCA)
leads the Security Cooperation Community (SCC) in developing and executing innovative
security cooperation solutions that support mutual U.S. and partner interests. DSCA
plans, directs, implements, administers and provides Department of Defense (DoD)-wide
guidance for the execution of assigned Security Cooperation programs and activities andfacilitates the planning, implementation, monitoring, and evaluation of security
cooperation activities funded through the DSCA budget. DSCA activities encourage andenable foreign partners to act in support of U.S. national security objectives. DSCA
issues are often complex, urgent, and span the phases of conflict from shaping theenvironment to enabling civil authority activities. The agency performs these activities
by collaborating closely with the interagency, industry and partner nations. Moreover,
DSCA seeks to maximize Security Cooperation program effectiveness and ensures thatefforts align with national security priorities.
The FY 2020 budget request supports the day-to-day operations of the DSCA Headquarters,
the DoD Regional Centers for Security Studies, Defense Institute of Security Cooperation
Studies (DISCS), and the Defense Institute of International Legal Studies (DIILS). Under
the provisions of the FY 2017 National Defense Authorization Act (NDAA), the FY 2020
budget request will also support ongoing efforts to develop a DoD framework for the
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
assessment, monitoring, and evaluation of security cooperation activities and expand aworkforce development program targeting all DoD professionals supporting security
cooperation efforts, including the execution of security sector assistance programs andactivities under the Foreign Assistance Act and the Arms Export and Control Act.
Additionally, the DSCA budget request supports program management and administration of
the Humanitarian Assistance, Foreign Disaster Relief, and Humanitarian Mine Action
programs funded within the Overseas Humanitarian, Disaster and Civic Aid (OHDACA)
appropriation.

Regional Centers for Security Studies
The Regional Centers for Security Studies are institutional capacity building (ICB)
providers that support the National Defense Strategy objective of strengthening alliances
and attracting new partners by (1) offering executive-development strategic-security
studies, research and outreach in rigorous outreach programs that foster long-term
collaborative relationships; (2) developing and sustaining relationships and communities
of interest among security practitioners and national security establishments, especiallyin defense, throughout the region; (3) enhancing enduring partnerships among the nationsof the region. Through academic-like programs that promote common perspectives onregional security, the Regional Centers employ their comparative advantage of maintaining
enduring individual and institutional relationships with alumni and engaging beyond
partners’ defense establishments to advance U.S. interest in the three functional areasof territorial and maritime security, transnational and asymmetric threats, and defense
sector governance.

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
Regional Center funding supports resident courses, in-regional workshops, outreach andalumni engagement, and focused research in support of DoD priorities. The Regional
Centers for Security Studies are the Near East South Asia Center for Strategic Studies(NESA), Washington, D.C.; Africa Center for Strategic Studies (ACSS), Washington, D.C.;
Daniel K. Inouye Asia-Pacific Center for Security Studies (DKI APCSS), Honolulu, Hawaii;
William J. Perry Center for Hemispheric Defense Studies (WJPC), Washington, D.C.; and theGeorge C. Marshall European Center for Security Studies (GCMC), Garmisch, Germany.
Security Cooperation Workforce Development
Pursuant to 10 U.S.C., Chapter 16, section §384, the Secretary of Defense is required toestablish a Security Cooperation Workforce Development Program (SCWDP) to improve thequality and professionalism of the SC workforce. The Defense Security Cooperation Agency(DSCA) is responsible for managing the SCWDP and is leading DoD’s effort to develop the
SCWDP. This program will enable development and management of a professional SC
workforce, supporting SC programs and activities, which include, but are not limited toplanning, assessment, monitoring, evaluation, execution, and administration Title 10
Security Cooperation programs.
Key Elements of the SCWDP consist of:- A methodology to identify and define training and certification requirements forall security cooperation positions within DoD and to track skills andcertifications for the SC workforce- A professional certification program for personnel within the SC workforce indifferent career tracks and levels of competency, based on requisite training andexperience- A school to train, educate, and certify the security cooperation workforce- A DoD-wide process for assigning appropriately qualified SC workforce personnel to
key security cooperation positions
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.

Description of Operations Financed (cont.)- Oversight of assessment, planning, monitoring, execution, evaluation, andadministration of the SCWDP

Defense Institute of Security Cooperation Studies (DISCS)DISCS provides a comprehensive educational platform for training the Security Cooperation
Workforce offering a wide range of courses and learning tools supporting the security
cooperation functions in the DoD and other U.S. government agencies, as well as the U.S.
defense industry and partner countries and organizations. In conjunction with SCWD,DISCS supports Enterprise-wide planning, integration, resource development and executionof the Department of Defense Security Cooperation Workforce Development Program. DISCS
further provides research and support to advance U.S. foreign policy through security
assistance and cooperation enabling the development and execution of innovative Security
Cooperation solutions that support mutual U.S. and partner interests.
DSCA Headquarters
DSCA Headquarters funds the salaries and operating expenses of DSCA workforce providing
program and financial management support to the DoD-funded security cooperation programs,
to include Humanitarian Assistance, Foreign Disaster Relief and Mine Action programs.
Additionally, this account resources operational and information technology system
support costs for the Defense Finance and Accounting Services (DFAS) and support for the
DoD mandated Enterprise Resource System, Defense Agency Initiatives (DAI).
Security Cooperation (SC) Data Management

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
The SC Data Management program is comprised of the Partner Outreach and Collaboration
Support (POCS) and Global Theater Security Cooperation Management Information System (GTSCMIS).
POCS is an Office of the Secretary of Defense (OSD) initiative. In support of the
National Defense Strategy objective of strengthening alliances and attracting newpartners, this program provides a common information technology platform (GlobalNET) to
improve international partner outreach and collaboration efforts in a federated
environment. GlobalNET currently supports over 85,000 users. GlobalNET thus facilitatesefficiencies and complementarity among a variety of institutional capacity building (ICB)
providers in the training and education field. The Defense Security Cooperation Agency(DSCA) oversees execution of the research and development of the GlobalNET effort and its
operations, and ensures that the program addresses DoD security cooperation requirementsin the context of defense, interagency, and international information sharing andcollaboration needs.
The GlobalNET effort focuses on improving collaboration, supporting outreach efforts, andenabling communication among the Regional Centers for Security Studies, the CombatantCommands (COCOMs), DSCA, Office of the Under Secretary of Defense for Policy (OUSD(P)),
North Atlantic Treaty Organization’s (NATO) Military Partnerships Directorate (MPD), the
PfP Consortium of Defense Academies, PfP Partner countries, and other DoD institutions
and communities. It provides DoD and international partner security practitioners an
unclassified secure platform to share information, communicate and collaborate globally
24/7, and supports administrative activities. It provides the ability to form
collaborative communities of interest around security issues. GlobalNET facilitates
information sharing and knowledge management concepts in accordance with U.S. policy.
POCS implements the Congressional endorsement for the modernization of Defense
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
capabilities in eligible PfP countries relative to their telecommunications
infrastructure, and provides allies and partner countries the ability to team in criticalcooperative activities that underpin the spirit of the PfP program. The program supports
PfP coalition initiatives through the development of distributive collaboration tools to
assist U.S./NATO- approved PfP cooperative activities. POCS additionally supports
internet-based education, collaboration, exercise simulations, and training center
requirements for domestic and international audiences, and supports the Advanced
Distributive Learning (ADL) Initiative.
The Global Theater Security Cooperation Management Information System (G-TSCMIS) will
provide a DoD enterprise-wide technology capability to facilitate and integrate planning,budgeting, collaboration, program design, assessment, monitoring, evaluation, andreporting in support of all U.S. security cooperation activities.
Wales Initiative Fund (WIF)/Partnership for Peace (PfP)
The WIF/PfP program is a bilateral U.S. security cooperation program which supports
defense reform efforts and institutional capacity building with Eastern European andCentral Asian countries and all developing North Atlantic Treaty Organization (NATO)partners. The WIF/PfP program is a critical tool in supporting the achievement of jointly
developed NATO Partnership Goals for PfP nations, strengthening capabilities for
multinational operations, facilitating access for U.S. armed forces during peacetime orcontingency operations, and building relationships that promote U.S. security interests.
WIF funding supports various activities and events such as (a) development of defense
institutional capacity and capability; (b) building capacity and capability for emergency
preparedness and disaster response (c) sponsoring participation by WIF-eligible nations
in relevant exchanges and workshops; (d) sponsoring participation by WIF-eligible nationsin Mil-to-Mil exercises supporting NATO interoperability, U.S. operational access, andOP-5
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
regional cooperation; (e) sponsoring State Partnership Program activities in support ofNATO Partnership Goals; and (f) sponsoring participation by PfP countries atcomplementary programs hosted by the George C. Marshall Center for European Security
Studies (GCMC).
Combating Terrorism Fellowship Program (CTFP)The CTFP, authorized in the FY 2004 National Defense Authorization Act (10 USC 2249c),
provides foreign military officers and government security officials with strategic andoperational education to enhance partners’ capacity to combat terrorism. The CTFP is a
key tool for GCCs to foster regional and global cooperation in the war against terrorism.
The CTFP enhances the U.S. efforts to provide non-lethal combating terrorism assistance.
The program supports mobile and resident institutional courses tailored to the specificneeds of key regions and countries in order to advance broader U.S. Government combating
terrorism objectives. All personnel are thoroughly vetted consistent with legal
requirements regarding human rights issues. Funding for the CTFP: (1) builds andstrengthens a global network of combating terrorism experts and practitioners at theoperational and strategic levels; (2) builds and reinforces the combating terrorism
capabilities of partner nations through operational and strategic-level education; (3)contributes to counterterrorism ideology efforts; and (4) provides the DoD with aflexible and proactive program that can respond to emerging combating terrorism
requirements. The CTFP funding supports various education and training activities andevents such seminars, mobile training activities and graduate level education. The
program covers all cost associated these events, including travel, lodging and instructor
costs.
Security Cooperation AccountOP-5
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
The “Security Cooperation Account” is a global partner support account, the goal ofwhich is to enable the Geographic Combatant Commanders (GCCs) to comprehensively plan andimplement security cooperation activities in alignment with the National Defense
Strategy. This enables the DoD to apply resources to the right activities with the rightpartners at the right times, and reflects the reforms to the security cooperationenterprise mandated in the FY 2017 NDAA. DSCA uses a variety of authorities to implement
these resources. The Security Cooperation Account provides flexibility to meet evolving
security challenges and is indispensable in carrying out the DoD's national security
responsibilities. Programs developed under authorities drawing from the Security
Cooperation Account are co-formulated, reviewed, and vetted by the Secretary of Defense
and the Secretary of State, facilitating unity of effort across the U.S. Government andensuring our plans and strategies are complementary and mutually reinforcing.
The Security Cooperation account serves as a vital tool in strategic competition,
countering transnational threats, and preparing allies and partners to operate in lieu
of, or in coalition with, U.S. forces. Activities funded through the Security
Cooperation Account are conducted pursuant to a range of authorities from Chapter 16, 10
U.S. Code to create efficient and effective strategic outcomes. Such activities enable
military-to-military engagements, training with foreign forces, support for operations
and capacity building, and educational and training activities between the DoD andnational security forces of allies and partner nations.

Assessment, Monitoring, and Evaluation (AM&E)
The AM&E program is a statutory requirement for the Department to establish anenterprise-wide view of security cooperation to enable strategic decision making.

Under
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
the provision and in accordance with a new DoD policy issuance on AM&E, the Department
must establish a comprehensive framework to assess, monitor, and evaluate security
cooperation programs and activities from inception to completion. DoD is also committed
to providing public summaries of the evaluations it conducts, and to provide Congress anannual report on the AM&E program, lessons learned and best practices identified by the
program.
Defense Institution Reform Initiative (DIRI)
The DIRI program is a core Department of Defense institutional capacity building (ICB)
program that works with partner nations to build defense institutions and enhance
institutional governance and management capabilities focusing on the development ofaccountable, effective, efficient, and transparent partner nation defense institutions.
The main focus areas are: (1) supporting the establishment and improvement of functional
capabilities necessary to organize, train, equip and sustain security forces undercivilian control; (2) defense policy, strategy and planning; (3) resource management,
human resource management, logistics, and infrastructure; (4) supporting theestablishment and improvement of civil-military relations and inter-ministerial
coordination; (5) facilitation of DoD and Ministry of Defense engagements that strengthen
relationships with partners and allies, and (6) supporting the development of the
Department’s methodology, approach and expertise to conduct ICB activities. DIRI funding
goes towards two broad ICB activities primarily executed by the Defense Governance andManagement Team (DGMT), civilian personnel located at the Center for Civil-Military
Relations at the Naval Postgraduate School: (a) the development, design, and monitoring
projects in priority countries and (b) the development and implementation of iterative
engagements with the partner nations to meet project objectives.
Defense Institute of International Legal Studies (DIILS)
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
DIILS is the lead defense security cooperation resource for professional legal education,
training, and rule of law programs for international military and related civilians
globally. The DIILS legal capacity-building programs help achieve an international orderthat advances U.S. interests by reinforcing the rights and responsibilities of allnations.
Ministry of Defense Advisors (MoDA) Program
The MoDA program supports institutional capacity building by deploying trained, seniorcivilian experts as advisors to partner nation ministries of defense and regionalorganizations with security missions. MoDA advisors typically focus on higher level
ministerial functions such as personnel and readiness, acquisition and procurement,
logistics and sustainment, strategy and policy, and financial management, but can beutilized for any civilian function. The MoDA program supports DoD priorities to preventand deter conflict, establishing long-term, civilian relationships between DoD andpartner ministries, and building the security capacity of key partners by addressing
their institutional needs and helping them to build the core competencies needed for aneffective and accountable security ministry. Although initially conceived in response tooperational requirements in Afghanistan, global MoDA authority was granted in the FY 2012
NDAA and made permanent in the FY 2017 NDAA Section 332a. Key aspects of the MoDA
program includes a 7-week pre-deployment training program focused on advising skills,
capacity building methodologies, force protection, language, history, and culture;
reimbursement of premium pays; reimbursement for temporary personnel backfills to theadvisor’s parent organizations; and funding to support program management support
functions as required to recruit, train, and deploy advisors and reimburse DoD advisor
parent organizations for unique personnel pay and deployment cost.
Southeast Asia Maritime Security Initiative (MSI)
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
I.
Description of Operations Financed (cont.)
MSI [retitled the "Indo-Pacific Maritime Security Initiative" in the FY 2019 NDAA] is theprimary regional maritime domain awareness capabilities building program in the IndoPacific, one of the two National Defense Strategy (NDS) priority regions. MSI is designed
to develop partners' ability to conduct maritime security and maritime domain awareness
operations without necessitating U.S. involvement, or in a coalition with U.S. forces,
while still advancing interoperability with U.S. forces in the region. MSI encompasses acomprehensive approach that involves training, exercises, equipment, and necessary
sustainment parts and maintenance instruction as well as helping partners strengthen
their maritime institutions, governance, and personnel training. These investments haveand continue to enhance the ability of partner nations to monitor their Exclusive
Economic Zones (EEZs) and adjacent waterways with an improved ability to detect andanalyze air and maritime activities, share information among regional partners, andcontribute and participate in regional maritime exercises or contingency operations. The
capabilities built through MSI enhance the ability of partner nations to conduct surface
and/or air maritime patrols (unilaterally or multilaterally) both close to shore and out
to 200 nautical miles, interdiction, visit, board, search, and seizure (VBSS), maritime
C4ISR, maritime data analysis and dissemination/information sharing.
MSI is a critical tool for executing the NDS line of effort: Strengthen Alliances andAttract New Partners. To this end, MSI supports our efforts to create a networked
security architecture of key countries across the Indo-Pacific capable of deterring
aggression, maintaining stability, ensuring free access to common domains, and preserving
the free and open international system.

II. Force Structure Summary:
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget

II. Force Structure Summary (cont.)
N/A

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
FY 2019
Congressional Action
A. BA Subactivities
1. Regional Centers
2. Wales Initiative Fund
3. Combating-Terrorism
Fellowship Program
4. DSCA Headquarters
5. Security Cooperation
Data Management
6. Defense Institution
Reform Initiative
7. Defense Institute ofInternational Legal
Studies
8. Security Cooperation
Account
9. Southeast Asia
Maritime Security
Initiative
11. Ministry of Defense
Advisors Program
12. Assessment,
Monitoring, and Evaluation
13. Security Cooperation
Workforce Development
14. OCO Coalition Support
Funds
15. OCO Lift and Sustain

FY 2018
Actuals
72,027
27,347
23,836

BudgetRequest65,401
27,62624,021

0-4,2660Percent
0.0
-15.4
0.0

Appropriated65,401
23,36024,021

Current
Enacted
65,33523,16023,847FY 2020
Estimate
66,58823,45824,23823,724
3,775

22,1554,305-3,000
0

-13.5
0.0

19,155
4,305

23,941
4,274

24,4204,352

35,29030,308-6,079-20.1

24,22924,01028,127

2,469

2,573

0

0.0

2,573

2,567

2,624

325,851457,205-66,938-14.6

390,267

386,957

396,761

53,701

98,242-13,742-14.0

84,50083,790100,110

8,870

6,952

0

0.0

6,952

6,901

7,207

4,327

6,000

0

0.0

6,000

6,000

9,081

4,835

9,923

0

0.0

9,923

9,904

9,918

94,946

0

0

n/a

0

0

0

114,847

0

0

n/a

0

0

0

AmountOP-5
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
FY 2019
Congressional Action
A. BA Subactivities
16. OCO Ministry of
Defense Advisors(Afghanistan)
17. OCO Security
Cooperation Account
18. OCO Ukraine Security
Assistance InitiativeTotal

FY 2018
Actuals
14,969BudgetRequestAmount00Percent
n/a

569,25000n/a

195,450001,575,514

754,711-94,025

Appropriated0

Current
EnactedFY 2020
Estimate
0

0

0

0

0

n/a

0

0

0

-12.5

660,686

660,686

696,884* The FY 2018 Actual column includes $989,462.0 thousand of FY 2018 Overseas Contingency Operations (OCO) Appropriations Funding (PL115-141).
* The FY 2019 Enacted column excludes $2,078,442.0 thousand of FY 2019 OCO Appropriations Funding (PL 115-245).
* The FY 2020 Estimate column excludes $1,927,217.0 thousand of FY 2020 OCO Appropriations Funding.

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
B. Reconciliation Summary
Baseline Funding
Congressional Adjustments (Distributed)
Congressional Adjustments (Undistributed)
Adjustments to Meet Congressional Intent
Congressional Adjustments (General Provisions)
Subtotal Appropriated AmountFact-of-Life Changes (2019 to 2019 Only)
Subtotal Baseline Funding
Supplemental
Reprogrammings
Price Changes
Functional Transfers
Program Changes
Current Estimate
Less: Wartime Supplemental
Normalized Current Estimate

ChangeFY 2019/FY 2019754,711-90,742-3,283

ChangeFY 2019/FY 2020
660,686

660,686
660,686
2,078,442
12,0692,739,128-2,078,442
660,686

24,129696,884

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
C. Reconciliation of Increases and Decreases
FY 2019 President's Budget Request (Amended, if applicable)
1. Congressional Adjustments
a. Distributed Adjustments
1) Security Cooperation Account2) Southeast Asia Maritime Security Initiative3) Defense Institution Reform Initiative4) Wales Initiative Fund
5) DSCA Headquarters
b. Undistributed Adjustments
1) Historical Under-execution2) FFRDC (Section 8024)
c. Adjustments to Meet Congressional Intent
d. General Provisions
FY 2019 Appropriated Amount
2. War-Related and Disaster Supplemental Appropriations
a. OCO Supplemental Funding
1) Coalition Support Funds
2) Security Cooperation Account3) Ukraine Security Assistance Initiative4) Lift and Sustain5) Ministry of Defense Advisors Program (Afghanistan)
3. Fact-of-Life Changes
FY 2019 Baseline Funding
4. Reprogrammings (Requiring 1415 Actions)
Revised FY 2019 Estimate
5. Less: Item 2, War-Related and Disaster Supplemental
Appropriations and Item 4, Reprogrammings
FY 2019 Normalized Current Estimate
6. Price Change

AmountTotals754,711-94,025-65,000-13,742-5,000-4,000-3,000-1,938-1,345
660,686
2,078,442
900,000
793,442250,000
120,000
15,0002,739,128
2,739,128-2,078,442
660,686
12,069OP-5
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
C. Reconciliation of Increases and Decreases
7. Functional Transfers
8. Program Increases
a. Annualization of New FY 2019 Programb. One-Time FY 2020 Increasesc. Program Growth in FY 2020
1) Building Partner Capacity Activities
Increase supports GCC requirements aligned to
National Defense Strategy (NDS) priorities and Lineof Effort to strengthen alliance and attract new
partners. (FY 2019 Baseline: $654,686 thousand; +6
FTEs)2) Assessment, Monitoring, and Evaluation Activities
Increase supports additional independent strategic
evaluations on key security cooperation topics andimplementation of an initiative design document (IDD)
framework for Significant Security Cooperation
Initiatives (SSCI) objectives. (FY 2019 Baseline:$6,000 thousand)3) Compensable Day
Increase supports one additional compensable day forcivilian manpower costs in FY 2020 (262 days) as
compared to FY 2019 (261 days). (FY 2019 Baseline:$54,036 thousand)
9. Program Decreases
a. Annualization of FY 2019 Program Decreasesb. One-Time FY 2019 Increasesc. Program Decreases in FY 2020
1) Services Requirement Review Board
Reduces funding through efficiencies found in service

AmountTotals
26,582

23,2392,961

382-2,453-2,453
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
III. Financial Summary ($ in thousands)
C. Reconciliation of Increases and Decreases
support contracts. (FY 2019 Baseline: $660,686
thousand)FY 2020 Budget Request

AmountTotals696,884

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:
Performance measures support oversight, planning, and implementation of the defense
strategy and Geographic Combatant Commanders’ (GCCs) Theater Security Cooperation
strategies. These programs enable the Department of Defense to strengthen and deepen
partnerships across the globe both to address the dynamic security environment, as nocountry alone can address the globalized challenges we collectively face, and to help
manage fiscal realities. The Department must continue to coordinate planning to optimize
the contributions of our allies and partners to their own security and to Department of
Defense combined activities.
Regional Centers for Security Studies
A. FY 2018 PRIOR YEAR ASSESSMENT
Africa Center for Security Studies (ACSS)− In support of national security strategic objectives, Geographic Combatant Command(GCC) priorities, as well as ICB- and program-specific goals, ACSS conducted courses,
workshops, research, and dialogues.
− ACSS faculty completed an innovative research study on the relationship between term
limits and both domestic and regional stability. This study was widely cited both on
the African continent and in the U.S., including in the Economist newspaper.
− In support of policy guidance to counter violent extremism, ACSS partnered with the
Security Institute for Governance and Leadership in Africa at Stellenbosch University,
South Africa, to host a five-day workshop on regional and sub-regional strategies tocounter violent extremism.
− In support of policy guidance and a Congressional mandate to prioritize maritime
security, ACSS convened a workshop of 50 maritime security professionals from 26
countries and 13 regional organizations to collaborate on sub-regional and regional

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:strategies for promoting a stable, secure, and sustainable maritime economy on the
African Continent.
Daniel K. Inouye Asia-Pacific Center for Security Studies (DKI APCSS)− DKI APCSS efforts continued to meet both national, defense, and combatant command
guidance to promote defense reform and institution building, reinforce Security Sector
Development (SSD), support Maritime Security (MARSEC), facilitate collaborative
approaches to counter-terrorism and countering violent extremism (CT/CVE), enhance
ASEAN-centric security institutions, and strengthen the humanitarian assistance anddisaster response (HA/DR) capacity of regional partners.
− In achieving these objectives, DKI APCSS educated, empowered, and connected 1,552 midgrade and senior security practitioners through 8 alumni-producing courses and 11
workshops, conferences, roundtables, and security dialogues to address regional andglobal security issues.
− Courses included the Advanced Security Cooperation Course, which enabled military andcivilian leaders to deepen their understanding of security issues within political,
socio-economic, defense, and environmental contexts, to the Comprehensive Crisis
Management Course, focused on enhancing capacity among security practitioners forcrisis preparation, mitigation, response, and recovery. The Transnational Security
Cooperation course enhanced awareness of transnational security issues, exploring
opportunities to strengthen states’ capacities and collaborative policies to address
them.
− The Comprehensive Security Responses to Terrorism (CSRT) Course provided combatting
terrorism (CbT) security practitioners in the Indo-Asia-Pacific region, as well asother designated countries around the world, the operational and strategic skills
necessary to enhance their ability to understand and combat terrorism andtransnational threats and build relationships among global CbT practitioners, in order
to inspire trust, confidence and specific methods necessary for increased information
sharing and reduction of obstacles to cooperation in the international, collaborative
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:effort against those who use terror to achieve goals. The curriculum focuses on the
non-warfighting aspects of security and is divided as follows: Understanding, Framing
and Assessing the Challenge; Formulating Responses to the Challenge; and Strategy
Application. After leaving the Center, CSRT graduates are able to continue theircollaborative efforts through IT/ET-enabled portal connectivity.
− In addition to the enhanced knowledge, skills, and abilities, course Fellows
identified specific opportunities to enhance security in partner nations or subregions with tangible work plans they implement upon returning to their country. A
Pakistani Fellow leveraged the educational opportunity to spearhead the development ofPakistan’s National Countering Extremism Policy Guideline Strategy. A Fellow from thePhilippines created a 5-day training program on Preventing and Countering Violent
Extremism for government officials of all levels and education institutions around thecountry. A Malaysian Fellow established a regional center for military legal studies
and international humanitarian law. A cohort from Niue is currently working on a
handbook that lays out the roles and responsibilities of government agencies, NGOs,
and the private sector for proper coordination in managing crises. Notable were threecohorts from Vietnam, Papua New Guinea and ASEAN that have been working on projects
geared towards Trafficking in Persons with results that currently include greaterpublic awareness and several lives saved.
− DKI APCSS, in accordance with the Department’s guidance and priorities, developed andconducted eleven conferences, workshops, roundtables and security dialogues, bothresident and in-region. The Center provided significant support to ASEAN, to include
serving as a supporting partner to OSD (Policy) in co-hosting the 12th ASEAN Defense
Ministers’ Meeting-Plus Experts’ Working Group (EWG) on Humanitarian Assistance andDisaster Response (HADR) with Malaysian Ministry of Defense, and helping prepare
Vietnam to assume the ASEAN chair in 2020.
− Conducted workshops focused on building maritime shared awareness in Southeast Asia;
countering violent extremism in Southeast Asia, with emphasis on raising awareness on
trends and opportunities for collaboration to address extremist networks; maritime law
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IV. Performance Criteria and Evaluation Summary:enforcement hosted by the Vietnam Coast Guard and U.S. Mission to ASEAN, focusing
initially on a cooperative framework and concurrent operational plan to address
counter-illegal, unreported, and unregulated (IUU) fishing; and the National Symposium
on Women, Peace and Security hosted by His Majesty’s Armed Forces in Tonga that
promoted a whole-of-government and society dialogue on the value of a National Action
Plan on Women, Peace and Security for the island nation.
William J. Perry Center for Hemispheric Defense Studies (WJPC)− WJPC conducted six resident courses for 287 participants from 17 countries. WJPC also
conducted two regional in-region seminars in two different countries (Panama,
Barbados) for 130 participants from 23 countries, as well as 17 bilateral in-region
seminars in eight different countries (Argentina, Colombia, Dominican Republic, El
Salvador, Guatemala, Honduras, Mexico, Trinidad & Tobago) for 2465 participants. WJPC
hosted three local Hemispheric Forum events on the Colombian Special Jurisdiction for
Peace, on National and International Efforts to Address the Opioids Crisis andTransnational Organized Crime, and on Central American Maras, with a combined
attendance of over 400 people and a combined livestream viewership of over 250. There
were also 10 virtual presentations for four countries (Argentina, Honduras, Paraguay,Peru), with a combined audience of approximately 350 people.
− WJPC designed and offered courses and seminars to support the Department of Defense’s
efforts to build and sustain transparent, capable defense and security governanceinstitutions.
− WJPC conducted the Defense Policy and Complex Threats (DPCT) course, in which midlevel policymakers learn how to build credible future alternative scenarios forsecurity and defense challenges and identify institutional gaps in confronting complex
adaptive conflicts. DPCT satisfied short- and medium-range indicators of success
identified by OSD, including appropriate level of seniority for partner nation
participants and the application of course content and methodologies in ministries andarmed services.
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IV. Performance Criteria and Evaluation Summary:− WJPC conducted transnational threats programs with an emphasis on Combating Transregional Transnational Threats Networks in the format of resident courses (Countering
Transnational Organized Crime and Illicit Networks in the Americas, and Cyber Policy
Development), one sub-regional seminar focused on the specific challenges faced byCentral America, and four bilateral in-region seminars focused on the challenges facedby Colombia, Dominican Republic, Mexico and Argentina. These programs satisfied shortand medium-range indicators of success for two Department policy priorities; supported
Department of Defense efforts to combat transnational threats, and supported partners
exporting security.
George C. Marshall European Center for Security Studies (GCMC)− The Marshall Center continues to build capacity and network security sector
professionals regionally across Europe/Eurasia and transnationally from across theglobe. During FY 2018, GCMC conducted 11 resident courses with 851 participants andgraduated 351 participants in 31 PLTCE courses. GCMC completed over 19,922 participant
days for resident courses alone. For non-resident events, GCMC conducted over 279
events across the region reaching 16,071 total participants.
− The Marshall Center continuously builds, maintains, and engages a network of trained
security professionals to create a positive change for a more stable world throughdemocratic principles. The success of this network begins with selecting the bestinternational candidates nominated through U.S. military combatant commands and U.S.
and German country teams. Nomination criteria takes careful consideration of key
demographics (whole-of-government diversity, gender, professional background,
seniority, likelihood of future success, etc.) for participation in GCMC events. The
network is further strengthened through community of interest and outreach events
where alumni from different resident courses are re-engaged to discuss specificthreats and to share global best practices for addressing the threat. Finally, GCMC
serves as a mentor and clearing house for the alumni network. Alumni are assisted
continuously in gaining access or information and connecting with other alumni and/or
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IV. Performance Criteria and Evaluation Summary:
US/German stakeholders to address a concern. GCMC stays in contact with its 14,600+
member network through a variety of outreach events and digital communication tools.
Near East South Asia Center for Strategic Studies (NESA)− NESA Center, using a whole-of-society approach to addressing critical national
security issues, was successful in completing 75 resident programs with participantsfrom 106 countries resulting in 879 new alumni-with the addition of numerous topicalseminars and meetings-and the engagement of 1,420 participants. NESA’s unique ability
to use the collaborative interests and knowledge of regional combatant commands andU.S. military organizations allowed it to provide strategic depth to CENTCOM (7),
AFRICOM (10), ARCENT (3), UAE (3), and the Joint Staff (2) by executing 53 tailored
programs focused on addressing various regional security issues. Provided the Deputy
Special Presidential Envoy for Countering ISIS to the National Command Authority.
− NESA’s unique relationship with numerous universities, connected to regional thinktanks and other government agencies, facilitates strategic dialogues making NESA an
excellent resource for international policymakers. NESA programs, in coordination with
the University of California at Los Angeles, the University of Ottawa, the Hoover
Center at Stanford University, the Middle East Institute, and the International
Institute for Strategic Studies, cover strategic international challenges such as the
Arab-Israeli Peace Discussions, the U.S.-Iran Nuclear Dialogue, South Asian Regional
Security, Middle East-North Africa Security, the India-Pakistan Nuclear Settlement,
and the India-Pakistan Military to Military Relationship.
B. FY 2019 CURRENT YEAR ASSESSMENT
Africa Center for Security Studies (ACSS)− ACSS programs will continue to follow a strategic work stream of programming andactivities with concrete goals and objectives to secure positive outputs and advancepeer learning through the application of an effective theory of change.
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− ACSS activities remain consistent with and supportive of Department priorities working
with African countries and organizations to promote security sector governance andstrengthen defense institutions through U.S. security cooperation in Africa. The
strategic framework applied to its program streams will have imbedded guideposts forassessing, monitoring, and evaluating short-, medium-, and long-range indicators ofsuccess. This model will produce benchmarks for further curriculum review, ensuring
the basis for institutional effectiveness and efficiency while maintaining sustained
relevance, better alignment to U.S. policy objectives, safeguarding stakeholder
support and producing greater return on investment.
− ACSS will continue to focus on; Strengthening Leadership, Strategy & Institutions in
Africa’s Security Sectors; Addressing of the underlying causes of Insecurity and
Improving Collective Security and crisis response; Addressing the Governance-SecurityDevelopment Nexus; and Focusing on Women, Peace, and Security.
Daniel K. Inouye Asia-Pacific Center for Security Studies (DKI APCSS)− DKI APCSS will continue to build partner capacity and maintain security networks
through its executive education programs that reinforce the importance of security
cooperation and a rules-based system for the Indo-Pacific. The workshop and dialogue
programs will continue to emphasize maritime security cooperation, defense institution
building and security sector development, countering violent extremism, humanitarianassistance/disaster relief, Association of Southeast Asian Nations (ASEAN), and therole of regional institutions in security cooperation. Collectively courses,
workshops, dialogues, and other outreach events ensure sub-regional and functionalarea coverage.
− DKI APCSS programs will continue emphasis on executive education through resident andin-region courses, workshops, dialogues, and related programs. The suite of resident
courses support guidance through tailored curricula and targeted participation
primarily by key Indo-Pacific countries and organizations.
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IV. Performance Criteria and Evaluation Summary:
William J. Perry Center for Hemispheric Defense Studies (WJPC)− Defense governance remains the top priority for WJPC. WJPC’s academic offerings willcontinue to support efforts of the Department of Defense to build and sustaintransparent, capable defense and security governance institutions. FY 2019 programs
include the Defense Policy and Complex Threats course, in which mid-level policymakers
learn how to build credible future alternative scenarios for security and defense
challenges and identify institutional gaps in confronting complex adaptive conflicts;
the inclusion of governance themes and modules into all English and Spanish
foundational courses; publication of independent research on governance, including
chapters in Effective, Legitimate, Secure: Insights for Defense Institution Building
and other edited volumes; and short bilateral and sub-regional seminars on defense
governance which are programmed in response to partner nation requests and guidancefrom OSD Policy and U.S. Country Teams.
− WJPC will continue to build and leverage Communities of Practice (COP) in accordancewith Department guidance. WJPC will cultivate these COPs as venues for transnational
cooperation, forums for Department of Defense strategic messaging, and contributors toand repositories of a growing knowledge base in Institutional Capacity Building
activities.
− WJPC will continue to develop programs that address regional security needs in the
cyber domain. Academic programs on cyber security and defense continue to be a top
request from partner nation counterparts. WJPC will expand existing cybersecurity
programs, including Principles of Cyber Policy Development, incorporate more cyberdomain content into transnational threats programs, and seek partnership opportunities
with international leaders in cyber defense.
− WJPC will continue to support the Transnational Security Studies Program at the GCMC
by recommending the best English-speaking candidates from priority nations andcontinue the use of virtual engagement and the entrepreneurial model which leveragessome partners’ facilities and personnel resources for hosting Perry Center in-region
programs, greatly reducing the costs for facility rental and billeting.
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:George C. Marshall European Center for Security Studies (GCMC)− GCMC, as a vital instrument of German-American cooperation, creates a more stablesecurity environment by advancing democratic institutions and relationships; promoting
active, peaceful, whole-of-government approaches to address transnational and regional
security challenges; and creating and enhancing enduring partnerships worldwide. The
desired intermediate outcome is to develop and sustain a network of policy
practitioners that build joint, interagency, and multinational and interoperable
partner capacity. Advances toward this outcome will be made through a focus ontransnational and regional issues conducted via resident programs, non-resident
outreach courses, and non-resident alumni events.
− Transnational issues will be addressed by continuing to offer existing programs suchas: the Counter Transnational Organized Crime program, the Program in Cyber Security
Studies, the Program in Terrorism and Security Studies, and the Senior Executive
Seminar. Additionally, many transnational themes are incorporated into the Program in
Applied Security Studies.
− Regional issues will be addressed by existing courses such as: the Seminar on Regional
Security, the Program in Applied Security Studies, the European Security Seminar-East,
the European Security Seminar-South and the European Security Seminar-North, which
addresses Arctic security concerns. Additionally, recognizing COCOM stakeholder
concerns, GCMC is working with EUCOM, AFRICOM, and the Africa Center for Security
Studies to develop the Europe-Africa Security Studies, a program designed to address
cross-regional security challenges that affect both Europe and Africa.
Near East South Asia Center for Strategic Studies (NESA)− NESA will actively pursue opportunities to enhance the capabilities of our regional
partners by integrating our efforts through strategic-level education. The Center's 62
professional military and civilian strategic education initiatives and programs
constitute our main effort and create a long-term culture of communication and
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:coordination with U.S. Central Command, U.S. Africa Command, U.S. Indo-PacificCommand, and United States Government agencies and other regional partners to achieve
Department of Defense objectives.
− NESA’s partnership of Strategic Studies Network (SSN) links NESA with nearly sixty
strategic centers and think-tanks from across North Africa and the Middle East, andSouth and Central Asia and is an increasingly important United States Government
outreach tool. NESA brings key regional influencers from these centers together
annually to survey regional issues and capture security, diplomatic, political,
economic, and resource trends. Our SSN partners provide a unique platform to engage
academics and young, emerging future regional leaders that will enhance our long-term
ability to prevail in combat.
− Additionally, NESA is supporting the Office of Security Cooperation-Iraq (OSC-I) in
efforts with security sector reform by developing a professional education program for
Iraq national security members. The program is being developed in coordination with
Iraq’s security sector reform working group, within the Office of the National
Security Advisor-Iraq.
C. FY 2020 PLANS AND OBJECTIVES
Africa Center for Security Studies (ACSS)− ACSS plans to increase program requirements to support executive-level security andgovernance priorities (e.g. Security Governance Initiative), Office of the Secretaryof Defense for Policy priorities (Countering Terrorism and Transnational Threats,
Security Sector Reform, and Strengthening Defense Institutions), U.S. Africa Commandand its Service Components Theater Campaign Plan (TCP) and Lines of Effort, and otherinteragency security priorities.

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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:Daniel K. Inouye Asia-Pacific Center for Security Studies (DKI APCSS)− Efficiencies will continue to be achieved by carefully growing our Regional Security
Studies Intern Program (RSSIP), aimed at attracting carefully-selected students forlimited internships, and our military Service Fellowships, which provide a blended
learn/teach/research experience to meet specific requirements of the Service.
William J. Perry Center for Hemispheric Defense Studies (WJPC)− WJPC will continue to provide programming that directly addresses Department policies
and priorities.
− WJPC will host the Managing Security and Defense (MSD) executive seminar in FY 2020
that imparts to senior policy makers the strategic benefits of modernized defense
governance institutions and instructs them on the theory and principles of executive
leadership of organizations in transformation. Through Communities of Practices, WJPC
will build a shared knowledge base of Defense Institution Building principles andmethods that can be utilized by partner nations and, when appropriate, employed byother security cooperation partners outside the Americas. This knowledge base willproactively capture lessons learned from multiyear defense governance reform efforts,
including country programs in Guatemala and Trinidad and Tobago.
George C. Marshall European Center for Security Studies (GCMC)− GCMC integrates the mutually supporting elements of Resident, Non-Resident Outreach,
Non-Resident Alumni, and PLTCE programs to meet mission requirements; Resident
programs provide a stable menu of foundational security studies focused on GCMC
priorities and informed by the strategic environment. Modules are exportable and may
be used to support Non-Resident efforts. Resident programs build the network. NonResident Outreach programs reinforce foundational development and maintain theflexibility and responsiveness to address emerging security challenges with a more
specific geographic focus.
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IV. Performance Criteria and Evaluation Summary:
Near East South Asia Center for Strategic Studies (NESA)− NESA will continue to connect regional countries with U.S. Central Command, U.S.
Africa Command, U.S. Indo—Pacific Command and United States Government agencies andother partners to achieve Office of the Secretary of Defense for Policy’s national
security objectives through professional education seminars provided by highly
qualified faculty members and supporting staff in Washington D.C. and in region.
− NESA will continue its United Arab Emirates National Defense College (UAE NDC)
partnership. These efforts are a key component to building USG allies’ ability tooperate at the strategic level as part of coalition and joint operations.
− NESA will continue, and modify as necessary, Track II programs with the University ofCalifornia at Los Angeles, the London-based International Institute for Strategic
Studies, the University of Ottawa, and the Middle East Institute to directly assist in
preparing the environment with our regional partners.
− NESA will continue its partnership of Strategic Studies Network with nearly sixty
strategic centers and think tanks from across North Africa and the Middle East, andSouth and Central Asia to maintain or gain access to policy makers, prepare thestrategic environment, and to develop understanding on topics of mutual national
security interest.
Wales Initiative Fund (WIF)A. FY 2018 PRIOR YEAR ASSESSMENT− In support of national security strategic objectives, Geographic Combatant Command(GCC) priorities, as well as ICB- and program-specific goals, WIF supported activities
in EUCOM, CENTCOM and AFRICOM.
− In particular, WIF supported various activities to support the development of the
Kazakh Armed Forces.
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− DGMT assisted the Ministry of Defense (MOD) drafting legislation that enables reformsof Basic Military Training, retirement system, MoD authorities andrecruiting/retention protocols allowing them to meet presidential directive totransform into a majority volunteer force.
− Supported the Human Resource Policy reform and Combat Training Management Reform as
well as curriculum/faculty development for leadership and critical thinking. The
Kazakhstan National Defense University’s 40-hour Civ Mil affairs course for the Staff
and War Collee programs, first of its kind in Central Asia enhancing Kazakh capacity
to exercise responsible civilian control of national security and contribute tocollective security.
− In North Africa, AFRICOM activities funded by WIF addressed national security
objective to improve the ability of their security services to counter terrorism,
human trafficking, and the illegal trade in arms and natural resources, as well as todefeat terrorist organizations.
B. FY 2019 CURRENT YEAR ASSESSMENT− In order to address the Congressional mandate on partner nation institutional capacity
building (ICB), WIF is working closely with the ICB community to develop policies andprocesses to ensure WIF is most effectively supporting ICB, and broader Security
Cooperation efforts and not a standalone effort. While continuing ongoing programs andspecific program objectives, in FY 2019 WIF is supporting the development ofcomprehensive ICB plans that address strategic objectives and Geographic CombatantCommand (GCC) priorities ensuring better return on investment.
C. FY 2020 PLANS AND OBJECTIVES− In FY 2020, WIF activities align with comprehensive ICB efforts, complementing andsupporting other ICB activities, where applicable, to most effectively support GCC ICB
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:objectives in and broader Security Cooperation programs. The WIF program willcontinue to help shape NATO Partnership Goals and maximize alignment with U.S.
security interests, in particular institutional capacity building, as a means toenable Geographic Combatant Commands (GCCs) better access to WIF as a security
cooperation tool and collaborate with NATO Projecting Stability efforts.
Combating Terrorism Fellowship Program (CTFP)
A. FY 2018 PRIOR YEAR ASSESSMENT− The CTFP trained and educated approximately 3,000 foreign security officials in a wide
range of combating terrorism skills. The CTFP focused on developing partner nation
long term capabilities by enhancing and broadening understanding of the root causes ofterrorism and violent extremism. Senior Ministry of Defense officials in Romania,
Uganda, Malta and Bosnia have all stepped forward in offering their countries aslocations for future regional education and training venues. In addition to theseregions, the CTFP also addressed specific counterterror gaps in Africa. Due tofeedback and continued interaction by the CTFP network in Africa, programs weredeveloped and executed that specifically addressed key problem areas such as BokoHaram in Nigeria, al-Shabaab in Somalia, al-Qaida in the Islamic Maghreb, and the
Libyan Islamic Fighting Group.
− The CTFP also sponsored more than 60 international officials in three different
Master’s Degree programs. These programs are the capstone of the education
opportunities provided by the CTFP. Many of the CTFP graduates are now in notable
positions of influence within their countries. More importantly, many of them reachback to the CTFP - drawing on the program’s resources to further combating terrorism
efforts. For example, a recent graduate of the CTFP Master’s Program is now a Division
Commander in the Kenyan Army. Other alumni include the Director of MilitaryIntelligence for Niger and Afghanistan’s Ambassador to India.
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:B. FY 2019 CURRENT YEAR ASSESSMENT− In FY 2019, the CTFP will incorporate Irregular Warfare (IW) into its programing.
Several institutions will be selected to conduct program reviews on in-resident
training, as well as mobile programing to determine the most appropriate, and costeffective method of including IW into ongoing combating terrorism training.
− The CTFP will also continue to be a valuable tool for the Department of Defense andwill support U.S. efforts to provide targeted, international combating terrorism
education to partner nations. Combating terrorism education and training programs have
proven to be an effective strategic tool in the struggle against violent extremism. In
FY 2019, the CTFP will expand and operationalize the global network of professionals
through targeted continuing education events. Specifically, the CTFP will engage withalumni in Africa to combat the spread of violent extremism. These efforts will belinked to the broader train, and equip programs to further enhance the capabilities of
the African nations. The program will also work directly with Middle Eastern alumni toprovide a counter narrative to the Islamic State in Iraq, and Syria.
− Additionally, the CTFP will begin a broad based assessment effort in conjunction withother institutional capacity building programs to determine partner-nation needs incombating terrorism. These assessments will facilitate the development of holistic
security cooperation programs and allow a full scope assessment of the program’s
effectiveness.
C. FY 2020 PLANS AND OBJECTIVES− In FY 2020, the program will have fully incorporated the IW recommendations from theprogram reviews conducted in FY 2019. IW will be included in all aspects of the
program, to include the regional centers and masters programs.
− Building on the efforts in FY 2019, CTFP program plans will expand and operationalize
the global network of security cooperation professionals. The program will target
expansion into areas of the world that will continue to experience an equal expansionof terrorist threats. In FY 2020, the CTFP anticipates the ability to allow ~3000
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:foreign military and security officials to attend CTFP-funded programs, continue theexpansion and utilization of virtual education opportunities and programs, and provide
approximately 450-500 educational programs to include 45 to 50 events in 30 to 35
foreign countries in all six Regional Combatant Commands. This will include combating
terrorism education and training support to emerging regional and sub-regionalorganizations and alliances.
− Within AFRICOM, the CTFP will focus efforts in Kenya to help the Kenyan Defense Forcewith border security. Within the CENTCOM region, the program will work to facilitate
regional interoperability. In Lebanon, the program will provide education and training
to help with control of their northern and eastern borders. Across the Central Asian
region the program will work to improve cooperation between Uzbek, Tajik, and Turkmen
forces in countering transnational threats. The CTFP anticipates the fielding of
online training platforms which will further improve full spectrum training andgreatly reduce overall cost. Once in place, these platforms will provide training
venues for a wide range of security cooperation training requirements in addition to
specific combating terrorism tasks. The CTFP covers all costs associated withtraining, and educating partner nations in combating terrorism topics, to include
travel, logistics, instructional content development, and subject matter experts.
Defense Security Cooperation Agency (DSCA) Headquarters
A. FY 2018 PRIOR YEAR ASSESSMENT− DSCA’s mission is to advance U.S. national security and foreign policy interests bybuilding the capacity of foreign security forces to respond to shared challenges.
As such, maintaining a skilled workforce enables DSCA to efficiently andeffectively execute mission requirements. DSCA support activities funds services
provided by the Defense Finance and Accounting Services (DFAS), the Department’s
Financial Improvement Audit Readiness (FIAR) efforts and the newly deployedEnterprise Resource Planning (ERP) system Defense Agency Initiative (DAI).
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:B. FY 2019 CURRENT YEAR ASSESSMENT− DSCA plans to continue audit readiness and remediation efforts while expanding
financial management capabilities with DAI. During FY 2019, DSCA will continue totrain and integrate other DOD Defense Agencies on DAI. DAI is a critical DOD
effort to modernize the Defense Agencies’ financial management capabilities as
required by FY 202017 NDAA.
C. FY 2020 PLANS AND OBJECTIVES− DSCA will continue to restructure the management of programs and current
organizations implementing security cooperation efforts to maximize synchronization
across the enterprise in support of Department of Defense objectives.
Security Cooperation (SC) Data Management
A. FY 2018 PRIOR YEAR ASSESSMENT− Partner Outreach and Collaboration Support (POCS): The POCS program, through theRegional Center Persons and Activity Management System (RCPAMS), provided IT
solutions to enhance alumni tracking, collaboration, and outreach for more than
780,000 alumni of Regional Center programs and other alumni from various Departmentof Defense and Partner educational and cooperation institutions. Additionally,
GlobalNET, an open source collaboration IT system, provided international partners
and alumni the ability to continue collaboration with U.S. and other foreign
partners on important security issues. GlobalNET also provided the means for U.S.
academic institutions to maintain contact with their alumni to sustain lasting
relationships.
− In FY 2018, POCS expanded RCPAMS and GlobalNET access to international fellows
programs at U.S. Army War College and U.S. Naval Postgraduate School, thus further
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:integrating efforts of security cooperation providers in the training and education
field.
− Global Theater Security Cooperation Management Information System (G-TSCMIS):
Successfully supported the operations and maintenance of the system through support
for the DSCA program team, travel, training, and software maintenance.
B. FY 2019 CURRENT YEAR ASSESSMENT− In FY 2019, the Partner Outreach and Collaboration Support (POCS) continues toexpand access to both systems for a host of DoD schoolhouses, thus expanding acommon database and knowledge base on which security cooperation providers can draw
mechanisms for partners to collaborate and continue to update the GlobalNET
technology to ensure the system remains relevant. Upgrade system to latest versionof open source software. Implement GlobalNET application for smart phone use.
− Global Theater Security Cooperation Management Information System (G-TSCMIS), will
maintain a help desk that provides 24/7 support to operational users of G-TSCMIS;
maintenance associated with the fielded G-TSCMIS system, including ensuring cybersecurity patches are applied, renewal of software licenses support, and systemadmin support; hosting fees associated with physical hardware servers or cloud
assets used to deliver the G-TSCMIS capability to the operational user; and travel
required to advance system objectives.
C. FY 2020 PLANS AND OBJECTIVES− Partner Outreach and Collaboration Support (POCS) will continue to provide the
GlobalNET and RCPAMS platform operations and maintenance support, to include
internet hosting for the GlobalNET platform, and RCPAMS, monitor the system for
intrusions, malware, system performance, and uptime in a risk management framework
certified facility. Implement upgrades and development as required. Further examine
usage and comparative advantages against other DoD and private educational andoutreach portals to inform future development and resourcing.
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Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− Global Theater Security Cooperation Management Information System will continue
efforts on providing support to the Security Cooperation community with help desk
support, system maintenance, and other necessary requirements for operation.
Defense Institution Reform Initiative (DIRI)
A. FY 2018 PRIOR YEAR ASSESSMENT− In support of national security strategic objectives, Geographic Combatant Command(GCC) country priorities, as well as ICB- and program-specific goals, DIRI conducted
160 engagements in 26 countries highlighted by the following accomplishments:
 In Lebanon, DIRI assisted the Lebanese Armed Forces (LAF) with both theprocess to develop and with revisions to the LAF Capability Development Plan
used at the March 2018 Rome II conference – this plan was used to inform U.S.
and other donor decisions regarding the provision of critical capabilities tothe LAF that would allow them to counter domestic and external extremist
threats. The US reaffirmed its support to LAF security cooperation
requirements as a result.
 In Nigeria, DIRI facilitated an in-depth assessment of Nigerian supply chainsin all three service components (Army, Air Force, and Navy). This assessment
represented one of the first instances of the Nigerians permitting a fullbaseline of their logistics and sustainment capabilities and challenges. It
is a significant step for information sharing and analysis that will allow
identification of areas for institutional reform that will improve theNigerian ability to conduct operations against Boko Haram and sustain U.S.
security cooperation equipment.
 In Niger, DIRI successfully supported the Nigerien Defense and Security
Forces in their design of an Inter-ministerial, long-term planning group.
This organization has been approved by President Issoufou and is expected to
be funded and stood up in CY2019. It will provide the Nigeriens with a joint
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Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:planning capability for the first time and will enhance their ability toanticipate their numerous evolving threats.
Working with the Guatemalan Ministry of Defense (MOD), DIRI has facilitatedthe creation of a Guatemalan decision support methodology and prioritization
process to empower Guatemala’s nascent defense and planning management
processes to make resource informed decisions regarding key defense
capabilities. This new process empowers the MOD to direct Guatemala’s
limited defense resources to more effectively employ and sustain priority
capabilities, to include U.S. security cooperation investments.

B. FY 2019 CURRENT YEAR ASSESSMENT− In FY 2019, DIRI will support the development of comprehensive ICB plans that address
strategic objectives and GCC priorities ensuring better return on investment.
Additionally, as the ICB mission continues to evolve to address requirements fromrecent NDAA’s, DIRI is supporting efforts to better plan, design and implement ICB
such as the creation of ICB country support plans, a contribution to the country
security cooperation plans, and incorporating assessment, monitoring, and evaluation(AM&E) into the country security cooperation planning process.
C. FY 2020 PLANS AND OBJECTIVES− Building on the efforts in FY 2019, the DIRI program will be at the core of providing
the defense institution implementation support to relevant 10 USC, Section 333
capability development packages, and the development of the Department’s more
integrated and centralized approach to the development, delivery, and monitoring ofintegrated ICB programs as well as ICB scoping methodology and lessons learned tosupport the implementation of the integrated approach across countries where ICB is asignificant undertaking.

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:Defense Institute of International Legal Studies (DIILS)
A. FY 2018 PRIOR YEAR ASSESSMENT− DIILS participated in the Geographic Combatant Commanders’ security cooperation
planning efforts and the cost of 36 Rule of Law engagement events with 22 countries.
DIILS engaged in all GCC areas of responsibility, with the exception of the U.S.
Northern Command.
− DIILS strength is the modest investment required to execute strategically agile,programmatically flexible, timely, sustained engagements in support of evolving
security cooperation priorities. DIILS leverages Active Duty, Reserve and National
Guard JAG officers, as well as government and civilian legal experts at minimal cost
(travel and per diem) to serve as instructors for these engagements.
B. FY 2019 CURRENT YEAR ASSESSMENT− DIILS will continue to support the development and global implementation of rule oflaw engagement in accordance with Departmental Policy guidance. DIILS plans to execute
this guidance to the extent feasible, given the enactment of 10 USC 333.
C. FY 2020 PLANS AND OBJECTIVES− DIILS will continue development and global implementation of legal engagement inaccordance with OSD guidance and priorities.
− DIILS will continue engagements with international partners as part of thecomprehensive implementation of long-term defense institution building within the
security sector reform. Legal engagements will also address the challenges ofdoctrinally incorporating stability operations within persistent conflicts, with afocus on establishing effective partnerships in support of U.S. national interest andgoals.
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− DIILS engagements will administer cost-effective implementations to continue with thedepartment’s success in building partner legal capacity in the defense sector and byachieving stability, in lieu of engaging U.S. forces.
Security Cooperation Account
A. FY 2018 PRIOR YEAR ASSESSMENT− Previously conducted solely as Global Train and Equip programs, DSCA supported thedevelopment and implementation of 94 building partner capacity cases aligned with the
Department’s defense priorities, the Guidance on Employment of the Force, and theGeographic Combatant Commanders’ (GCC) Theater Campaign Plans. These programs support
each GCC’s lines of efforts to achieve their campaign plan objectives, in cooperation
with the Joint Staff, DSCA, the Military Departments, and other DoD Components. Each
proposal leveraged both political and military expertise to ensure impacts in the
country or region are strategic and benefit U.S. national security objectives.
− Title 10 U.S.C., Chapter 16, Section 333 (hereby refer to as Sec.333) provided theauthority to build the capacity of foreign security forces and enable partner nations
to defend their sovereignty from internal and external threats. In FY 2018, Sec.333
was used to support over 144 individual DoD and Department of State (DoS) approved
programs in 72 countries. These programs ranged from support to European partners in
the Baltics to Pacific partners in the Philippines.
B. FY 2019 CURRENT YEAR ASSESSMENT− The Security Cooperation account will focus on improving partner nations’ ability to
conduct operations that support U.S. national security objectives, the 2018 National
Defense Strategy (NDS), and priorities outlined within. Sec.333 security cooperation
programs will directly support the NDS line of effort to strengthen alliances andattract new partners and align to the NDS priorities identified. Some of the programs
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:in FY 2019 will enable allies and partners to conduct: maritime security activities in
the Indo-Pacific to deter aggression, maintain stability, and ensure free access tocommon domains; counter transnational and trans-regional threat networks activities in
the Western Hemisphere to reduce the flow of illicit materials; and counter weapons ofmass destruction activities with Europe and Africa to deny extremist organizations theability to harm U.S. interests.
− In addition to providing partner nations’ with operational training, equipment, andservices, the DSCA security cooperation account will support the development ofpartners’ institutional capacity to absorb and apply new capabilities in theirsecurity forces. DSCA-funded activities will also support partners’ institutional
capacity to sustain critical capabilities. Assessing institutional capacity gaps andrisks with our partners is essential for effective security cooperation planning thattranslates strategy into requirements. Our investments should be shaped not just by
our objectives, but also an analysis of our investment options and which are going tobest contribute to our objectives, given our risk profile. Finally, Assessment,
Monitoring, and Evaluation activities will support these programs to help inform andshape planning and program design, and to ensure that investments in partner
capabilities will achieve the desired objectives.
C. FY 2020 PLANS AND OBJECTIVES− The Security Cooperation account will continue to develop the capacity of foreign
security forces based on the demand signal provided by GCC planners for resourcing of
security cooperation activities. Additionally, the account will resource programs thatare informed by the NDS priorities, directly advance U.S. defense objectives, and areconsistent with the general foreign policy of the secretary of State. The Department
will issue five-year strategic guidance to prioritize all DoD SC activities and informresource decisions beginning FY 2021.
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− These programs will strengthen and evolve our alliances and partnership into an
extended network capable of deterring or decisively acting to meet the sharedchallenges of our time in support of the NDS Line of Effort to “Strengthen Alliancesand Attract New Partners.” To achieve capable alliances, our programs focused on
deepen interoperability that will enable combined forces to act together coherently
and effectively to achieve U.S. defense objectives. Interoperability is a priority for
operational concepts, modular force elements, communications, information sharing, andequipment. We will prioritize accelerating foreign partner modernization and ability
to integrate with U.S. forces, train to high-end combat missions in our alliance, andreduce risk to our military.
Southeast Asia Maritime Security Initiative (MSI)
A. FY 2018 PRIOR YEAR ASSESSMENT− FY 2018 represented the full implementation of MSI and in this year, the Department
focused on increasing partner nations’ maritime domain awareness capacity, assist in
the modernization and training for maritime patrolling, and assist regional efforts
aimed at increasing interoperability and shared response to common transnational
threats.
− MSI expanded information sharing throughout the region, and deepen professionalism of
maritime security forces through dialogue, exercises and events, and militaryeducation courses/seminars.
B. FY 2019 CURRENT YEAR ASSESSMENT− In FY 2019 MSI will include installation of CENTRIXS terminals and fly-away kits, andfull utilization of Sea Vision into partners' national common operating pictures toinform and facilitate the creation of a Regional Maritime Picture utilized by all
recipient countries; completed construction of a VBSS training facility and upgrades
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:to Clark AFB in the Philippines to improve Philippine maritime forces' interdiction
capabilities; upgrades and renovations to Utapao Airfield in Thailand to improve
maritime airborne operations in the region; follow-on sustainment for Vietnam's EDA
WHEC vessel to support its operations at sea; and provision of Link-16 communications
and UAS capabilities to Malaysia.
− Additionally, MSI will initiate programs that build on past investments and deliver
new and improved capabilities to our partners in Southeast Asia. Of note, we will
provide UAS to Thailand and MPRA upgrades to Malaysia to improve their maritime
capabilities in the vicinity of the South China Sea. In addition, efforts to improve
institutional capacity of maritime C2 centers, promote information sharing, andincrease professionalism of maritime security forces across the region throughnetworked partnerships and dialogue.
C. FY 2020 PLANS AND OBJECTIVES− FY 2020 will represent the full integration of South Asia into the ongoing MSI
program, including capacity building in the core areas, particularly with Sri Lanka
and Bangladesh the department work to expand these partners' maritime security
capacity and capabilities. Meanwhile, efforts in Southeast Asia will take on addedcomplexity, building on the foundational work conducted under FY 2016-2018 MSI
programs and final implementation of programs notified in FY 2019 where appropriate.
Ministry of Defense Advisors (MoDA) Program
A. FY 2018 PRIOR YEAR ASSESSMENT− In support of national security strategic objectives advisors are engaged directlywith Afghan counterparts in the Ministries of Defense and Interior, as well as with
the Presidential Information Coordination Center (PICC). Globally, the DSCA MoDA
program engaged in seven countries, including Iraq, and one international
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:organization, to support a number of priority security cooperation efforts, including
the Maritime Security Initiative (MSI).
− Highlights for the MoDA Global program included: (1) a team of seven advisors in
Ukraine, advising on strategic communications, logistics, and medical advisors whose
work supported ongoing operations, and a strategy and policy advisor providing
assistance to the Ukrainian Cabinet of Ministers in developing their NATO Annual
National Plan and Euro-Atlantic integration efforts; (2) four advisors in Georgia
supporting the NATO Substantial Georgia Package (SNGP), the Georgia Defense Readiness
Program (GDRP), and the Georgian Wounded Warrior Program; and (3) a maritime domainawareness (MDA) advisor assigned to the Association of South-East Asian Nations(ASEAN) who worked to establish a regional architecture that will enhance security
along critical U.S. sea lines of communication and laying the groundwork for
additional MDA advisors across South-East Asia supporting Maritime Security
Initiative.
B. FY 2019 CURRENT YEAR ASSESSMENT− MoDA is working closely with the ICB community to develop policies and processes toensure MoDA personnel are most effectively supporting ICB, and effectively integrated
with broader Security Cooperation and Assistance efforts. In FY 2019, the MoDA global
program will maintain and expand support to building partner capacity missions
worldwide. Although the distribution of supported countries will depend heavily on
the absorptive capacity of partner nations, the program will balance resources acrossthe Geographic Combatant Commands in accordance with global priorities established by
the Department. Additionally, as the program expands, the Department will continue
to address requirements from NDAA 2017 and improve the training program to makegreater use of broader Departmental resources, thus addressing strategic objectives
and GCC priorities ensuring better return on investment.
C. FY 2020 PLANS AND OBJECTIVES
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− MoDA activities will be an integral part of comprehensive ICB efforts leading andsupporting other ICB activities, where applicable, to most effectively support GCC
ICB objectives in and broader Security Cooperation programs. Increased awareness andintegration of the program into the Geographic Combatant Commands’ planning processes
will result in significantly increased demand and continued expansion of the MoDA
global program as required to meet Department security cooperation goals.
Assessment, Monitoring, and Evaluation (AM&E)
A. FY 2018 PRIOR YEAR ASSESSMENT− FY 2018 focused on the continued effort to implement the FY 2017 NDAA guidance todevelop a framework for multi-year assessment, monitoring and evaluation of all
significant security cooperation initiatives. This is designed to improve the overall
effectiveness of security cooperation assistance, to better inform the U.S. Congresson the outcomes of that assistance, as well as to provide information to support
decisions on resource allocations.
− The Department focused on increasing AM&E awareness and supported each GCC in
advancing at least one pilot Initial Assessment/Initiative Design Document mandated in
DOD Instruction 5132.14. Proposed planning included a phased approach. Phase 1 focusedon each Geographic Combatant Commands’ initial assessment, monitoring, and evaluation
efforts on FY 2018, Section 333 initiatives, applying simple AM&E frameworks. Phase 2
piloted the use of the Initiative Design Document, with a requirement for each
Geographic Combatant Command to develop at least one Initiative Design Document fromthe list of authorized Section 333 or other significant security cooperation
initiatives.
− In response to the requirement for centralized evaluations, the Department conducted astrategic centralized evaluation measuring the effectiveness of Logistics Security
Cooperation capabilities and capacity of partner contributions to the achievement of
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:broader security cooperation outcomes (i.e., objectives in Theater Campaign Plans,country plans, or other foreign policy objectives).
− The Strategic Evaluation of Logistics Security Cooperation began with an analysis ofSecurity Cooperation in the Baltics using rigorous methods in order to be sufficiently
representative. This study evaluates the impact, outcomes, and effectiveness oflogistics initiatives. Case studies will be compared and contrasted to understandlessons learned and best practices, which can be applied to all future logistics
security cooperation initiatives in FY 19 and beyond.
− Milestones:
 Draft AM&E guidance in support of the DoD Instruction 5132.14 was issued in
2nd Quarter FY 2018
 Designed a strategic evaluation on logistics security cooperation by end of
2nd Quarter FY 2018 and completed by 4th Quarter FY 2018
 Began study on assessment of workforce required to execute quality assessment,
monitoring, and evaluation
 Completed six staff assistance visits (SAV) supporting all GCCs inunderstanding the AM&E requirements mandated by the FY 17 NDAA reforms
 Convened a group of evaluation methods experts to support the strategic
evaluations
B. FY 2019 CURRENT YEAR ASSESSMENT− In FY 2019, the Department will continue to refine guidance and support theimplementation of the AM&E framework in collaboration with DSCA, the GCCs, and theServices. Stronger AM&E of SC initiatives will promote broader holistic efforts thatlead to greater impact, outcomes and effectiveness in support of USG objectives forsecurity cooperation. There will be a strong focus on initial assessments, in order tobetter inform IDD development.

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− In FY 2019, efforts will complete a minimum of five independent strategic evaluations
on key security cooperation topics. These evaluations will lead to dissemination of
key recommendations and lessons learned to inform current and future security
cooperation activities. Additionally, priority will be given to institutionalizing a
new planning process leading to development of IDDs at each GCC as Phase 3 in theimplementation process. Sustainment of this process will include development of an
AM&E training program at the Defense Institute of Security Cooperation Studies(DISCS).
− Efforts will continue to support assessment, monitoring and evaluation as part of the
AM&E guidance package. IDDs will be further institutionalized as part of Phase 3 where
lessons learned will be applied from the Phase 2 IDD pilot and implementation of the
new planning process.
− Milestones:
 Initiate a minimum of five Strategic Evaluations of Security Cooperation.
Upon their completion, publish summaries. Evaluations will identify findings,
conclusions, recommendations, lessons and best practices.
 OSDP SC will continue to collaborate with DSCA to provide assistance to GCCs
and the Military Services in order to accomplish comprehensive IA/IDDs that
address host nation institutional and operational capacity.
 OSDP SC will coordinate with DSCA in determining reporting procedures andsystems for the performance data collected.
C. FY 2020 PLANS AND OBJECTIVES− In FY 2020, efforts will continue to refine guidance and begin standardizing bestpractices learned throughout the AM&E framework in collaboration with DSCA, the GCCs,
and the Services. Standardized best practices for AM&E of SC initiatives will lead togreater consistency, impact, and effectiveness in support of USG objectives for
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:security cooperation. While the focus in FY 2019 is assessments, in FY 2020 theDepartment will be focusing on further refining monitoring policies and procedures.
− In FY 2020, the department will begin at least six independent strategic evaluations
on key security cooperation topics. Priority will be given to defining, communicating
and integrating best practices learned from the evaluations.
− Significant Security Cooperation Initiatives (SSCIs) will describe clear, specificobjectives and the SC activities required for the next five years to achieve theintended effect and support the overall objectives of SC AM&E. Each GCC will develop
and document at least one SSCI per priority country in its respective AOR, using theinitiative design document (IDD) framework to develop SSCI objectives. AM&E training
will increase to approximately 20 courses per year, spread across all GCCs.
− Milestones:
 Begin a minimum of six strategic evaluations of Security Cooperation.
Evaluations will identify findings, conclusions, recommendations, lessons andbest practices.
 Publish unclassified evaluations to improve communication and transparency offederal SC spending.
 Continue to collaborate with DSCA to provide assistance to GCCs and theMilitary Services in order to accomplish strong IA/IDDs as well as
performance monitoring.
Security Cooperation Workforce Development Program (SCWDP)
A. FY 2018 PRIOR YEAR ASSESSMENT− N/A
B. FY 2019 CURRENT YEAR ASSESSMENT− The SCWDP plans to execute the following actions:
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:







Establish the Defense Security Cooperation University (DSCU)
Continue the development of a Security Cooperation Workforce(SCW) Certification
Program
Maintain the IT solution requirements with the Defense Civilian Personnel
Advisory Service (DCPAS) and the Defense Manpower Data Center (DMDC) for
position certification coding and tracking
Continue development of a new competency based educational and training
curriculum with tiered continuous learning to support SC certification
Continue development of DSCU SC workforce management study
Establish a professional development rotational program for the DoD Title 10
workforce.

C. FY 2020 PLANS AND OBJECTIVES− Key elements of SCWDP will include: (1) workforce analysis, including
identification of positions in the workforce, SC training and experience
requirements associated with those positions; (2) development of career paths andretention policies; (3) establishment of a professional certification program withtraining and professional development requirements; (4) establishment of a school
to train and educate the workforce; and (5) development of a mechanism for tracking
SC positions and personnel, and assigning appropriately certified personnel into
key positions.
− In addition to addressing these elements, SCWDP, through the Defense Institute of
Security Cooperation Studies (DISCS) will continue to provide training for the SC
workforce as courses are revised and new courses are developed. Additionally, DSCA
will work to synchronize program requirements with other workforce certification
programs such as the Defense Acquisition Workforce Improvement Act (DAWIA).
Defense Institute of Security Cooperation Studies (DISCS)
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:
A. FY 2018 PRIOR YEAR ASSESSMENT− DISCS continues to support the National Security objectives by educating over
10,000 students on a wide range of security cooperation programs at the Defense
Institute of Security Cooperation Studies.
− Leveraged online learning opportunities reaching over 6,500 students. Enhanced
online learning opportunities with revised Security Cooperation Management
Familiarization and International Programs Security Requirements. Developed andposted over 40 stand-alone modules of instruction and learning guides for training
and/or reference.
− Transformed the learning experience with the adoption of tablet technology for bothstaff and students. Additionally, upgraded the audiovisual technology in several
classrooms to ensure proper delivery of all course material.
B. FY 2019 CURRENT YEAR ASSESSMENT− DISCS will continue to support the SC workforce by providing resident, online andmobile courses while expanding academic partnerships with other institutions andorganizations.
− Continue to support certification efforts mandated by 10 USC Chapter 16. Rapid
expansion of courseware is expected with revisions and the development of new
courses. Complete the design, testing and fielding of new courseware prior to thefourth quarter of FY 2019.
− Continue to support the expansion of the Institute by increasing classroom
capacity. Upgrade academic audiovisual equipment for Wright-Patterson AFB and NCR
campuses for effective collaboration while enhancing the virtual learning
experience.
C. FY 2020 PLANS AND OBJECTIVES
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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget
IV. Performance Criteria and Evaluation Summary:− DISCS will continue to meet the objectives in Section 384 and improve the educationand professionalization of the SC workforce. Specific curriculum development
activities include on-line and resident courses to meet continually changing
educational requirements.
− Continue to develop a robust curriculum for the future and build on existing course
content addressing new topics such as Spouse Education and Assessment andMonitoring, and Evaluation (AM&E) education. In developing this vigorous
curriculum, we strive to cultivate the right balance between classroom and virtual
instruction while integrating academic partners to meet the demand for Security
Cooperation education. Such efforts will increase the student capacity at theinstitute by approximately 700 students and 16 class weeks of instruction.

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget

V. Personnel Summary
Civilian End Strength (Total)
U.S. Direct Hire
Foreign National Direct Hire
Total Direct Hire
Reimbursable Civilians
Civilian FTEs (Total)
U.S. Direct Hire
Foreign National Direct Hire
Total Direct Hire
Reimbursable Civilians
Average Annual Civilian Salary ($ inthousands)
Contractor FTEs (Total)

423
396
15
411
12
403
376
15
391
12
139.5

ChangeFY 2018/
FY 2019
-2
12
0
12
-14
21
32
0
32
-11
-1.3

ChangeFY 2019/
FY 2020
9
9
0
9
0
6
6
0
6
0
-0.9

80

0

0

FY 2018

FY 2019

FY 2020

416
375
15
390
26
376
338
15
353
23
141.7

414
387
15
402
12
397
370
15
385
12
140.4

80

80

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s BudgetVI.

OP 32 Line Items as Applicable (Dollars in thousands):
ChangeFY 2018/FY 2019

FY 2018
Actuals
48,184
1,835
50,01924,33024,330
3,782

Price
246
9
255
438
438
195

3,782
1,452
1,452
1,467
1,404

915 Rents (Non-GSA)
920 Supplies & Materials (NonFund)
921 Printing & Reproduction
923 Facilities Sust, Rest, & Mod
by Contract
925 Equipment Purchases (Non-Fund)
932 Mgt Prof Support Svcs
933 Studies, Analysis & Eval
955 Other Costs (Medical Care)
957 Other Costs (Land andStructures)
960 Other Costs (Interest andDividends)
964 Other Costs (Subsistence andSupport of Persons)OP 32 Line
101 Exec, Gen’l & Spec Scheds
104 FN Direct Hire (FNDH)
199 Total Civ Compensation
308 Travel of Persons
399 Total Travel
696 DFAS Financial Operation(Other Defense Agencies)
699 Total DWCF Purchases
771 Commercial Transport
799 Total Transportation
912 Rental Payments to GSA (SLUC)
914 Purchased Communications (NonFund)

987 Other Intra-Govt Purch
988 Grants
989 Other Services

ChangeFY 2019/FY 2020

Program
3,762
0
3,762
-471
-471
-347

FY 2019
Enacted52,192
1,844
54,03624,297
24,297
3,630

Price
0
0
0
486
486
8

Program
502
0
502
0
0
-154

FY 2020
Estimate
52,694
1,844
54,53824,78324,783
3,484

195
26
26
26
25

-347
0
0
0
0

3,630
1,478
1,478
1,493
1,429

8
30
30
30
29

-154
0
0
0
0

3,484
1,508
1,508
1,523
1,458

862
84,766

16
1,525

0-34,351878
51,940

18
1,039

0
0

896
52,979385
65,308

7
1,176

0-66,300

392
184

8
4

0
0

400
188

2,100
80,359
4,500
2
2,087

38
1,446
81
0
38

0
161
-161
0
-38

2,138
81,966
4,420
2
2,087

43
1,639
88
0
42

0
0
0
0
-42

2,181
83,605
4,508
2
2,087

70

1

0

71

1

0

72

161

3

0

164

3

0

167

86,26745
1,129,242

1,553
1
20,327-49,915-1-795,008

37,90545354,561

758
1
7,091

0
-1
23,824

38,66345
385,476

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Defense Security Cooperation Agency
Operation and Maintenance, Defense-Wide
Fiscal Year (FY) 2020 President’s Budget

ChangeChangeFY 2018/FY 2019
FY 2019/FY 2020
FY 2018
FY 2019
FY 2020
OP 32 Line
Actuals
Price
ProgramEnactedPrice
ProgramEstimate
990 IT Contract Support Services
36,906664
037,570751
038,321999 Total Other Purchases
1,495,931
26,927-945,613
577,245
11,54523,781
612,571
Total
1,575,514
27,841-942,669
660,686
12,06924,129696,884* The FY 2018 Actual column includes $989,462.0 thousand of FY 2018 Overseas Contingency Operations (OCO) Appropriations Funding (PL115-141).
* The FY 2019 Enacted column excludes $2,078,442.0 thousand of FY 2019 OCO Appropriations Funding (PL 115-245).
* The FY 2020 Estimate column excludes $1,927,217.0 thousand of FY 2020 OCO Appropriations Funding.
* The FY 2018 to FY 2019 change column includes $2,065.0 thousand reductions in lines 932 and 989, service contracts as a result of
the SRRB.

OP-5
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