What are the 99+ Steps for the 333 process

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The process for a Building Partnership Capacity (BPC) proposal case through the 333 authority includes 99 steps at a minimum. I’m sure I’ve missed some steps here and feel free to highlight them in the comments section (Note: I’ve purposefully left out the Implementing Agency/MILDEP steps which the OSC has a minimal role in their overall process). DISCS teaches you the FMS system in broad/major steps (http://www.discs.dsca.mil/documents/greenbook/05_Chapter.pdf). What it doesn’t go into are all the “ankle biter” tasks that are inclusive and highly important for BPC pseudo-FMS (333) cases. For this blog, I have taken a recent brief (one slide) and highly expanded it to drill down into the weeds of the things an OSC should track for each of their proposals. I’m not a checklist kind of person, yet I’ve created a checklist below. OSC work is inherently sequential. It is what it is – your job is to know, prepare for, and manage the “hoops” of OSC work.

Most of this information is in the SAMR and Green Book – with extensive explanations. I’ve tried to simplify the process here. I’ve also written this blog to highlight how complex our systems are – one major fail in these steps is major fail overall.

  1. GGC sends callout message to OSCs:
    a. OSC conducts analysis with partner nation of lacking capabilities
    b. OSC and partner nation agree to priority capability gaps
    c. OSC and desk officer prepare proposals
  2. GGC holds a conference:
    a. OSC, desk officer, and LOE lead propose capability gap
    b. Capability Gap is approved and validated
    c. OSR is assigned
    d. OUSD and DoS concur
    e. GGC prepares and releases OPORD to Components to develop 333 cases

    1. GGC submits concepts to other agencies for approval:
      a. GGC prioritizes lists based upon requirements in the Combatant Commander’s Campaign Plan
      b. OUSD reviews initial capability gap concept with input from DSCA and the Joint Staff
      c. OPRs (Components) conduct mission analysis with OSC guidance in order to further define the Capability Gap and prepare proposals. OPRs and OSCs identify training and equipment requirements
      ii. OPRs submit to IA/MILDEPS a P&A for initial equipment and training costs
  3. OUSD requests full proposals
  4. GGC holds a conference:
    a. OSC, desk officer, and LOE lead define, describe, and defend the Capability Gap Proposal being discussed
    b. Capability Gap proposal receives final validation
    i. OSR comments on MDMP analysis
    ii. OUSD, DSCA, and DoS discuss policy issues (if any)
    iii. Capability Gap proposal is concurred upon
    c. GGC finalizes proposals for submission to OUSD
  5. GCCs, DSCA, with OUSD and Joint Staff participation, coordinates with the OSC to develop and refine proposals
  6. OPRs submit final proposals to GGC with equipment lists, training plans, human rights, and institution building elements
  7. All agencies conduct final reviews of the capability gap
  8. Congressional notification(s) are developed for tranches (1 through 5) for DoD and DOS coordination and submission to Congress
  9. Agencies alert GCCs of Congressional notification submissions.
  10. 333 proposal is Congressionally Notified
  11. Congress approves 333 cases
  12. GGC tasks OPR via OPORD to execute 333 case
    a. OPR accepts or reclamas tasking
    b. OPR accepts tasking with RFIs.
  13. OPR tasks executing unit via OPORD to execute 333 cases
    a. Executing unit accepts or reclamas tasking
    b. Executing unit tasks unit and personnel to execute task
    c. Executing unit conducts initial mission analysis
    i. Trainers identified and Official passports requested
    ii. Government travel cards requested
  14. US Treasury transfers funds to DSCA for the 333 case
  15. DSCA and MILDEPs develop case:
    a. DSCA transfers funds to appropriate MILDEP
    b. MILDEP contracts equipment and training
    i. Equipment:
    i. MILDEP verifies NSNs and availability and pricing of requested equipment
    ii. MILDEP contracts requested equipment
    ii. Training:
    i. MILDEP contracts a Contractor for required training (normally this is technical in nature concerning the equipment that is provided): Contractor identifies requirements from OSC and contracts trainers
    ii. MILDEP MIPRs funds to USAFRICOM OPR based upon LOA lines
    a. OPR (Component) receives funds
    b. OPR conducts Pre-deployment Site Survey (PDSS) #1: PDSS members meet partner nation leadership, conduct site survey of future training areas, and identify support requirements that need to be contracted. OSC Budget LES provides local contractor information.
    c. OPR returns from PDSS #1
    i. Component main planner submits training requirements into contracting system
    ii. POI RFIs sent to executing units S-3
    iii. POI refined with coordination with executing agent S-3
    d. Training funds must be contracted NLT 30 Sep (actually 19 Sep)
    iii. DIILS will contact the OSC and arrange the Human Rights training requirement
    c. All funds must be obligated on contract by 30 Sep of the year Congress was notified (Note: this blog will not go into the intricacies of the “Tranche System” and any “roll-over” funding)
  16. OSCs, Contractors and/or Components execute the 333 BPC Case:
    a. Contractors may conduct a PDSS
    b. Components may conduct a final PDSS as well
    c. DIILS requests Human Rights screening
    d. Equipment is manufactured if needed or off the shelf if available
    i. Equipment contractors ship minor items (commo, EOD, medical, kits, etc.) to NAVSUP warehouse for consolidated shipping. NAVSUP consolidates items and ships once a container is full (this is why you get anywhere from one to ten + containers for one 333 case – they aren’t going to arrive all at the same time. Think about how you will deal with this? Is there a pilferage issue in your partner nation?)
    ii. Major End Items (vehicles) are consolidated and shipped directly to the partner nation. These usually arrive at the same time, but be prepared for a few major shipments
    e. OSC receives equipment and transfers to the partner nation:
    i. OSC NCOIC receives notification of arrival via MILDEPS (normally 30 days out)
    ii. GSO receives notification from host nation port facility that items have arrived
    iii. GSO coordinates with OSC NCOIC to verify shipment and coordinates customs clearance requirements (paperwork and a lot of stamps). Note: most of the time the host nation should wave any taxes on these items. Occasionally this may become an issue.
    iv. OSC NCOIC notifies partner nation of the arrival of equipment to the port and requests import tax exclusion. Then the OSC NCOIC coordinates delivery and transfers to the partner nation. OSC NCOIC prepares transfer documents.
    v. OSC NCOIC conducts equipment transfer
    vi. OSC NCOIC uploads equipment transfer documents into SCIP
    f. DIILS executes Human Rights training
    i. OSC NCOIC coordinates incoming travel arrangements
    ii. OSC notifies the partner nation of upcoming training requirement and requests a by name roster of attendees. (Note: this requirement is easy or hard depending on the country you are stationed in).
    iii. OSC receives DIILS team
    iv. DIILS executes training
    g. Contractors execute equipment orientation training
    i. OSC NCOIC coordinates incoming travel arrangements
    ii. OSC notifies the partner nation of upcoming training requirement and requests a by name roster of attendees
    iii. OSC and OSC NCOIC coordinate training event requirements (interpreters, base access, etc.)
    h. Components execute training
    i. OSC NCOIC coordinates incoming travel arrangements
    ii. OSC notifies the partner nation of upcoming training requirement and requests a by name roster of attendees
    iii. OSC and OSC NCOIC coordinate training event requirements (interpreters, base access, etc.)
    iv. Component trainers arrive
    v. Component trainers train host nation
    i. OSC (may or may not) hold a media event or a closing ceremony event. (Note: synchronize this with the executing agency)
    i. OSC discusses the event with leadership
    ii. OSC coordinates with PAOs.
    iii. OSC coordinates with partner nation for the event
  17. OSC receives equipment that arrived late and after training and deals with issues concerning that
  18. Contractor and Component complete AARs for initial train and equip
  19. OSC coordinates Institutional Capacity Building portion of the case
  20. OSC manages sustainment parts procurement of case (if the case was written correctly it could have up to five years of sustainment items.)
  21. OSC Budget LES finalizes all financial transactions
  22. Components close out contracts
  23. OSC and NCOIC conduct EUM on equipment
  24. Case files are closed

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