Factoring Security Cooperation Into Core U.S. Air Force Decisionmaking Processes: Incorporating Impact in Planning, Programming, and Capability Development
Abstract
Security cooperation (SC) is a key component of U.S. national security strategy and is a high priority in U.S. Department of Defense (DoD) guidance. Congress has recently placed a great deal of emphasis on planning and assessing SC and consolidating the statutes that authorize it. Underscoring the priority he likewise places on SC, the Chief of Staff of the Air Force (CSAF) has termed it a core mission of the U.S. Air Force (USAF) and has identified international air chief as one of the hats he wears. Likewise, the Secretary of the Air Force has directed institutional reform efforts to strengthen alliances and partnerships. Because it is a core mission, it is critical for USAF to explicitly factor SC into its plans and programs to organize, train, and equip (OT and E) the force to ensure current and future capability. This has been a challenge for a variety of reasons, not least of which is that SC is pervasive across other missions yet is not broadly considered a mainstream activity of the militaryit is seen as a tax on what the military does to prepare for its main mission of fighting wars. However, given the high strategic emphasis on SC, these challenges do not absolve decisionmakers in USAF and other services of incorporating SC impact (in terms of potential risks and opportunities) into plans, programs, and initiatives.
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 13, 2018
- Accession Number
- AD1059830
Entities
People
- Beth Grill
- David E. Thaler
- Jefferson P. Marquis
- Jennifer D.P. Moroney
- Stephanie Pezard
Organizations
- RAND Corporation