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The U.S. Air Force (USAF) Can More Systematically Take Security Cooperation (SC) into Account

• Although SC is stated to be a high strategic priority, it is not systematically factored into processes at lower echelons and does not appear as a systematic, explicit component of trade-offs that inform decisions.
• Important foundational analyses of USAF capabilities and gaps that help justify USAF programs often do not consider contributions of allies and partners.
• At times, USAF develops SC initiatives ad hoc outside traditional decisionmaking processes.
• SC as a mission lacks commonality with other mission and process structures in terms of metrics and differentiation of resources.
• The later in a process SC impact is initially raised, the more challenging it is to ensure that decisions about USAF programs incorporate it successfully.
• Although it is still new, the Security Cooperation Enterprise Governance Structure has had positive effects on socializing SC across USAF and synchronizing SC activities, but effects on core processes and on establishing SC priorities are not yet clear.