Are existing Security Cooperation tools fit for purpose and sufficient for performing the task? For decades, the Department exercised means-based planning—strategy defined by the allocation of available resources, or means, as opposed to a theory of success—to develop and justify Security Cooperation activities. National Defense Authorization Acts (NDAAs) since 2016 have emphasized a demand for strategy-based planning in Security Cooperation. The decentralized and distributed nature of the Security Cooperation enterprise, despite efforts in law to centralize oversight, management, and resource prioritization, presents barriers to coordinated and aligned resource planning driven by strategy. Just like defense reforms with our Allies and partners, the DoD faces its own unique challenges in implementing the changes necessary for effective strategy formulation and execution. The resources devoted to Security Cooperation continue to be based on prior year execution rates, rather than a rigorous analysis of what is needed to implement the breadth of activities necessary for effectively executing Security Cooperation strategies. Additionally, the 2022 NDS focuses attention on building enduring advantages, recognizing that people execute the strategy, and directs the Department to “attract, train, and promote a workforce with the skills and abilities [needed] to creatively solve national security challenges in a complex global environment” (2022 NDS, 20). Major changes underway within the Security Cooperation workforce begin to address what is needed, but more evidence-based research would support improved decision-making by DoD on key enablers.
Some of the key debates around this topic include (list is illustrative, not comprehensive): • Real scale, scope, and composition of the Security Cooperation workforce according to law • Defense industrial base forecasting and stockpile management • Capturing lessons from security sector assistance reforms • Addressing capacity constraints of providers within a Security Cooperation planning process • Use of evidence by policymakers and practitioners to improve Security Cooperation decisions • Review and accessibility to a knowledge base on Security Cooperation • Interagency cooperation and planning around security sector assistance • Strategy-based resource planning incentives and disincentives • Exploration of new methods or use of repurposed old methods to learn and improve • Consultation with Congress on authorities and appropriations needed for Security Cooperation • Coordinating between Title 10 and Title 22 activities • Professionalizing the Security Cooperation workforce • Managing evidence to inform decision-making and implementation