Intelligence Espionage

Building Partner Capabilities For Coalition Operations by Jennifer D. P. Moroney, Nancy E. Blacker, Renee Buhr, James

By Jennifer D. P. Moroney, Nancy E. Blacker, Renee Buhr, James McFadden, Cathryn Quantic Thurston

Ongoing operations and rising project specifications position a heavy burden on military assets, leading to strength gaps that the military is not able to fill on its own. One resolution is to construct the proper functions in allies and accomplice armies via targeted safeguard cooperation. to do that, military planners want a extra complete figuring out of the aptitude gaps and a procedure for matching these gaps with candidate associate armies.

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Since public goods are by their nature nonexcludable, the free rider state will expect to enjoy the good provided by the state incurring the cost. Very often, the stronger the state, the more willing it will be to incur the cost and allow the other states to free ride. See Olson (1965). The Challenge of Building Partner Capability and Capacity 11 tive relationship in a way that the partner state’s own interest reinforces. 10 Maintaining this type of game and, by association, security cooperation depends on two other important variables.

Government as a group decisionmaking tool that permits a group of experts to arrive at a consensus of opinion when the decisive factors were subjective and not necessarily empirically observable. Part of this analysis involved a subjective process wherein gaps were ranked relative to one another. Once quantitatively ranked, each subgap went through a “Near Term Rating”—a subjective assessment of how near-term solutions mitigate subcapability gaps: red—does not enable mission performance to standard; amber—can partially enable mission performance; and green—enables mission performance to standard.

6 The study team views domestic and regional utility as important considerations for gaining partner buy-in and especially for sustaining a capability. 10 Building Partner Capabilities for Coalition Operations hood of long-term sustainment of capabilities and can potentially lead to development of capacity—provided the partner has the resources and will to become involved. S. 7 Much conceptual work has addressed this challenge; some of the insights were useful in establishing the fourth, fifth, and sixth assumptions detailed above.

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