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Partnerships
A strong and diverse Air Force can expand beyond its membership, creating a community of Airmen and supporters that
spans the world. We can only leverage the wisdom and perspective outside of our own service if we actively engage
in enduring and meaningful relationships. To that end, we will emphasize developing and sustaining partnerships in
the following areas:
Strengthen our relationship with Congress. Congress has the authority and responsibility to provide the resources
for our national security, and we have the responsibility to provide the coherent, consistent, and transparent
rationale that underpins our strategic plans and resourcing requests. Confidence comes with trust, and trust and
credibility are built through relationships. We will more conscientiously develop and sustain relationships with
Congress, and integrate that philosophy into our human capital development.
Expand relationships with think tanks and academia. By teaming with think tanks and academia in a more robust
manner, we can better collaborate on the leading edge of thought related to our profession, while providing them
insight to guide their research paths. Exposure to these diverse perspectives will only enrich our understanding
of threats and opportunities facing our Air Force.
Develop a broader relationship with industry. A habitual dialogue with industry – at every level – to improve
understanding of requirements and enhance competition builds a better Air Force-industry team. Industry is,
and will continue to be, fertile ground for cutting-edge technological development and organizational agility. A
strong relationship will expose and remedy areas in which our processes and rule sets may unintentionally be
inhibiting industry’s ability to provide us with more creative solutions. As we continue to strengthen existing
industry partnerships, we will also seek out non-traditional teams who are leading in the areas of innovation and
agility. Partnerships at the senior level should be based upon a shared commitment to solve challenges common
to both the Air Force and our industry partners, supported by aggressive goals and tangible objectives.
Strengthen the joint and interagency team. Operations in Iraq and Afghanistan have created a level of combatearned
trust that we must sustain. As current combat operations wind down, training and exercise opportunities
that enhance that trust across the joint force are critical. Our Battlefield Airmen have fought and died beside our
sister service forces, and through that integration have developed both the enduring relationship and a perspective
that is indispensable to our Air Force and the nation.
As a service, we have gained significant experience and learned valuable lessons on leading people and integrating
capabilities across joint operations. Our steadfast goal will be to build upon these lessons and weave them into
our DNA. This will ensure a more comprehensive understanding of the synergy attained through the integration
of air, space, and cyberspace capabilities with those of our joint partners.
In addition, as we expect our operating domains to have increased strategic impact in the 21st-century, Airmen
will be the most appropriate choice to lead many joint operations. Leveraging the lessons and experience of the
current generation of Airmen will be instrumental to success in that joint leadership role.
The challenges the Air Force will face in a rapidly changing environment will be no less daunting for our
interagency partners. Complex security issues will require more creative “whole of government” approaches
and flexible partnerships. Remaining in step and aware of the evolving strengths and limitations of the varied
agencies at all levels of government will be vital to ensure we advance our unique Air Force capabilities in a way
that best provides for the nation’s defense.
Sustain alliances and strengthen new partnerships. We are a global Air Force with global responsibilities. Whether
maintaining long-proven alliances and coalitions or seeking new partnerships, the Air Force must increasingly
look internationally to effectively deliver Global Vigilance—Global Reach—Global Power. Partnerships enhance
deterrence, build regional stability, offset costs, increase capability and capacity, and ensure access. Indeed, the
most likely and most demanding scenarios involve the Air Force working in concert with, or leading, coalition
Airmen. We must accordingly invigorate our commitment to international like-minded Airmen who can build
and sustain global partnerships. The return on purposed, strategic partnering is a growing, more capable team
of air forces better empowered to provide for their own security, and agile enough to integrate into an effective
fighting force.
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