Cover -- Preface -- Contents -- Figures -- Tables -- Summary -- Acknowledgments -- Acronyms -- Chapter One - Introduction -- Security Cooperation and U.S. Army InternationalActivities -- Overview of U.S. Government Security CooperationPlanning -- System for Measuring AIA Effectiveness -- Organization of the Document -- Chapter Two - Measuring the Performance of Government Programs -- Federal Measurement Requirements -- Purposes of Performance Measurement -- Applying Performance Measurement to SecurityCooperation -- Major Army Commands -- Regional Combatant Commands -- Principles of AIA Assessment -- Measure Effectiveness as Well as Performance -- Emphasize Quality over Quantity in Developing Measures -- Establish Linkages Between Outputs, Outcomes, and Objectives -- Obtain Buy-In from Program Officials -- Continue to Refine the Performance Measurement Process -- Recognize the Limits of Performance Measurement -- The Way Forward -- Chapter Three - AIA Ends and Ways -- A Method for Deriving Objectives -- Some General Principles for AIA Ends -- Specific Guidance for AIA Ends -- Eight Ends of Army International Activities -- End 1: Ensure Access -- End 2: Improve Interoperability -- End 3: Improve Non-Military Cooperation -- End 4: Promote U.S. and Allied Transformation -- End 5: Establish New Relationships with Potential Partners -- End 6: Assure Allies of U.S. Commitments -- End 7: Promote Stability and Democracy -- End 8: Improve Defense Capabilities of Allies and Partners -- Are Certain Ends Missing? -- AIA Ways -- Organizing Principles Behind the Categorization of Ways -- Education and Training -- Military-to-Military Contacts -- Military-to-Military Personnel Exchanges -- Standing Forums -- Military Exercises -- International Support Arrangements and Treaty Compliance -- Materiel Transfer and Technical Training.

Research, Development, Testing, and Evaluation -- Ends-Ways Matrix -- Chapter Four - Linking Ways to Ends -- Theoretical Approach to Establishing Linkages -- Exchange Linkages -- Socialization Linkages -- Background Conditions -- From Linkages to Indicators -- Exchanges and Outputs -- Socialization and Outcomes -- Practical Approach to Developing Indicators -- Guidelines for Identifying Indicators -- Candidate Indicators for Outputs and Outcomes -- Transforming Indicators into Measures -- Chapter Five - Army International Activities Knowledge Sharing System -- Practical Concerns -- Strategy for Building AIAKSS -- Access -- Data Storage -- Data Collection -- Measurement Indicators -- Data Collation and Data Search -- Untitled -- Detailed Description of AIAKSS -- AIAKSS Users -- AIAKSS Functions -- AIAKSS Structure -- AIAKSS Issues -- Which Programs Should Be Assessed? -- Who Should Provide AIA Program Information? -- How Should Assessment Data Be Aggregated? -- How Should Measurement Targets Be Set? -- Integrating AIAKSS into the DoD Assessment Realm -- Conclusion -- Chapter Six - AIA Test Cases -- Introduction -- U.S. Army Medical Department -- AMEDD and Army International Activities -- Organization of AIA Within AMEDD -- Metrics and Indicators -- Funding Information -- Key Insights -- National Guard Bureau State Partnership Program -- Current Assessment -- Funding -- AIAKSS Test -- Key Insights -- U.S. Army South -- Key Insights -- Conclusion -- Chapter Seven - Concluding Observations -- AIA Lessons Learned -- AIAs Are Highly Diverse -- Connecting Individual AIAs to Specific AIA Ends Is Not Easy -- Combining Quantitative and Qualitative Data Is Necessary -- Inputs Are Not the Key to Assessment -- Find Outcomes That Promise to Have an Effect over Time -- AIAs Can Have Cross-Cutting Effects -- Distinguishing Between Outputs and Outcomes Is Critical.

Knowing When an End Has Been Achieved Is Important -- Recognizing Failures and Negative Outcomes of AIAs Is Necessary -- Measures Will Need Modification over Time -- How Should AIAKSS Information Be Used? -- Issues in Applying AIAKSS -- Appendix -- Bibliography.