text: Chapter 2
  Security Force Assistance
  This chapter discusses SFA. First, it describes SFA functional considerations for
  achieving SFA goals and objectives. Next, the chapter discusses building partner
  capability and capacity and enabling and enhancing interoperability. Then the chapter
  discusses access, presence, influence, and partner force functions and process structure.
  After that, the chapter discusses SFA assessment activities, SFA developmental
  activities, and SFA planning considerations. Finally, the chapter discusses SFA advisor
  forces, roles, and advising considerations.
  SFA SUPPORT TO SECURITY COOPERATION
  2-1. SC planners at the joint level develop theater SC plans that focus on deterring or countering adversary
  actions or set conditions to enable the joint force to fight from a position of advantage in conflict should
  deterrence fail. 22 USC security assistance is executed by SCOs located within each embassy country team.
  DOS has the lead for these actions and executes them in accordance with the ICS. The Army supports these
  SA efforts through the USASAC, U.S. Army Corps of Engineers, Security Assistance Training Field
  Activity, and by assigning Army personnel to SCOs.
  2-2. 10 USC security force assistance is executed by component commands from every branch of the
  military. SFA is the primary tool for executing the theater army strategy across the competition continuum.
  The bulk of Army support to SC is accomplished through SFA under the direction of the theater army.
  FUNCTIONAL CONSIDERATIONS FOR ACHIEVING SFA GOALS
  AND OBJECTIVES
  2-3. The doctrine in this field manual emphasizes conducting SFA developmental activities because of their
  relationship to other SC activities, strategic goals, and objectives. Synchronizing SFA activities with other
  SC efforts is critical to the success of achieving strategic end states. U.S. forces may achieve regional security
  through partnerships with a particular country, by building its capability and capacity to provide for internal
  and external defense. Actions that provide a particular country with an internal and external defense
  capability contribute to the goal of maintaining stability in a region. The ultimate goal of security force
  assistance is to create FSF that are competent, capable, committed, and confident, and that have a security
  apparatus that supports U.S. policy related to achieving regional stability.
  2-4. While few foreign defense establishments and FSF are organized in the same manner as U.S. forces,
  they are likely to have organizations and forces that fulfill the executive, generating, and operating functions.
  In many FSF, the same organization tasked with executive direction will fulfill functions in the operational
  force as operational and tactical headquarters, and operating forces will be organized to fulfill the
  organization’s generating requirements.
  2-5. SC planners require some knowledge of how the U.S. Army executive, generating, and operating
  functions work to recognize the process gaps that should be addressed to support development of specific
  FSF capabilities. Building sustainable capacity among allies and partners at the operational level requires
  enduring strategies that draw from equally developed institutional support systems at the generating and
  executive functions and should be executed and synchronized in a manner that achieves lasting effect.
  2-6. In SFA, relationships with the partner force are the “advisors pacing item.” In military parlance, a
  pacing item is a vital piece of equipment that has been designated as critical for a unit to accomplish its
  mission. Relationships are built on trust, and trust requires a certain level of influence. Where persuasion