text: Chapter 2
  may rely on peer pressure, coercion, or ignorance to compel action (good or bad) in the short term, influence
  is much more enduring and requires a track record of positive interactions, shared risk, and inspiring
  leadership that develops into trust over time.
  BUILDING PARTNER CAPABILITY AND CAPACITY
  2-7. SFA consists of those SC activities tied directly to the security capability and capacity of a partner
  FSF. Army SFA activities develop the capability and capacity of partner nation security forces to defend
  against internal and external security threats, contribute to and enable multinational and multidomain
  operations and interoperability, and assist other countries to provide for their own security. Capability is the
  ability to complete a task or execute a course of action under specified conditions and level of performance
  (JP 3-20). In this case, it would be the ability of foreign security forces or their supporting institutions to
  execute a given task under specified conditions and levels of performance (for example, outputs).
  2-8. Capacity is the extent (scale, scope, and duration parameters) to which a task can be performed.
  Capacity is the measurable aspects of a capability (JP 3-20). Capacity describes the scale and duration to
  which a task can be performed (for example, outcomes).
  2-9. Developing partner capability is not an end state but rather an interim step toward building partner
  capacity. Developing partner FSF capabilities can affect a region’s balance of power and building a partner
  FSF’s capacity to permanently maintain that power may or may not be a desired strategic end state. For
  example, a partner FSF trained to defeat an insurgency, once defeated, may turn on a bordering neighbor or
  launch a military coup to overthrow the existing government. Therefore, depending on U.S. strategic
  objectives, SFA activities may be planned and executed to provide a temporary or limited enhancement of
  partner FSF capability in the near term, a more involved institutional program that builds enduring capacity
  over the long term, or a hybrid combination of both. In any scenario, SFA planners and practitioners should
  have a clear and thorough understanding of strategic guidance and intent, partner nation requirements, and
  U.S. legal authorities for developmental activities.
  CAPABILITY CONSIDERATIONS
  2-10. Partner nation capability development strategies must nest with the ICS, country team objectives, the
  combatant command’s country plan, and the partner nation’s objectives and stated mission requirements. The
  development strategy should have an effects-based approach where planners seek to understand both the
  effect they are trying to achieve, as well as potential negative effects that could occur from changing any
  existing capability residing with the partner FSF. The ability to assess the effort and the incorporation of the
  assessment criteria into the initial creation of the operational approach are both important.
  2-11. The initiative design document assists SFA planners and practitioners in identifying and selecting the
  partner nation capability gaps that need to be addressed (for more information on initiative design documents,
  see DODI 5132.14 and JP 3-20). Typically, the initiative design document will include—
  * A description and analysis of an OE for a given partner nation.
  * The desired environment (strategic goals and intermediate military objectives).
  * The partner nation capability gaps (across the executive, generating, and operating levels)
  preventing the desired end state.
  * The partner nation assessment, monitoring, and evaluation methodology.
  * The operational timeline, to include phasing, if required.
  2-12. Partner nation capability development strategies should be analyzed for feasibility, acceptability, and
  suitability. They should be feasible in terms of methods and resources, acceptable in terms of results and
  repercussions, and suitable in terms of quantity, actions, and goals. DA Pam 11-31 provides more detailed
  information on delineating capability levels of the partner force.
  2-13. When planning partner nation capability development programs that build capacity, SFA planners and
  practitioners should first consider whether the partner nation will be able to sustain U.S.-led capability efforts
  across the executive, generating, and operating functions, and to the extent necessary to achieve the strategic
  goal(s). Next, they should question if the partner nation governance function has the political will and
  authority to sustain an institutionalized capacity program across the executive, generating, and operating