text: Chapter 7
  Capacity Building
  7-93. This principle involves the transfer of knowledge, techniques, and skills to the local people,
  institutions, and government so that they develop the requisite abilities to deliver essential services to the
  population. Ultimately, the local officials and institutions that gain capacity are better prepared to lead their
  regions through political, economic, and security-related issues.
  Sustainability
  7-94. This principle says that commanders should design and select projects and services that will have
  a lasting effect on the local population. In other words, the impact of the projects under consideration must
  endure after the facility or service is handed off to local authorities and the unit (or contractor's) departure
  from the site. Sustainability also implies that the local government has the necessary resources to staff
  and maintain the project. There are examples where commanders have failed to conduct adequate analysis
  and built new schools or medical clinics only to discover that too few teachers or doctors were available
  to staff these facilities. Similarly, some commanders have purchased large generator systems to address
  electricity shortfalls for neighborhoods within their AOs. However, without addressing the fuel,
  maintenance, and service requirements of these systems, the machines eventually failed and were unable
  to serve as a sustainable solution for the local electrical deficit.
  Selectivity
  7-95. The development community defines this principle as the allocation of resources based on need,
  local commitment, and foreign policy interests. These strategic characteristics are equally important
  tactically. Commanders seldom receive all of the financial resources they need when implementing their
  essential service, economic, and governance lines of effort. Therefore, they must "mass" available
  resources into select reconstruction projects that offer the following advantages:
  • The local government strongly supports them.
  • They will positively impact the most people
  • They will achieve the commander's desired effects.
  Assessment
  7-96. This principle advises the commander and his staff to carefully research nominations, adopt best
  practices, and design for local conditions in their proposed projects. Commanders should request
  or conduct an assessment of local conditions before investing financial resources into any potential relief
  or reconstruction program. Money should not be invested in an intelligence vacuum—all available
  information about local conditions should be considered such as the population's requirements, animosities,
  traditions, capabilities, economics, and so on. A detailed assessment of local conditions will best advise the
  commander on the project's potential to deliver its desired effects.
  Results
  7-97. This principle relates directly to the principle of assessment and advises commanders to direct
  resources to achieve clearly defined, measurable, and long-term focused objectives. This development
  principle is analogous to the military principle of objective—direct every military operation toward a
  clearly defined, decisive, and attainable objective. It is equally critical that the commander and his staff
  also assess potential unintended results from their use of money. Many second or third order effects from a
  project may potentially outweigh the benefits from the original intent.
  Partnership
  7-98. This principle encourages close collaboration with local governments, communities, donors,
  nonprofit organizations, the private sector, international organizations, and universities. Partnership plays a
  central role in any relief, reconstruction, or development program as it supports each of the other principles
  of reconstruction and development. In the context of money as a weapon system, effective partnership will
  ensure the unit's financial resources are well invested and deconflicted with other programs from other
  agencies.