text: Stability
  (cid:122) Influence leaders to participate in political system and not through violence.
  (cid:122) Influence local population to participate in elections.
  (cid:122) Remain actively neutral but keeping the local populations interests in mind, allowing leaders to
  communicate, but not tolerating intimidation, violence, corruption, or sources of instability to
  escalate.
  8-95. A thorough information collection plan provides the commander and subordinates units with an
  understanding of the area of operations allowing them to engage unified action partners from a position of
  advantage. The commander must reach clear communication, agreements, understandings, or accords to
  conduct operations for laying the foundation of governance during the initial response phase. Conducting
  operations after Soldier and leader engagements confirm or deny unified action partners motivations and
  agendas. Assessing the outcomes of unified action partners’ operations and actions reveal their relationship
  to the BCT and provide direction on how to support governance further.
  8-96. The initial response phase normally ends with the election of officials and the establishment of a safe
  and secure environment capable of mitigating sources of instability for a longer period time. Elections may
  require an increased presence by BCT and host-nation security forces, and additional information-related
  capabilities to encourage participation and responsible behavior. BCT and host-nation forces may conduct
  security and area security for polling sites, political rallies, media centers, international observers, and
  candidates.
  TRANSFORMATION
  8-97. The transformation phase begins after establishment of some form of a government becomes
  operational. This may include oversight by the transitional military authority but must include a relatively
  safe environment in which a tolerable level of instability can be mitigated. Transformation ends with the host
  nation capable of conducting good governance with minimal assistance, acceptance by the local population,
  and prepared for long-term development.
  8-98. The BCT supports governance during transformation by advising, assisting, supporting, and
  monitoring other actors. During this phase, BCT commanders and subordinate commanders and leaders
  continue to build constructive relationships even through changes in unit or organizational leaderships in
  efforts to progress the stability principles of unity of effort, legitimate and host nation ownership, and building
  partner capacity.
  8-99. The BCT commander, subordinate leaders, and unified action partners advise civil servants during
  administrative actions. They continue to conduct engagements within their area of operations and assess
  actors’ agendas or intentions through operations ensuringunity of effort. BCT subordinate units interact with
  multiple host-nation actors helping them coordinate efforts more effectively.
  8-100. Legitimate and host nation ownership must retain support of the local population. The BCT conducts
  operations to build the local population’s perception that the local government and unified action partners
  are capable, willing, and progressing towards mitigating sources of instability with little assistance if not
  independently. The local population must be convinced that the BCT and host nation can sustain this
  achievement for the duration and not become unstable or corrupt.
  8-101. The BCT commander builds partner capacity by leveraging unified action partners providing for
  government needs and demonstrating the host-nation’s government legitimacy and capability. The BCT
  commander and staff identify gaps in capability to address sources of instability gained through information
  collection and engagements with the local government. The BCT shares this information between the local
  population and government leveraging unified action partners resources to build capacity mitigating
  instability where capability did not previously exist. See an example of building partner capacity on
  page8-20.