Multinational Planning Augmentation Team
(MPAT)
Forming the Multinational Force (MNF) /
Coalition or Combined Task Force (CTF)
Purpose

Familiarization with the
fundamentals of establishing
a Multinational Force (MNF) /
Coalition or Combined Task
Force (CTF)
– USCINCPAC’s Two Tiered
Command and Control
– MNF / CTF Design
– MNF / CTF Headquarters
Staff Structure
References

Joint Pub 0-2, Unified Action Armed Forces, 24
24 Feb 95

JP 3-0, Doctrine for Joint Operations, 10 Sep 01

JP 3-16, Doctrine for Multinational Operations

JP 3-56 Command and Control Doctrine for
Joint Ops, Draft, Apr 97

JP 5-00.2 Joint Task Force Planning Guidance
and Procedures, 13 Jan 99
Multinational Operations
“ ‘Multinational
operations’ is a collective
term to describe military
actions conducted by
forces of two or more
nations. Such operations
are usually undertaken
within the structure of a
coalition or alliance”
JP 3-16
Crisis Action Planning Process
Lead Nation NCA / Supported Strategic Commander Level
I
Situation
Development
II
III
Crisis
COA
Assessment Development
IV
COA
Selection
V
Execution
Planning
Planning
VI
Execution
Execution
CTF HQ Level
Form
CTF HQ
CAP
Deployment
Employment
Transition
CAP
COA
Redeployment
crisis action planning
course of action
Command Relationships
Combatant Command (COCOM)
• COCOM is the national chain of command at the theater strategic
level. It is the authority to organize and employ a nation’s forces.
It is never relinquished to a commander of another nation.
• Authoritative direction over all aspects of military operations, joint
training, and logistics necessary for mission accomplishment
OPCON
• Perform functions of command:
- Authoritative direction for all military operations & training
- Organize and employ commands and forces
- Assign tasks & designate objectives
• Establish plans/requirements for intelligence activity
• Suspend/reassign subordinate commanders
TACON
• Local direction and control of movements
• Typical in Functional Command structure
• Does not include:
- Organizational authority
- Administrative and logistics support
Command Relationships
“... there should be no mistaking the fact that
the greatest obstacles to unity of command
during UNOSOM II were imposed by the United
States on itself . . . command arrangements had
effectively created a condition that allowed no
one to set clear, unambiguous priorities in
designing and executing a comprehensive force
package.”
Somalia Operations: Lessons
Learned Jan 95, Page 60
Chain of Command
NCA
PRESIDENT
CJCS
SECRETARY OF DEFENSE
UNIFIED
COMMANDS
MILITARY
DEPARTMENTS
COCOM
JOINT/COALITION
TASK FORCE
FUNCTIONAL
COMPONENT
OPCON
SERVICE
COMPONENTS/
FORCES
SUBORDINATE
UNIFIED
COMMAND
SERVICE
COMPONENT
COMMANDS
Service Forces
(Not assigned by
“Forces For”)
Chain of Command
Administrative Chain
Coordination
US JTF (Two-Tiered)
Command & Control
NCA
National
Strategic
National Command /
Strategic Direction
CJCS
CINC
Theater
Strategic
TIER I
TIER II
USA
COMP
USN
COMP
USAF
COMP
USMC
COMP
SOF
COMP
JTF
Operational
Level
Tactical
Level
Supporting
CINC(s)
USA
COMP
USN
COMP
USAF
COMP
USMC
COMP
Chain of Command
Administrative Chain
Coordination
SOF
COMP
JPOTF
USPACOM’s Potential
Coalition / Combined Task Force HQs
ALCOM
I CORPS
I MEF
7th Fleet
III MEF
3rd Fleet
SOCPAC
MNF / CTF Employment


For a contingency operation, a Lead Nation and theater
strategic commander (designated as the ‘Supported
Strategic Commander’) will be nominated to lead the
operation on behalf of the multinational partners, and a
contingency coalition / combined task force (CTF) will be
established to conduct military operations. The CTF is
formed for a specific limited objective and dissolved upon
achieving its assigned objectives.
MNF Chain of Command:
–

NCA (lead nation)
Supported Strategic Cmdr (CINC)
Use crisis action planning (CAP) Procedures
Bottom Line: Requires
Combined / Joint Staff employing
Combined / Joint Processes
CCTF
MNF / CTF Missions
CM
NEO
Peace
Enforcement
MOOTW / SSC is most likely scenario
–Short
Duration / Small Scale / No-Notice
–Joint
–Multinational
HA/
Disaster
Relief
/ Interagency
SSC
Peace
Keeping
Facts and Decisions Affecting
MNF/CTF Structure
Facts
Decisions
Assigned Tasks
CTF Mission
Required Capabilities
Force Options
Force Options
Component Structure
Component Structure
C2 Structure
Basing
Support Structure
Staff Structure
Force
Structure
CTF Organization
MNF Operations
“Nothing that I have ever been taught prepared me
for the mental jump needed to go from being Chief of
Operations in NATO army group to being Chief of Staff of
a UN Operation, where I had to bring together the staff
from ten different nations and staff the deployment in
less than three weeks from the Security Resolution.”
Major General R.A.
Cordy-Simpson UKAR
A MNF/CTF
that can:






Our Goal
Rapidly plan in a complex setting
Develop a plan which supports national and strategic
theater goals
Continuously integrate logistics
Orient on the enemy’s center of gravity
Efficiently execute a plan based on the commander’s
concept
Achieve synergy in the employment of all military and
inter-agency capabilities
Lead Nation Command Structure
Participating
Nation #2
(US NCA)
Supporting Strategic
Commander
(CINC)
CCTF Staff
is augmented
by participating
Nations and
MPAT
Participating
Cadre
US Forces
Participating
Nation #3
(ROK NCA)
Lead Nation
(Nation # 1)
(AS NCA)
Supported Strategic
Commander
(CDF)
Supporting Strategic
Commander
(ROK JCS)
CCTF
Participating
AS Forces
Participating
ROK Forces
Legend:
1. Strategic Guidance
And Support
2. National Command
3. OPCON or TACON
4. Consultation / Coordination
5. Theater or COCOM
Command
Provides for Integrated Command and Control – Unity of Command & Effort
Parallel Command Structure
Nation #2
NCA
Nation #1
NCA
Theater Strategic
Commander – Nation # 1
TF East Sector
Commander
Theater Strategic
Commander – Nation # 2
TF West Sector
Commander
Coordination Center
Participating
Nation #1 Forces
1. Strategic Guidance
And Support
2. National Command
Participating
Nation #2 Forces
3. OPCON or TACON
4. Consultation / Coordination
5. Theater or COCOM
Command
Minimal Integrated Command and Control –Unity of Effort Through Coordination
Combination Command Structure
(Lead Nation and Parallel)
Nation #1
Lead Nation
Supporting Strategic
Commander
Used in
Desert Shield /
Participating
Desert Storm
Nation #1
Supported Strategic
Commander
Parallel
CCTF
Lead Nation
Commander
Coordination
Center
Participating
Nation #1
1. Strategic Guidance
And Support
2. National Command
Participating
Nation #2
Participating
Nation #3
3. OPCON or TACON
4. Consultation / Coordination
5. Theater or COCOM
Command
Partial Integrated Command and Control – Tailored Lead Nation Concept
Integrated Command Structure
(Integrated Alliance or Lead Nation Alliance)
CCTF Staff
is fully integrated
with alliance
Personnel
Designated Lead Nation NCA
Or
Legitimizing Authority (Treaty)
With Strategic Guidance Committee or Governing Body
(Example: National Defense Committee)
Components are
Alliance Commander
fully integrated
(Cmdr Combined TF – CCTF)
normally at the
Brigade / Squadron
Levels of command
and above
Multinational
Multinational
Multinational
(no integration
Force
Force
Force
Below this
Legend:
Level)
OPCON or TACON
Provides for Integrated Command and Control – Unity of Command & Effort
CTF Component Structure
(Service)
Simplicity in a
Time Compressed
Environment
Supported Strategic Cmdr
(CINC)
CCTF
CNAVFOR
CAFFOR
CARFOR
Capabilities
or functions
do not
overlap
CMARFOR
CSOTF
CTF Component Structure
(Functional)
Unity
of
Effort
Supported
Strategic Cmdr
CINC
(CINC)
Organize by
capabilities
or
functions
CCTF
CFMCC
CFACC
CFLCC
CSOTF
CPOTF
CCMOTF
Subordinate TFs & CTFs
Unity
of
Effort
Supported
Strategic Cmdr
CINC
(CINC)
Geographic
or
Mission
Specific
CCTF
CTF
TRANS
CTF
MED
TF Eng
TF Security
The Leap to the
Operational
Level
MPAT
& MNF
SOP
Lead Nation NCA
Supported Strategic
Cmdr / CINC
CTF
TACTICAL LEVEL
CMARFOR CNAVFOR
MEF HQ
FLEET HQ
CORPS HQ
AEF HQ
CARFOR CAFFOR CSOTF
CPOTF
A formidable challenge,
building an operational staff
from single service tactical HQs.
A leap from the
“Comfort Zone”
CTF Staff Process
Crisis Action Planning
Phase I:
Situation Development
Phase II:
Crisis Assessment
Phase III:
COA Development
Phase IV:
COA Selection
Phase V:
Execution Planning
Phase VI:
Execution
Not Business
As Usual
Minimal
Time
Philosophy
Structure
Procedures
Operational
Level Focus
Cellular
Staff
Structure
Ops
Plans
Pers
Conducted by a “New” Staff
Comm
Intel
Log
The CTF Staff
 Task
Organized to the Specific Mission
 Capable
of Rapid Information Processing
 Organized
for Efficiency
 Shortened
Plan-Decide-Execute Cycle
Single Service HQ Staff
COMMANDER
G1
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
G2
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
G3
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
G4
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
G5
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
G6
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
MPAT TE-3 Focus: Forming
the CTF HQ Staff
LNOs from
Supporting
Commands
Add’l MPAT
SMEs:
PSYOP,
Civil Affairs,
Legal, Medical,
Pol-Mil, etc.
MPAT
Lead Nation Headquarters
C1
C2
C3
C4
CTF
HQ
C5
C6
CTF Augmentation Source:
DJTFAC

USCINCPAC Staff (20)
–
–
–
–
–
–
–
–
–
–
–
–
–
O-6 Team Chief
1xJ1
1xJ2
2xJ3 (OPS)
3xJ3 (Plans)
3xJ3 (IO / CA / PSYOP)
2xJ4 (Plans / Eng)
2xJ5 (TPFDD)
1xJ5 (Pol-Mil)
1xJ6
1xPA
1xSJA
1xMed

USCINPAC Components (20)
–
PACAF (5)



–
USARPAC (4)


–
Logistics & Ops Planners
JICPAC (6)

–
Logistics & Ops Planners
MARFORPAC (2)

–
Logistics & Ops Planners
Terrain Analysis Tm
CINPACFLT (2)

–
Airlift & Fighter Ops
Airlift Management
Logistics & Ops Planners
IAT Officers & NCOs
SOCPAC (1)
TRAINED---EXPERIENCED---READY TO DEPLOY---WORK FOR THE CTF
The Result: A CTF Staff
CCTF
C1
C2
C3
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
C4
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
LIAISON
C5
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
C6
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F

Command Group

Battle Staff

Integrated Staff
Cells

Routine Support

Liaison
How Does It Work?
Command Group

CCTF
C1
C2
C3
C4
C5
C6
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
LIAISON
S
T
A
F
F
S
T
A
F
F
Decision Makers
Battle Staff

CCTF
C1
C2
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
S
T
A
F
F
C3
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
C4
C5
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
LIAISON
S
T
A
F
F
C6
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F



Chief of Staff
Direction
Staff Cognizance
over Integrated
Cells
Represents all Key
Battlefield
Operating Systems
Deals with
Processed Data
Integrated Staff Cells
CCTF
C1
C2
C3
C4
C5
Cross Functional
Representation

LNO
Representation

Information
Management

Battle Rhythm

Plans Handover
C6
F
F
F
F
F
F
U COALITION
U / COMBINED
U
U
U
U
PLANNING
GROUP
(CPG)
N S
N S
N S
N S
N S
N S
C T
C T
C T OPERATIONS
C T
C T
C T
INFORMATION
CELL
T A
T A
T A
T A
T A
T A
F
ICOALITION
I /F
I F OPERATIONS
I F
I F
I F
COMBINED
CENTER
(COC)
O F
O F
O F
O F
O F
O F
N
N
N
N
N
N
FORCES
DEPLOYMENT
/
TPFDD
WORKING
GROUP
A
A
A
A
A
A
L
L
L
L
L
L
LIAISON

Integrated Staff Cells













COALITION/COMBINED
PLANNING GROUP (CPG)
FUTURE OPS (FOPS)
FUTURE PLANS (PLANS)
CURRENT OPS (COPS)
DEPLOYMENT MGT
TEAM (DMT)
COALITION
COORDINATION CENTER
(CC-CENTER)
MULTINATIONAL JOINT
LOGISTICS
COORDINATION CENTER
(MJL-CC)
C/C INTERROGATION
CELL
C/C COLLECTION
BOARD
FORCE FIRES
C/C TARGET BOARD
CIVIL MILITARY OPS
CENTER (CMOC)
C/C AV LOG SPT BD
















OPERATIONAL PLANNING TM
(OPT)
POLITICAL MILITARY GROUP
COMMUNICATIONS COORD
CELL
RULES OF ENGAGE COMM
C/C DISEASE CONT BD
C/C INFORMATION BUREAU
MORALE, WELFARE, AND
RECREATION
MILITARY COORD CENTER
SECURITY ASSESSMENT TEAM
SPECIAL OPS CELL
C/C MEDICAL CONT BD
HEALTH SERV SPT BD
C/C VISITORS BUREAU
INFORMATION MANAGEMENT
CTR
C/C MORTUARY AFF BD
C/C HNS SPT BD
Note: Coalition/Combined (C/C)
 C/C
CONTRACTING BD
 EPW MANAGEMENT
BOARD
 C/C CAPTURED
MATERIAL EXPLOIT
CELL
 COMBAT OPERATIONS
CENTER
 C/C MOBILITY AND ENG
BD
 C/C TERRAIN MANAGE
BD
 LOGISTICS READINESS
CENTER
 C/C PETROLEUM BD
 C/C LOG COORD BD
 REAR AREA
OPERATIONS CTR
 C/C MOVEMENT CONT
CTR
 C/C RECEPTION
CENTER
Routine Staff Support
CCTF
C1
C2
C3
C4
C5
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
LIAISON
S
T
A
F
F
C6
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F




More Closely Aligned
with Normal Staff
Organization
Representatives on
Integrated Cell
More meetings than
Bodies: Battle
Rhythm
Linkage to staffs
higher and lower
Liaison
“They are crucial to success, and you have to pick your best people. They
have to have the moxie to stand up in front of a two or four star general,
and brief him on what their commander is thinking, their unit’s capabilities,
and make their recommendations.”
LTG Stiner, USA
Cdr, JTF South, Operation Just Cause
CCTF
C1
C2
C3
C4
C5
C6
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
F
U
N
C
T
I
O
N
A
L
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
S
T
A
F
F
LIAISON
S
T
A
F
F
S
T
A
F
F




Liaison higher and lower
Liaisons to CTF staff
become key members of
Integrated Cells
More meetings than
Bodies: Battle Rhythm
Rank/Experience critical:
Must be able to speak
for the commander
~~ Unified Action in Multinational Operations ~~
Coordination and Consensus are key elements for MNF operations
Unity of Command is desired -- Unity of Effort is required
Principles of Multinational
Unity of Effort
COMMON UNDERSTANDING
All forces should understand the overall aim and the concept for its
attainment. Simplicity of plan and organization are essential
COORDINATED POLICY AND PLANS
Nations should exchange qualified liaison officers at the earliest
opportunity to improve interoperability and mutual
understanding
TRUST AND CONFIDENCE
Commanders and their representatives must establish and
maintain trust and confidence. Plain, objective communication
and common courtesy are essential.
Forming a CPG
Operations
Planning
Team
Combined
Training
Team
C-2
C-1
C-3
C-2
Rep
C-4
Rep
C-1
Rep
CTF
Comp
Comp
LNOs
C-5
Rep
CPG
SJA
Rep
SJA
Staff Coordination
Comp -Component
CTF - Combined Task Force
PA - Public Affairs
SJA - Staff Judge Advocate
C-5
C-6
Rep
Med
Rep
Med
C-4
C-3
Rep
PA
Rep
C-6
Public
Affairs
CPG - Combined Planning Group
LNOs - Liaison Officers
Rep - Representative
ORDERS CELL
Expandable
CPG:
“core” group of
experienced
planners
expands to the
full CPG.
Members include
representatives
from each staff
section as well
as component
LNO planners
INFO OPS CELL
IO Planner(s)
C2W Planner(s)
Deception Planner(s)
JSOTF Rep
JPOTF Rep
PLANNING CELL
Core Planners
DJTFAC
9-14
LNOs / Reps as Req
POSSIBLE SUBCELLS
Mission Analysis
COA Development
WARNORD
COA Analysis
COA Comparison
Synch Matrix
Cmdr’s Estimate
OPORD Development
Branch Plans
Warning Order
Planning Order
Ops Order
Cmdr’s Estimate
Other Orders
CPG
INFO MGT CELL
Message Boards
RFI Control
GI&S
Suspense Mgt
Agendas
DEPLOYMENT CELL
JOPES / TPFDD Planner
USTRANSCOM LNO
C-4 Transportation Rep
C-4 Logistics Rep
C-3 Rep
Component LNOs
REPRESENTATIVES TO THE CPG
Component LNOs: AFFOR, ARFOR, NAVFOR,
MARFOR
JTF Staff: J1, J2, J3/JOC, J4, J5, J6, Engineer
Support Combatant Command LNOs: POLAD,
Surgeon, PAO, SJA, JCTB, USSPACECOM,
USTRANSCOM, USSTRATCOM, NORAD
CAP Phase VI Execution
Plans and Operations Synchronization
Coalition / Combined Planning Group (CPG), C3 or C5 Chairs
Prioritize/Task Planning Efforts for CTF
Provide Centralized Direction and Guidance
CTF: 96 Hrs /
Next Phase
Transition,
or Termination
CTF Battle Staff Staff
C5 Future
Plans
(PLANS)
Initial Plan / Campaign Plan
Follow-on Phase - Plans
What’s Next?
OPT
CAP Products
“Hand-Off”
Of Plan
Collaboration
Tools
CTF: 24-96 Hrs
CTF: 0-24 Hrs
C3 Future
Operations
(FOPS)
C3 Current
Operations
(COPS)
“Hand-Off”
Of Plan
Refines / Adjusts
Modifies OPORDs-OPLANs
(Based upon Current
Situation)
Issues OPORDS / FRAGOs
Drafts Pertinent Messages
Monitor, Assess, Direct, &
Control Order Execution.
“SA” for CPG and CTF
OPT
• OPORD-OPLANS / Campaign Plan Overall
• Sequel plans for future phases
–Concept of operations
–Risks
–Draft Cdr’s Intent
• Initial CJTF guidance
• Any wargaming results
• Pol-Mil Issues
Products
•
•
•
•
•
•
Branch plans with triggers
Draft Cdr’s Intent
Cmdr’ Assessment /Estimate
Orders (WARN, FRAG, Etc.)
Recommend CCIR, ROE
CINC SITREP
• Situational Awareness (SA) -- COP
• Briefings
•
•
•
•
SITREP/ near-term FRAGOs
Message Release
Track Actions / Suspenses
12
Commander’s SITREP
Patient Movement
Requirements Center
CCTF
Personal
Staff
Coalition / Combined
Communications
Control Center
C-6
Surgeon
DCCTF
Coalition/Combined
Planning Group
Comptroller
Combined
Visitors
Bureau
Coalition / Combined
Intelligence
Support Element
Public
Affairs
C-4
National Support
Team
Coalition /
Combined
Information
Bureau
C-3
Sub Area Petroleum
Office
C-2
Captured
Material Exploitation
Center
Coalition / Combined
Search and Rescue
Center
Civil Military
Operations Center
Coalition /
Combined
Movement
Center
Logistics
Readiness Center
Document
Exploitation
Center
Legal
Advisor
Chief
of
Staff
C-5
C-1
Coalition / Combined
Interrogation
Facility
Chaplain
Mortuary
Affairs Office
Coalition /
Combined
Reception Center
Blood
Program Office
Coalition /
Combined
Operations
Center
Coalition / Combined
Targeting
Coordination Board
Facilities
Utilization Board
CCTF Determines
Staff Relationship
As Required
Recommended
Summary:
Lessons Learned - Forming
Lesson Learned:
Clearly define command relationships
between components - especially
“supported” and supporting
relationships.
Lesson Learned:
Augmentation “cells” from the CINC
clearly provide a “jump start” to the
processes of forming and planning
during a crisis.
Lesson Learned:
Keep the number of
cells/boards/agencies/centers to a
minimum, but if the function is
required, forming them is usually
beneficial.
Lessons Learned - Planning
Lesson Learned:
“Master the mechanics & techniques;
understand the art and profession; and be
smart enough to know when to deviate from it.”
GEN Zinni, CINCCENT
Lesson Learned:
“Leaders should use the military decisionmaking process to expedite or facilitate
planning, but should not let it hinder their efforts
to understand the complex issues that lay
beneath the operation’s surface.”
LTC D. Scalard, Military Review, 1998
Lessons Learned - Deploying
Lesson Learned:
A CCTF should almost daily ask the following
question: “What are we doing to ensure that
CTF personnel & their equipment arrive at the
PODs at approximately the same time?”
Lesson Learned:
CCTFs must balance combat vs. support forces
in the deployment process. When inadequate
support forces are deployed, backlogs of
personnel & equipment at the PODs will occur
(I.e., adequate JRSOI is on-hand).
Lessons Learned - Employing
Lesson Learned:
A CCTF should always seek to
gain & 
maintain
the initiative -Deter…
this applies not only to
 Fight
to win...
conventional
combat
operations, but to the
information domain as well.
Lesson Learned:
Keep your logisticians abreast
of the operational situation -only with full situational
awareness can they anticipate
future requirements as
operations unfold.
Lesson Learned:
There is no replacement for the
application of overwhelming
force at the proper time & place.
Seek or create enemy weakness
and attack it quickly, decisively,
and relentlessly.
Lesson Learned:
Always maintain a reserve
ready for immediate
employment to reinforce
success, capitalize on
unanticipated opportunities, or
to address unforseen
exigencies.
Lessons Learned - Transition
Lesson Learned:
Transition may occur between the CTF with a
US command, with another military command
(i.e. UN follow-on forces), with host nation
forces, or to civilian control. Regardless, the
command must prepare for and coordinate the
transition to ensure an orderly change of
authority and responsibility.
Lessons Learned Redeploying
Lesson Learned:
Redeployment is essentially the reverse of
deployment. Redeployment can begin at any
point during CTF operations and planning for it
should begin as soon as possible.
Multinational Planning
Augmentation Team
Forming the Multinational Force
(MNF)
CONGRATULATIONS!