1. Multinational Planning Augmentation Team (MPAT)
Concept Development Workshop (CDW-8)
and
Tempest Express-5 (TE-5) Staff Planning Workshop
GOOD MORNING. I AM CDR BOB WOHLSCHLEGEL FROM USPACOM REPRESENTING THE MULTINATIONAL PLANNING AUGMENTATION TEAM (MPAT). THE PURPOSE OF THIS BRIEF IS TO PROVIDE AN OVERVIEW OF THE MULTINATIONAL FORCE STANDING OPERATING PROCEDURES.
Enhancing Multinational Readiness

2. Welcome !!!!
The MPAT staff and the Mongolia Armed Forces welcomes you to CDW-8 / TE-5
This is YOUR workshop and our focus is the advancement of our Multinational readiness to respond to crisis situations involving military operations other than war (MOOTW)
Before we begin …. Lets get to know each other.
Introduction
Your Rank, Name, Branch of Service (Army, Air Force, Marine, Navy)
Your country
Your military area of expertise (planning, infantry, air ops and so forth)
Phone numbers: Mr. John Miller , Mr. Bob Holub , CDR Wohlschlegel- Room 513
The MNF SOP is not a PACOM document, rather it is a MULTINATIONAL document based upon a collaborative development approach among the nations participating within the MPAT program.
The SOP is a Guide, and is not designed to prescriptive, binding, or directive.
We have completed FIVE formal Multinational Force SOP Development workshops starting in July 2001, our next conference is schedule for two days prior to TE-5 in Indonesia next January. That will be followed by a one week dedicated SOP Development workshop in Nepal next March.

3. TEMPEST EXPRESS (MPAT TE-5) Mongolia August 2003
Improving CTF Activation and Planning Effectiveness
Products:
Commander’s Estimate
Initiation: Supported Strategic Commander’s Warning Order to CTF
Thur
31 July
Fri
1 Aug
Sat
2 Aug
Sun
3 Aug
Mon
4 Aug
Tue
5 Aug
Wed
6 Aug
Thur
7 Aug
Fri
8 Aug
(Optional)
Academics
for MAF
Participants
&
CDW &
MNF SOP
(Optional)
Academics
New MPAT
Participants
&
CDW &
MNF SOP
(cont)
Open Cer.
Free
Time
Scenario Brf
Mission
Analysis Brief
Initial
COA BRIEF
ACADEMICS
ACADEMICS
PRACTICAL
EXERCISE
(STAFF
ESTIMATE
DEVMT)
ACADEMICS
PRACTICAL
EXERCISE
(COA
ANALYSIS &
COMPARISON)
THE TE-5 SCHEDULE OF EVENTS IS AS DEPICTED IN THIS SLIDE. A STAFF PLANNING WORKSHOP WITH ACADEMICS AND PRACTICAL EXERCISES INCLUDING MISSION ANALYSIS, COA DEVELOPMENT AND STAFF ESTIMATE DEVELOPMENT WITH FOUR BRIEFS FOR THE CTF CMDR AND DEPUTY CMDR WHO PROVIDE PLANNER GUIDANCE. TE-5 WORKSHOP IS INITIATED WITH THE SUPPORTED STRATEGIC COMMANDER’S WARNING ORDER TO THE CTF.
ADDITIONAL INFO:
SUNDAY WILL BE FORMING THE CTF AND LEARN ABOUT MONGOLIA.
MONDAY WILL BE MISSION ANALYSIS
TUESDAY BRIEF THE COMMANDER, GET HIS GUIDANCE AND INITIAL COURSE OF ACTION (COA) DEVELOPMENT.
WEDNESDAY BRIEF THE COMMANDER ON COAs, BEGIN WARGAMING THE FIRST COA, AND CULTURE TOUR.
THURSDAY COMPLETE WARGAMING COAs, CONDUCT COA COMPARISON, AND PREPARE COA BRIEF.
FRIDAY CONDUCT STAFF ESTIMATES OF SELECTED COA, BRIEF COMMANDER FOR COA DECISION, CONDUCT AFTER ACTION REVIEW AND CLOSING REMARKS.
Form
The
CTF
ACADEMICS
ACADEMICS
PRACTICAL
EXERCISE
(MISSION
ANALYSIS)
Mongolia
Hosted
Cultural
Activity
&
Lunch
PRACTICAL
EXERCISE
(COA
DEVELOP-
MENT)
PRACTICAL
EXERCISE
(COA
ANALYSIS)
COA
Decision Brief
Free
Time
AAR
Cultural
Event
Back-up
Ice Breaker
Closing Cer.

4. Coalition Planning Groups (CPG) Functional Staff Planning Cells
Commander CTF (CCTF) – MG (Sel) Ganbat Deputy Commander CTF (DCCTF) – COL Sweeney Chief of Staff (COS) - COL Bayarsaikhan
CPG 1
LTC Amarsaikhan
Rank Name
Maj Erb
COL Kardos
CPG 2
MAJ Bayarmagnai
Rank Name
Maj Zavislak
COL Sweeney
CPG 3
LTC Ganbat
Rank Name
LTC Blair
COL Tan
CPG 4
MAJ Gankhuyag
Rank Name
LTC Dunne
SCOL Nopparat
MAF Co-lead
MPAT Co-lead
US Facilitator
Group Mentor
MAF US OTHER MPAT
Air/Maritime LTC Batsukh CDR Weidie Rank Name
Ground Ops MAJ Bayarmagnai MAJ Reutebuch
SOF / CT LTC Batbileg Maj Wong
CA LTC Canbold.Sh LTC Blair
LOG / Transp LTC Erdentsogt LTC Gilgallon
Engineer COL Gantumur CDR Keith
IO / PSYOPS / PA LTC Ganbold.G CDR Cole
Cmd & Cntl LTC Battulga LTC McBride
Medical LT Sukhbaatar CDR Poblete
Legal COL Enkhjargal LTC Havranek
Comms CPT Amarbayasgalan LTC Koskey
Intel / IM CPT Chinzorig Maj Danussi
WE WILL ASSIGN CPG AND FUNCTIONAL STAFF PLANNING CELL CO-LEADERS AND WE WILL DIVIDE ALL PARTICIPANTS UP INTO THE FOUR CPGs AND 12 FUNCTIONAL CELLS AS SHOWN HERE.

5. Multinational Force Standing Operating Procedures (MNF SOP)
Multinational Planning Augmentation Team (MPAT)
Multinational Force Standing Operating Procedures
(MNF SOP)
GOOD MORNING. I AM CDR BOB WOHLSCHLEGEL FROM USPACOM REPRESENTING THE MULTINATIONAL PLANNING AUGMENTATION TEAM (MPAT). THE PURPOSE OF THIS BRIEF IS TO PROVIDE AN OVERVIEW OF THE MULTINATIONAL FORCE STANDING OPERATING PROCEDURES.
Enhancing Multinational Readiness

6. Agenda MNF SOP Overview Brief Background Notes / What is MPAT
MNF SOP Framework & Organization
Key Terminology
MNF SOP Key Principles
Essential Strategic Guidance
SOP Operational Starting Points
Summary
Shown here is the agenda for today’s briefing.

7. MNF SOP Overview Brief MNF SOP Background
Transition Slide: Lets first address some background notes on the MNF SOP.

8. MNF SOP - Background
MPAT nations identified MNF SOP as a desired document to increase multinational crisis response capabilities within Asia-Pacific region
Not prescriptive, binding, or directive
Will be left “unsigned” intentionally
Act as “guide” (start point) for multinational operations
It is not a USPACOM document, rather it is a MPAT developed Multinational SOP
Five dedicated MNF SOP Development Workshop have been conducted, the first was July 01 with 24 MPAT nations participating
The MNF SOP is not a PACOM document, rather it is a MULTINATIONAL document based upon a collaborative development approach among the nations participating within the MPAT program.
The SOP is a Guide, and is not designed to prescriptive, binding, or directive.
We have completed FIVE formal Multinational Force SOP Development workshops starting in July 2001, our next conference is schedule for two days prior to TE-5 in Indonesia next January. That will be followed by a one week dedicated SOP Development workshop in Nepal next March.

9. Multinational Planning Augmentation Team (MPAT )
A cadre of military planners from nations with Asia-Pacific interests capable of rapidly augmenting a multinational force (MNF) headquarters established to plan and execute multinational coalition operations in response to military operations other than war (MOOTW) / small scale contingencies (SSC).
THE MULTINATIONAL FORCE SOP WAS DEVELOPED BY 30 MPAT PARTICIPATING NATIONS AS PART OF THE MPAT PROGRAM.
THE MPAT PROGRAM IS BEST SUMMARIZED AS AN INITIATIVE / EFFORT TO INCREASE MULTINATIONAL FORCE (MNF) AND COALITION TASK FORCE (CTF) OPERATIONAL LEVEL HEADQUARTERS STAFF CAPABILITY, ESPECIALLY IN PLANNING EXPERTISE, TO SUPPORT MULTINATIONAL MILITARY OPERATIONS.
THE GOAL IS TO BUILD A CADRE OF STAFF OFFICERS WHO CAN BE CALLED UPON, PARTICULARLY DURING AN INITIAL CRISIS RESPONSE, TO DEPLOY TO AND AUGMENT A MULTINATIONAL FORCE HEADQUARTERS STAFF. MPAT PROVIDES THESE PLANNERS PERIODIC OPPORTUNITIES TO DEVELOP COMMON STAFF PLANNING PROCEDURES, PRACTICE THESE PROCEDURES, AND HONE THEIR REQUISITE SKILLS AS MULTINATIONAL PLANNING EXPERTS.
SIMILAR TO THE POL-MIL PROCESS USED TO REQUEST TROOP CONTRIBUTING NATION SUPPORT, A HOST NATION, A MULTINATIONAL FORCE “LEAD NATION” OR THE UN COULD REQUEST NATIONS TO PROVIDE SOME OF THEIR MPAT EXPERIENCED PERSONNEL FOR THE COALITION TASK FORCE (CTF) HEADQUARTERS STAFF AUGMENTATION KNOWING THAT THESE OFFICERS, BY VIRTUE OF THIS MPAT EXPERIENCE, CAN FACILITATE THE RAPID STANDUP OF THE HEADQUARTERS AND ITS INITIAL PLANNING EFFORTS.

10. MNF SOP Purpose and Focus
Transition Slide: Lets now discuss the SOP’s purpose and focus.

11. Multinational Force Standing Operating Procedures (MNF SOP) Purpose
Increase multinational force (MNF):
Speed of Initial Response
Interoperability
Overall Mission Effectiveness
The purpose of the SOP is straight forward.
Increase the speed of a MNF initial response,
Improve interoperability among the participating forces,
and Enhance overall mission effectiveness

12. MNF SOP Focus MNF SOP “Focus” MNF SOP – “Applicable” to SSC and MOOTW
Military Operations Other Than War
(MOOTW / SSC)
War
(MRC & SSC)
Combat Operations
Noncombat Operations
MNF SOP “Focus”
Attack / Defend
Blockades
Combatting
Terrorism
Small Scale
Contingency (SSC)
Full Scale War
Major Regional
Conflict (MRC)
Not Involving Use or
Threat of Force (not
inherent in Opns)
>Antiterrorism
>Disaster Relief
>Peace Building
>Humanitarian
>NEO
>Counterdrug
>Domestic Support
Use or Threat of Force
Inherent in Opns
>Peace Enforcement
>Strikes/Raids/Show
of force
>Counterterrorism
>Counterinsurgency
>Peacekeeping
The MNF SOP is focused on Military Operations Other Than War (MOOTW) and Small Scale Contingencies (SSC). This focus involves noncombat missions as shown, and has the potential to move to combat operations in the lower spectrum of conflict and within the realm of MOOTW.
The primary missions envisioned are non-combatant evacuation, humanitarian assistance / disaster relief and peace operation (peace keeping or peace enforcement).
It must be recognized that the deployment and employment of military forces needs to acknowledge the “gray area” between MOOTW noncombat operations and combat operations. A simple humanitarian relief operation could turn into a counterterrorism or peace keeping / peace enforcement operation easily given today’s threats. Contingency planning for MOOTW operations must recognize such challenges and in turn, military forces within a MNF effort must deploy with force protection capabilities and force protection authority. Contingency plans for the possible range or operations must be developed.
Goal: Fight & Win The Conflict
Goal: Deter / Resolve Conflict
Goal: Promote Stability & Peace and / or support non-military Opns
MNF SOP – “Applicable” to SSC and MOOTW

13. Levels Of Planning and Operations
MNF Focus
Levels Of Planning and Operations
Strategic: Development & employment of national / multinational level of resources. Involves national interests and crisis action effects that impact on a nation’s vital or survival interests.
Operational: Is the “link” between tactical and strategic objectives via strategies, campaigns, and major operations.
Employment and arrangement of forces in time, space, and purpose for synchronization and integration at the JTF / CTF, interagency, and multinational force level.
Tactical: Employment of units at the “execution level” for approved military Course of Action (COA). Ordered arrangement and maneuver of units for crisis response at the engagement and battle level.
The SOP is focused upon the operational level of planning and operations, or stated another way, the Coalition/Combined Task Force level. The strategic levels of planning and operations will be briefly addressed to fully outline the command relationship and the crisis action planning (CAP) process.
The bottom line is … this SOP is designed to be used by the Coalition/Combined Task Force Commander and his staff in the actual planning and execution of multinational operations. This SOP is designed to be “utilized” rather that “just read”, and is a critical link between the strategic level of guidance / direction and the tactical level of execution within crisis action situations.
“MNF SOP focus – Campaign / Major Operations”

14. MNF SOP Framework & Organization
Transition Slide: Lets now discuss the SOP’s framework and organization.

15. Multinational Force Operations “The Basic Foundation”
Shared Interests among Nations
Unity of Effort among Nations and Forces
Strategic and Operational Guidance
Military Task Force and Command Relationships
The basic foundation for Multinational Force operations are as shown on this slide.
Shared interest are the first priority, and the nations in the Asia Pacific region have numerous shared interest to build upon for Multinational Force operations.
Unity if Effort is the number one priority for Multinational Force operations.
Clear and concise strategic and operational guidance is required.
Lastly, a cohesive and organized Military Task Force must be activated, deployed, and employed with clear command relationships that supports unity of effort and mission accomplishment.
The MNF SOP builds upon these basics as the fundamental framework for Multinational Force operations.
“The MNF SOP Builds Upon These Basics”

16. MNF SOP – Framework & Organization
Framework: MNF SOP is based upon a “military context and perspective”.
“ If a military force is to be deployed and employed, then the SOP must have a military perspective as its foundation”
SOP Organization:
Part A and B: Provides the “conceptual foundations” for multinational operations and the “operational start points” for forming a Coalition / Combined Task Force (CTF)
Part C: Covers the Coalition / Combined Task Force HQs organization and functions
This SOP approaches Multinational Force operations from a “military perspective” rather than “educational” or “theory based approach”. It is designed to be used by a Multinational military force. This perspective is unique in that many of the “policy requirements” between nations are NOT addressed. Rather, the military requirements are addressed which will assist in the formulation of “policy requirements” in actual crisis situations.
The SOP’s internal organization is in the form of Three Parts as shown. Look at the Table of Contents, you will see the organization is Part A and B lays down the conceptual foundations for the SOP. This briefing today is really a summary of Parts A and B. With this background, much of Part C is a logical follow-on. Part C covers the staff functional areas and other “procedures” required for Multinational Task Force employment.

17. MNF SOP Key Terminology
Transition Slide: Lets now turn to some KEY TERMINOLOGY that is used within this SOP. Some of the terms are “unique” to this SOP (but they don’t conflict with existing nations doctrines; rather, it expands upon it and upon the Lead Nation concepts).
To assist in establishing understanding of common terminology identified/developed in this SOP a glossary these terms defined has been incorporated.

18. TERMINOLOGY
MNF Success is based upon on good communications and good relationships
Terminology can be a major challenge or be a major asset to MNF relations / operations
MNF SOP clearly addresses this
upfront in Part A and B
An acronym and common
terminology list with
definitions is being developed
for the MNF SOP
In our MPAT workshops, Terminology has been identified as a CRITICAL component of Multinational Force Operations.
If not properly acknowledged and addressed early on in a multinational effort, it can “work against” unity of command and effort. However, if properly addressed and understood by all, it can actually “assist” in unity of command and effort.
This SOP clearly stresses the importance of terminology UP FRONT in Part’s A and B by defining the “key terms”. Further, the SOP will have a fully “linked” mechanism by which any term can be looked and defined in the glossary at any time throughout the SOP. This feature will be added in the final coordination draft of this SOP in the Oct 02 time frame.

19. Key Definitions MNF: Multinational Force – “Broad Overarching Term”
The entire organization of nations, participating forces, and support based upon “shared interests”.
Two Types of MNF Operations:
Coalition: Ad-Hoc / Crisis Based (Ex: INTERFET- East Timor)
Combined: Alliance / Treaty Based (Ex: NATO or UNC / CFC - Korea)
CTF: Coalition / Combined Task Force
Coalition TF (CTF): Ad-Hoc / Crisis Oriented
Combined TF (CTF): Alliance / Treaty Based (predetermined guidelines and / or contingency plans present)
Cover definitions of MNF and the two types of MNF operations. Definitions on the slide.

20. MNF SOP Key Principles
Transition Slide: Lets now discuss the three fundamental principles of this SOP. They are the “heart” of the SOP and the approach developed to efficiently conduct Multinational Force operations.

21. Key Principles The above principles sets the foundation
Operational Start Points:
Predetermined “operational start points” prior to a crisis will assist in the CTF’s speed of initial response and mission effectiveness.
Clear Understanding & Communications:
It is critical to “agree” or “agree to disagree” based upon a common set of operational start points, terms, and processes.
CTF Planning Process:
The CTF planning structure must provide for an “integrated and managed process” for the movement of plans from the planning stage, to the refinement stage, and then to the execution stage.
If you agree with these principles, then the “basis for the SOP’s development and purpose” will be understood.
Each principle shown on this Chart are FUNDAMENTAL to each and every process outlined in the SOP.
#1 (Operational Start Points) is the “heart and soul” of this document. Everything else stems from these five Operational Start Points for the CTF’s activation, forming, and employment.
#2 stresses that “agreement” or “directive / prescriptive” processes ARE NOT THE FOCUS OF THIS SOP … understanding and communication is the FOCUS, agreeing to disagree is a major step forward IF what is being disagreed upon is clearly defined and understood by all.
The CTF planning process is unique to this SOP and is intended to move the planning readiness of CTF efforts forward in the Asia Pacific region.
The above principles sets the foundation
For “unity of effort” within the MNF / CTF effort

22. MNF SOP Essential Strategic Guidance
Module # 6
Transition Slide: Lets now discuss the guidance that a CTF requires for activation and employment.

23. Strategic Guidance
Effective Mission Accomplishment by a MNF and CTF requires clear and legitimate strategic guidance from a higher headquarters
Sources of Guidance:
Multinational Regional Organization guidance based upon alliance / treaty.
Coalition Multinational Organizational guidance based upon crisis action coordination / collaboration and ad-hoc (non-treaty) actions.  
UN Security Council or General Assembly resolution and mandate for multinational military operations (UN authorized or UN led).
Unilateral Operations by a single country that evolves into a coalition operation or UN operation.
Effective mission accomplishment is directly related to clear strategic guidance.
The Commander of the CTF does not develop this guidance … this is the responsibility of the strategic levels of military and governmental planning within our nation(s) and the UN.
The four sources of Guidance are shown (Discuss each briefly):
NATO or CFC in Korea is a good example of regional organizations that may provide strategic guidance.
For adhoc coalition operations an Initiating Directive developed through consultation with participating nations and promulgated by the designated lead nation
If the UN is involved there will be Security Council Resolutions (SCR) and possibly a UN Mandate
Unilateral single nations operations will have the standard strategic guidance process and products used by that nation

24. Essential Strategic Guidance
MNF SOP establishes baseline for this guidance:
Essential Strategic Guidance:
Purpose for MNF Action (purpose for CTF activation)
Broad Mission Statement MNF (CTF)
Broad Objectives for MNF (CTF)
End States for MNF (CTF) Opns (Military End States)
Broad Criteria for termination and transition of MNF Opns
Participating Nations and contribution
Lead Nation for effort and MNF SOP that will be used
Agreement on Collective Security Interests Involved
Specific Diplomatic, Economic, Informational, or Military Limitations, Concerns, Sensitivities
Shown here is the “essential strategic guidance” for a MNF / CTF effort. This guidance is not found in any “one document”; rather, it represents the compilation of many doctrinal publication and collaboration with the 30 countries involved in the MPAT program within the Asia Pacific area.
The GOAL is complete and thorough guidance for the areas outlined. Clearly this will be a challenge, but employment of multinational military forces is a complex and challenging operation in and of itself. There are numerous examples of where “incomplete or insufficient” guidance result in less than desire operational results.
Once again, this is a not an easy effort to coordinate such guidance at the national levels with multiple nations; however, it MUST be done, and done well. The Commander of the CTF SHOULD NOT BE BURDENED with this responsibility. His focus is “operational” and “mission execution” …… the command relationships discussed later will outline the structure by which this guidance is developed at the “right level within the multinational force effort”.

25. “The Realities” Essential Strategic Guidance
Guidance may be initially incomplete or fragmentary due to the complex and rapidly evolving crisis situation (doesn’t stop the initial MNF / CTF operational responses, but can hamper them)
Guidance will require ongoing refinements and adjustments as the crisis evolves
Strategic and CTF commanders / staff need to continually press for updated / refined guidance as required by the situation (never-ending process)
The reality of crisis action situations is simply that norm just may be that “guidance may be incomplete or fragmentary”. This does not mean that operations cannot be executed if the crisis requires an immediate response to relieve human suffering, restore stability, or protect vital / survival interests; however, CTF commanders and staff need to PRESS for updated and refined guidance.
Clear strategic guidance cannot be overemphasized.
As the crisis evolves, so will the dynamics of the crisis and, in turn, so will mission requirements. Strategic guidance must continually be reviewed and updated. The CTF Planning System inherently has a “long term” planning function built into it to address this requirement. Further, the CTF command relationships, if properly established, will address this requirement for a continual focus on the strategic level.

26. MNF SOP Operational Start Points
Transition Slide: The previous parts of this briefing have established the key principles for the MNF SOP. Lets now turn to the key Operational Start Points that nations need to “agree upon” or “agree to disagree upon” prior to the occurrence of crisis. This will form the basis for discussions by the participants within this conference following this briefing.

27. CTF Operational Start Points
Lead Nation Concept
Common Command Relationships and / or Common Control – Coordination Concepts
Standardized CTF Headquarters Organization
Common Planning & Decision-Making Process
Clear Understanding and Clarity of Terminology
Outline the five points shown and say the remainder of the briefing will address these start point thoroughly.

28. CTF Operational Start Point # 1 Lead Nation Concept
A Lead Nation is designated by the participating nations within the MNF effort
Lead Nation is responsible for the strategic consultation / coordination for the MNF effort
Among nations
With UN channels
With Non-Governmental Organizations (NGO) or International Organization (IO)
Lead Nation acts as the “single channel” of MNF strategic direction / guidance to military forces within the MNF effort based upon collaboration and agreements with participating nations
Provides for “unity of effort”
Briefer Points:
Cover the Lead Nation concept and stress that the Lead Nation is “designated” by the participating nations. The Lead Nation DOES NOT DIRECT, rather it collaborates, consults, and coordinates the MNF effort.
It is the SINGLE CHANNEL of strategic direction / guidance to the military forces within the MNF effort.

29. Lead Nation Concept Criteria
Vital / Survival Interest are most directly affected
Provides the foundation for the CTF HQs and preponderance of forces
Most capable of carrying out the diplomatic and international planning, coordination, and execution responsibilities for the MNF effort.
(Note: Nations can have major functional responsibilities within the MNF effort (medical, airlift, etc.); but there is only “one” Lead Nation)
Cover the Lead Nation Criteria
Stress the MNF SOP has only ONE Lead Nation for a Multinational Force effort, even though some nations may have some specified “functional responsibilities”

30. CTF Operational Start Point # 2 Common Command Relationships and / or Common Control – Coordination Concepts
Foundation – Two Chains of Command Always Exist. Within the CTF command, each nations’ forces are commanded by TWO separate chains of command at all times:
#1: The Respective “NATIONAL” Chain of Command
#2: The MNF “MULTINATIONAL” Chain of Command
It is important to recognize in ALL MULTINATIONAL operations the need for dual chain of command.
There are always two chains for command within a Multinational Effort. A nation does not give up national sovereignty or national command of its military forces by joining or participating in a multinational operation. We have fully developed that concept into the MNF SOP.
Further, within the “multinational” chain of command, there will be some form of command, control, or coordination procedures that military forces will operate under and by which the Commander of the CTF can execute missions based upon established “commander authorities”.
Thus, two chains of command are always operating within a Multinational command.
This “fact” can work against unity of effort if not recognized, planned for, and respected by all participants.

31. Command Relationship Terms
Command and Control Relationships Concepts:
OPCON - Operational Control: command authority to organize and employ forces, assign tasks, designate objectives, and give authoritive direction necessary to accomplish the mission
TACON – Tactical Control: more restrictive command authority that is limited to the detailed control of movements or maneuvers within a give operational area (AO) necessary to accomplish assigned missions or tasks.
SUPPORT: command authority for support relationships to assist in the coordination and direction of MNF logistical planning, coordination, and control / direction (types will be cover later in brief ….)
Shown here are the three fundamental “command and control” relationships that are “desired” within a CTF command.
Briefing Points: Outline definitions for each in your brief.
In some situations, such relations may not be possible due to “concerns about foreign command” of a nation’s forces.
The options for addressing and solving such concerns will be addressed later in this brief.

32. Categories of Support (A Form of Command Relationship)
General Support
Given to the supported force as a whole, rather than to a particular subdivision thereof.
Mutual Support
Rendered by units to each other against an enemy because of their assigned tasks, their position relative to each other and to the enemy, and their inherent capabilities
Direct Support
A mission requiring a force to support another specific force and
authorizing it to answer directly the supported force’s request for
assistance.
Close Support
Actions of the supporting force against targets or objectives that are sufficiently near the supported force as to require detailed integration or coordination of the supporting action with the fire, movement or other actions of the supported force.
The Support concepts outlined on this slide are a ‘form’ of command relations that is important for Multinational Force leadership to recognize and use.
Each level above has distinct and separate meanings that will require expanded definitions within the development of Plans for support relationships.
These are “one more tool” to assist the Commander of the CTF in his quest for effective mission accomplishment.
Briefing Notes: Cover the categories as required and desired given the time for the brief. Recommend DO NOT GET INTO THE DETAILS of each, just provide OVERVIEW or let the slide stand by itself with a “brief overview”

33. MNF Chain of Command – Lead Nation
Start Point # 2 (Coalition of Willing)
Participating Nation
National Authority/ies
Nation #2 ex. US
Lead Nation
National Authority/ies
Nation #1 ex. AS
Participating Nation
National Authority/ies
Nation #3 ex. ROK
Supporting Strategic
Commander
(Combatant Cdr)
Supported Strategic
Commander
(CDF)
Supporting Strategic
Commander
(ROK JCS)
Commander
Coalition / Combined
Task Force
(CCTF)
National
Command Element
National
Command Element
This chart shows how lead nation concept is employed by MNF with this SOP.
1st: Outline the role of LEAD NATION National Authorities with Participating Nations at this level using consultation / coordination to determine and provide single source of guidance and direction to lead nation Supported Strategic Commander.
2nd: Outline and define the Term Supported Strategic Commander and Supporting Strategic Commanders
Supported: The senior military commander at the strategic level by which the Lead Nation National Authorities passes strategic guidance and direction to the CCTF. Is responsible for the development of “strategic plans / orders” and is responsible for coordinating such plans, and follow-on support from the Supporting Strategic Commanders.
Supporting: The senior military commander through which “national command” is maintained with national forces within a CTF command and is the senior strategic level of “national planning and support” for a nations participation within a CTF effort. Coordinates and supports the Supported Strategic Commander as required/agreed upon by the Lead Nation level of planning with participating Nations National Authorities .
3rd: CCTF ‘operational level’ of command and the National Command Element (NCE). The CCTF is the Commander of the CTF and the NCE is the senior military rep from each respective nation within the CTF.
4th: “Participating forces” tactical level of command and outline the two chains of command that is “ever present” (national command through the NCE and multinational command through the CCTF).
Participating
US Forces
Participating
AS Forces
Participating
ROK Forces
Legend:
Consultation /
Coordination
Strategic Guidance OPCON or TACON
And Support
National Command National Command,
Theater

34. Lead Nation – Transnational Threats (Inter-Agencies Fully Imbedded)
Federal Police, FBI
and Local Police
Foreign Affairs
and State Dept
Intelligence Agencies
National & Local
Financial Agencies
and Treasury Dept
Customs
Health Officials
Other Subject
Matter Experts

35. Foreign Command Concerns
MNF SOP Options:
Adjust the Parameters:
Adjust the operating definitions and authorities of OPCON, TACON, and SUPPORT.
Create New Operative Terms:
Simply create new “terms” to reflect the authorities required for the situation and to address National concerns.
(Good Example: Combined Delegated Authority – CODA)
Tailored Lead Nation Organization:
Tailor to maintain the benefits of the Lead nation organizational concept while balancing the concerns of respective Nations within the MNF effort.
Balanced approach … not desired…. But may be required to maintain “teamwork / partnership / unity of effort”
Briefer Notes: Stress that the issue of “foreign command” of a nations forces will clearly be a challenge in many Multinational Force efforts.
The MNF SOP has OPTIONS for addressing this challenge
Address each option.
#2, CODA, stress this is a very feasible, but overlooked option. Review the CODA example within the SOP, so you can describe its essence without referral to notes.
#3: Stress that the Tailored Lead Nation organization is NOT DESIRED, but may be REQUIRED to ensure participation and support Unity of Effort within the CTF command. The next slide will outline this organization.

36. Tailored Lead Nation
(Parallel Command -- Foreign Command of Nation’s Forces is an Issue)
Nation #1
National Authority/ies
Lead Nation
National Authority/ies
Consultation /
Coordination
Supporting Strategic
Commander
Supported Strategic
Commander
Collaboration/
Coordination
Participating
Nation #1
Commander
Commander
Coalition / Combined
Task Force (CCTF)
Briefer Points: Cover each level of the command and stress such a concept does not make the Lead Nation concept invalid, quite the opposite, it “underscores” the importance of a “Lead Nation” for consultation and coordination.
Stress that “command” is not the key in this relationship, “coordination” is the key in such arrangements, and the use of the Coalition Coordination Center concept is essential in such situation. It is assumed that within a “combined” effort, such concerns will not be present due to the mutual defense treaties present and degree of integration possible within a combined command.
“Options” outlined on the previous page can be used with this “tailored Lead Nation” organization.
Once again, this is NOT desired, but may be REQUIRED for securing some nations participation and support.
Coalition Coordination Center (CCC)
Participating
Nation #1
Participating
Nation #2
Participating
Nation #3
Legend:
Strategic Guidance OPCON or TACON
And Support
National Command
Op Coordination

37. SRSG UN Sanctioned/Authorized UN SG Administrative component
“Coalition, Lead Nation Led”
Legend:
Strategic Coord/Consultation
Operational Coordination
National Command
MNF Strategic Coordination
OPCON or TACON
Note: Can have
UN LEAD (UN Sponsored) vs
Lead Nation led (UN Sanction/
Authorized)
But not recommended for
Complex Opns requiring
The use of military force
UN SG
SRSG
Administrative component
Humanitarian Component
Police Component
Since we do so much peace operations these days I thought I would show you one example of how the lead nation concept is employed in the MNF SOP for these type of operations.
In this case the CTF is employed to conduct a UN sanctioned/authorized mission, so it is a coalition MNF conducting a peace operations mission under UN mandate. The command and control is still the lead nation concept discussed earlier; however, the Coalition or Combined Task Force chain of command must consult and coordinate at the strategic level with the UN Secretary General (SG) and Special Representative to Secretary General (SRSG).
There will also be CTF Operational level coordination with the SRSG and his organization/components.
Human Rights Component
Election Component
Lead Nation Concept
(CTF under UN legitimacy – UN Authorized)
Observer Force

38. CTF Component Organization
Service Component & Task Force
Legend:
Strategic Guidance
And Support
OPCON or TACON
National Command
Tentative, This
Component may or may
not be activated due to
nature of the crisis.
Coordination, Support
and Consultation
Lead Nation
(National Authority/ies)
Supporting Nation (s)
(National Authority/ies)
Supported Strategic
Commander
Supporting Strategic
Commander(s) IA
CCC
Coalition
Coordination
Center (used in coalitions)
Commander
Coalition / Combined
Task Force
(CCTF) IA
CCC
IA = Inter-Agencies
This slide shows, using the lead nation concept in the MNF SOP, the first option for organization of the subordinate CTF components..organizing them along service lines.
Note the optional components.
CNAVFOR
Navy
Forces
CAFFOR
Air
Forces
CARFOR
Army
Forces
CSOTF
National
Forces
National
Forces
National
Forces
National
Forces
CMARFOR
Marine Forces
CPOTF
(Psychological)
CMOTF
(Civil Military)

39. CTF Component Organization
Ex: Functional Components & Task Force
Legend:
Strategic Guidance
And Support
OPCON or TACON
Tentative, This
Component may
or may not be activated
National Command,
Theater
Coordination, Support
and Consultation
Lead Nation
(National Authority/ies)
Supporting Nation)s)
(National Authority/ies)
Supported Strategic
Commander
Supporting Strategic
Commander(s) IA
CCC
Coalition
Coordination
Center (used in coalitions)
Commander
Coalition / Combined
Task Force
(CCTF) IA
CCC
IA = Inter-Agencies
This Chart shows with the lead nation concept, one way the CTF can organize its component forces. I don’t have time today of showing other examples such as “Service Approach” for organizing.
Here the components are functional components and task forces (organizing by function). The “Functional Approach” to component commands provides for “integrated operations functionally”.
Note the dual chain of command is displayed here as each nation still has “National Command” down to its tactical level forces.
CFMCC
Maritime
Component
CFACC
Air
Component
CFLCC
Ground
Component
CSOTF
National
Forces
National
Forces
National
Forces
National
Forces
National
Forces
National
Forces
National
Forces
National
Forces
CCMOTF
CPOTF

40. CTF Component Organization
Ex: Geographical Task Forces & Functional Components
Legend:
Strategic Guidance
And Support
OPCON or TACON
Tentative, This
Component may
or may not be activated
National Command,
Theater
Coordination, Support
and Consultation
Lead Nation
(National Authority/ies)
Supporting Nation)s)
(National Authority/ies)
Supported Strategic
Commander
Supporting Strategic
Commander(s) IA
CCC
Coalition
Coordination
Center (used in coalitions)
Commander
Coalition / Combined
Task Force
(CCTF) IA
CCC
IA = Inter-Agencies
This Chart shows with the lead nation concept, one way the CTF can organize its component forces. I don’t have time today of showing other examples such as “Service Approach” for organizing.
Here the components are functional components and task forces (organizing by function). The “Functional Approach” to component commands provides for “integrated operations functionally”.
Note the dual chain of command is displayed here as each nation still has “National Command” down to its tactical level forces.
TASK FORCE
EAST
CFACC
Air
Component
TASK FORCE
WEST
CSOTF
CFMCC
SOTF
East
National
Forces
National
Forces
CFLCC
CFMCC
National
Forces
National
Forces
TF Air
East
SOTF
West
TF Air
West

41. CTF Operational Start Point # 3 Standardized CTF Headquarters Organization
Major HQs Functions That Must Be Addressed in Military Operations Other than War (MOOTW):
Operational Staff (C1 through C7)
Personal Staff (Legal, Public Affairs, etc.)
Coalition Coordination
Civil-Military Coordination
Logistics Coordination
Media Support – International and National
CTF Planning Process
(Long Range to Mid-Term, Near-Term, and Current)
Transition: Lets now turn to the 3rd Operational Start Point, that of the CTF HQs organization.
The organization will be the key foundation for all planning, coordination, and execution of CTF operations. The degree of planning and attention of detail in activation of this headquarters cannot be over emphasized.
Shown on this chart are the KEY functions for a CTF HQs within a MOOTW crisis action situation. Each of these functions are paramount for mission effectiveness and success.

42. Standardized CTF HQs Organization
Red Area “ Shared Top Level Classification Info Area
Commander
Coalition / Combined
Task Force
(CCTF)
Special
Access
Ops
(SOF)
Classification:
Secret – MNF REL
Classification:
Case by Case
DCCTF
Civil-Military
Operations
Center
(CMOC)
Coalition
Coordination
Center
(CCC)
Personal Staff
COS C1
PERS C2
INTEL C3
OPNS C4
LOG C5
PLANS C6
COMMS C7
CIV-MIL
This is the start point or “template” in the MNF SOP for CTF HQs organization.
At first glance, it may seem cumbersome, but upon review it can be seen each element has clear and focused responsibilities that left unaddressed will cause functional problems in “planning and coordination” within the HQs.
Briefier: Outline each organization in the diagram above. Start at the top and work down. Stress that in coalition operations that classified information sharing will “always be a problem”. If it can be fully addressed and solved, a Coalition Coordination Center will not be required. However, the CMOC and CLCC will be required. In the MNF SOP processes are discussed to maximize communication, coordination, and intel sharing.
In COMBINED operations, the staff may be fully integrated and a CCC will not be required. HOWEVER, NORMALLY a CCC WILL BE REQUIRED and is a very valuable tool for “coalition coordination and integration” into the CTF planning and execution processes.
CTF PLANNING PROCESS (C5 PLANS, C3 FOPS, and C3 COPS)
Coalition / Combined Logistics Coordination Center
(CLCC) Secret – MNF REL
Multinational and CTF Media Support Staffs
(Coalition / Combined Media Pools)
Legend:
Multinational Force Releasable (MNF REL)
Liaison & Coordination

43. CTF Headquarters Template Transnational Threat Inter-Agencies Fully Embedded

44. CTF Operational Start Point #4 Common Planning & Decision-Making Process
Two Major CTF Functions that MUST be fully understood and executed during the CTF’s activation:
CTF Planning Process
CTF Crisis Action Planning (CAP) Process
Now lets turn to the 4th Operational Starting Point, that of a Common Planning and CTF Decision- Making Process.
At the broad level … making decision, preparing plans, refining plans, and having a “process for addressing” the CRISIS is paramount for rapid initial responses within multinational force efforts.
A clear understanding of the CTF processes for these two area is essential for unity of effort and effective mission accomplishment over time within the life of the CTF command.

45. CTF Planning Process Functions
Focus
168 Hrs
and
Beyond **
“What’s Next”
Mid-Term to
Long Range
Hrs **
“What‘s the
Situation
& What
Refinements
Are
Required”
Near Term
CTF: 0-24 Hrs
CTF: Hrs
0 – 96 hrs **
“Issue &
Monitor What
Adjustments
Current
“Hand-Off”
of Plan
“Provides for an integrated and managed process to efficiently move
CTF plans from the planning stage, to the refinement stage, and then
to the execution stage”
CTF planning process centers around one simple principle: The CTF planning structure must provide “integrated and managed process” for the movement of plans from the planning stage, to the refinement stage, and then to the execution stage. This SOP establishes a three-fold planning focus that allows for a current operational focus while ensuring the CTF command is continually preparing for future operations and potential contingencies at all times. These are three focuses.
#1: Mid-Term to Long Range Planning Cell: One cell must focus on the “mid – term to the long range” verses the near term and present operations. This allows for operational flexibility and agility in planning. Also, contingency planning can be conducted to be prepared for opportunities and potential threats. Planning range for this cell are normally beyond 96 hrs from current operations time frames.
#2: Near-Term Refinement / Updating Cell: One cell must focus on “near term” and take the mid-term plans and long range plans and “refine / finalize” them by integrating in the operational realities of the CTF situation. This cell integrates the near term situational awareness and commanders guidance to arrive at an OPLAN that is ready for execution. Planning range for this cell is normally 96 hrs to 24 hrs.
 #3: Current Focus, Monitoring, and Adjustments Cell: One cell must focus on current operations and situational awareness making final “fine tuning adjustments” to OPLANS just prior to issuance. This cell also issues the order and monitors its execution making near time adjustments in accordance with commanders directives and component commanders’ requirements.
Note: The timeframes are only an initial guide to focus each cell. CTF operations (especially larger scale operations) may require different timeframes. The CCTF commander and staff will develop the cells planning focus based upon mission rqmts. 
** The timeframes outlined above are only an initial guide. The CTF Commander and staff will develop the cells’ planning focus based upon actual mission requirements.

46. CTF Crisis Action Organization (CAO) CAP Phase VI Execution - Plans and Operations Synchronization
Command Group
Task CTF Planning Efforts & Provide Direction/Guidance
CTF Battle Staff
CTF: 168 Hrs /
Next Phase
Transition,
or Termination
CAP Products
CTF: Hrs
CTF: 0-96 Hrs
C3 Current
Operations
(COPS)
C3 Future
Operations
(FOPS)
C5 Future Plans
(PLANS)
- This slide depicts the CAO organization of a CTF headquarters. Planning simultaneously occurs in C5 Future Plans (called PLANS), C3 Future Ops (called FOPS), and in C3 Current Ops (called COPS). The Command Group (CG) or ESG meets daily to provide senior level direction and guidance to these crisis action organization cells. The Command Group or ESG will review status and manage the plans in development on the CTF staff. Keeps planning on track.
- The CTF HQs staffs simultaneously conduct concurrent long range and short term planning during execution. This slide represents the continuum of C5 long range deliberate planning through short range branch plans and execution in current ops. Long range planning Includes sequel planning, such as transition and exit planning, and limited combat to peacekeeping.
- The CTF Crisis Action Organization will ensure successful planning and execution with an efficient process to move plans under development from one cell to the next. This will ensure that plans products/briefs are developed to support timely decisions by the CTF decision makers while giving plans visibility and input as appropriate.
- The “CAP products” and “Collaboration Tools” reference in the slide is the distributive collaborative planning software aids and information systems that give CTF planners and decision makers situation awareness and decision support for timely and efficient decision process.
- I would like you to focus on the small two small blue rectangles between the C5 Plans, C3 FOPS, and C3 COPS. A proven technique of transitioning of plans between the CPG elements is the “plans hand-off process”. A formal hand-off briefing is recommended and is supported by various tools and techniques such as “cartoon / storyboard” depictions of the phases of the “OPORD, Sequels, and / or branches”. Other tools that can be used: Continuity Officers from each of the CPG sections that stays involved with the “plan” throughout the CPG process (ie. C5 PLANS POC, C3 FOPS POC, C3 COPS POC) from initiation of the plan to execution / AAR. Operational sketches and overlays, Decisions Support Matrixes, Execution Matrixes, Synchronization Matrixes,.
“Hand-Off”
of Plan
“Hand-Off”
of Plan
Initial & Campaign Plan
Follow-on
Phase - Plans
What’s Next?
Refines, Adjusts &
Modifies
OPORDs-OPLANs
(Based upon Current
Situation)
Issues Orders, Drafts Pertinent Messages
Monitor, Assess,
Direct & Control
Execution.
Maintain SA.
Collaboration
Tools
CAP Products
OPORD-OPLANS / Campaign Plan
Sequel plans for future phases
Concept of operations
Risks
Draft Cmdr’s Intent
Initial Cmdr’s guidance / Estimate
Wargaming COAs
Pol-Mil Issues
Situational Awareness (SA) -- COP
Briefings
SITREP/ near-term FRAGOs
Message Release
Track Actions / Suspenses
Cmdr’s SITREP
Branch plans with triggers
Finalize Cdr’s Intent
Branch Plan Cmdr’ Estimate
Orders (WARNO, FRAGO, Etc.)
Recommend CCIR, ROE
Cmdr’s SITREP 12

47. CTF Crisis Action Planning Process
Lead Nation NCA / Supported Strategic Commander (Combatant Cdr) Level I
Situation
Development II
Crisis
Assessment
III
COA
Development IV
COA
Selection V
Execution
Planning VI
Execution
Commander’s Estimate
CTF should be activated
At the earliest possible
time based upon
situational factors.
Now with the CTF Planning Process in mind, lets turn to the second component of the Common Planning and CTF Decision Making Process within the the CTF command.
Shown here is the Crisis Action Planning (CAP) Process. This process summaries the ENTIRE crisis action situation from initiation to execution.
The Lead Nation NCA and Supported Strategic Commander provides the “strategic guidance and directions” for this process in consultation with the participating Nation’s NCA and Supporting Strategic Commanders. The CCTF provides the Operational planning and execution within this process
Remember, normally at the start of this process there are no plans, or organizations, no guidance, and no agreements on what needs to be done. Each of the CAP phases is KEY for a multinational force effort. The CTF is normally activated via a Warning Order from the Lead Nation NCA / Supported Strategic Commander. However, earlier activation is desired if feasible. The MNF SOP thoroughly addresses each of these phases.
The CTF Planning and Execution sub phases of the CAP process are also shown.
CTF is activated “not later than” beginning of Phase III via the Warning Order (earlier is desired)
Planning
Execution
FORM CTF HQ
Deployment
Employment
Transition
Redeployment
Augmentation
CTF Level
CAP - CRISIS ACTION PLANNING
COA - COURSE OF ACTION

48. CTF Crisis Action Planning (CAP) Process- Broad Overview
Phase Phase Phase Phase Phase Phase 6
SITUATION
DEVELOPMENT
CRISIS
ASSESSMENT
COA
DEVELOPMENT
COA
SELECTION
EXECUTION
PLANNING
EXECUTION
ONGOING LEAD NATION NATIONAL AUTH CONSULTATION
Nations NCA
Consultations & Assessments
1. Strategic Assessment
2. Essential Strategic
Guidance Developed
3. Situation Monitored
4. Collective NCA decision
for multinational military
crisis response
5. Lead nation designated
6. Supported Strategic
Commander, CCTF, and
Supporting Commands
Designated.
Deployment Order (s) Issued As Required
PLANNING & ALERT
ORDER
EXECUTE
ORDER
WARNING
ORDER
Note: Planning Order
Is optional; Alert Order required.
Review
WARNING
ORDER
Supported Strat. Cmdr OPORD
EXECUTE
ORDER
CTF THEATER NATIONAL
OPERATIONAL STRATEGIC STRATEGIC
CDR’S
ESTIMATE
The six phases comprising the CAP process are shown across the top of the slide in sequence. You can see on this slide there is significant interaction that occurs between the three levels of National Strategic, Theater Strategic, and Operational Levels of planning within the CAP framework.
The top third of this slide represents National Strategic and NCA actions. The middle third represents the Theater Strategic or CINC level, and the bottom third is the Operational or CTF level.
As depicted, planning occurs concurrently at all three levels and is prompted or queued by a series of critical planning documents which serve as vehicles for written direction, cmdr’s intent & guidance as well as coordination and collaboration between echelons of command.
CTF DRAFT
OPORD
Approved
ORDER
CDR’S
ESTIMATE
CTF ACTIVATED – CTF Planning
(C5 PLANS, C3 FOPS, C3 COPS)
CTF COMPONENTS
ORGANIZED
CTF COMMAND
OPERATIONAL
LNOs/MPAT CADRE DEPLOYS
CTF COALITION COORDINATION CENTER ACTIVATED

49. Critical CTF Planning Points (CTF Crisis Action Planning)
CTF Crisis Action Planning must focus on two critical areas of planning early on in the initial CTF activation:
Strategic Level: Clear Situational Analysis and Strategic Assessments at the National and / or UN Strategic Levels – Clear Strategic Guidance / Mandate
Operational Level: Thorough CTF Mission Analysis, Course of Action Development, and Commanders Estimate
With the overall crisis action planning (CAP) process in mind, lets turn to WHAT IS IMPORTANT in this process.
There are TWO KEY FACTORS that a CTF planner must focus upon in this process.
#1: They must ensure the CCTF and CTF command has a “clear situational analysis and strategic assessment” from the National level and Supported Strategic Commander level in the form of “clear strategic guidance and mandate (if executing a UN mission).
#2: The CTF level (or operational level) must execute a thorough CTF mission analysis, course of action development, and commander’s estimate during the initial CAP process.
Both of these factors are EXTREMELY CRITICAL to get started off on the “right foot” with direction and focused planning.
History is replete with many operations where these two factors were simply NOT ADDRESSED, and mission failure was the result.
Lets turn to our CAP diagram and emphasize where these critical areas occur.

50. Focus 1- Strategic
Lead Nation
National Authority
Regional Organization United Nations
1. Strategic Assessment
2. Collective National
Authority/UN
Decision for Multinational
Military effort
3. Resolution / Mandate
Developed Debated UN SC
4. Resolution Issued or
5. Multinational or
Regional Organization
Consultation Decision
Focus 1: Strategic Level Clear Strategic Guidance & End State (Clear Mandate)
Shown here is the Phase 1 and 2 of the CAP process where the Lead Nation National Authorities and the Supported and Supporting Strategic Commanders must develop clear strategic guidance for the CTF if military actions are determined to be required during the situational development ande crisis assessment.

51. Critical CTF Planning Process
Mission
Analysis
COA
Development
Comparison
Plan/Order
Brief
CDR
Planning
Guidance
COA Decision
Brief to Cdr
Selection
Commander’s Est.
To Lead Nation
National Authority
(or UN)
Critical CTF Planning Process
(MPAT TE Focus)
Warning Order
WARNING
ORDER
CDR’S
ESTIMATE
Focus 2: CTF Mission
Analysis, COA Development, & Commander’s Estimate
Focus 2
CTF
Shown here is the CTF focus. It is clear and simple. Develop a well thought out Commander’s Estimate that is based upon solid COA analysis, well thought out and developed Commander’s guidance, thorough mission analysis, and detailed review of higher headquarters warning order.
This is the focus of the MPAT program.
A well executed COA development, analysis, and COA decision brief to the CCTF is the foundation for providing recommendations to higher headquarters on “how the COA the CCTF recommends for execution”. This in turn is the basis for development of OPLANS, OPORDS, and contingency plans by which responsive, flexible, and successful mission accomplishment can be attained.
This is the focus of the MPAT program and this TE workshop.

52. CTF Operational Start Point #5 Clear Understanding and Clarity of Terminology
MNF SOP TERMINOLOGY
MPAT Concerted Effort to develop base definitions for CTF Operational Start Points
MNF / CTF / Lead Nation / Supported Strategic Commander / Supporting Strategic Commander
CTF HQs terms and Command Relationships
CTF Glossary will address all terms and abbreviations
MPAT Workshops will continually reinforce the “basic foundation” of terms
The last Operational Start Point has already been addressed, however the importance of “clarity of terminology” within the CTF command cannot be overemphasized.
As has been seen, the previous Operational Start Points use “definitive and clear” terms for commanders and functions.
Our MPAT workshops emphasize continual use of agreed upon Terminology and the MNF SOP stresses clarity in Terminology usage. However, this will be a continual challenge that must be addressed when activating the CTF command and during mission execution.
Training and exercises can reinforce use of common terminology within the CTF command.

53. MNF SOP Summary “A Journey Starts with a first step”
MNF SOP – We have taken the first step!
A “Guide” for Operational Start Points and CTF procedures
Not prescriptive, binding, or directive
Focus on Operational Level – CTF HQs and Command
Purpose:
Speed of Initial Response
Interoperability
Overall Mission Effectiveness
MNF SOP is a Multinational Product
31 Nations -- Multinational Planning Augmentation Team (MPAT)
In summary, as shown on this chart, one must take the first step in addressing Multinational Force Operational challenges. Clearly there are many challenges to effective mission accomplishment by a Multinational Force, but this SOP (which is a Guide … not a directive) is a step in the right direction . The focus of the SOP is on the CTF HQs and Component Commands. It is an SOP that is designed to be used by Military Forces involved in Multinational efforts with the clear purpose of enhancing the speed of the CTF’s initial response, the overall mission effectiveness of the force, and advance interoperability within the CTF command.
Lastly, this is a MULTINATIONAL PRODUCT that is a collaborative effort of 30 nations that clearly has the potential to improve over time.
The MNF SOP effort is not a short term project; rather, it is a “process” in and of itself for continual advancement of participating nations’ capabilities to come together on short notice, form a CTF,and rapidly relieve the crisis situations. This benefits and advances all of our nations common interests.

54. Critical CTF Planning Process
Mission
Analysis
COA
Development
Comparison
Plan/Order
Brief
CDR
Planning
Guidance
COA Decision
Brief to Cdr
Selection
Commander’s Est.
To Lead Nation
National Authority
(or UN)
Critical CTF Planning Process
(MPAT TE Focus)
Warning Order
WARNING
ORDER
CDR’S
ESTIMATE
Focus 2: CTF Mission
Analysis, COA Development, & Commander’s Estimate
Focus 2
CTF
Shown here is the CTF focus. It is clear and simple. Develop a well thought out Commander’s Estimate that is based upon solid COA analysis, well thought out and developed Commander’s guidance, thorough mission analysis, and detailed review of higher headquarters warning order.
This is the focus of the MPAT program.
A well executed COA development, analysis, and COA decision brief to the CCTF is the foundation for providing recommendations to higher headquarters on “how the COA the CCTF recommends for execution”. This in turn is the basis for development of OPLANS, OPORDS, and contingency plans by which responsive, flexible, and successful mission accomplishment can be attained.
This is the focus of the MPAT program and this TE workshop.