text: Chapter 3
  organic to that nation’s forces. The guiding principle is to allocate assets, as needed, and maintain
  concentrated critical capabilities.
  3-6. The commander’s ability to understand and integrate each nation’s capabilities into a cohesive force
  binds a multinational operation together. Commanders articulate their intent. This enables each nation to
  form the same picture of an end state and the rules governing engagements. Given the language difficulties
  found in many multinational forces, commanders clearly and simply state their intent. At a minimum, the
  planning guidance states—
  • The purpose of the operation.
  • A mission statement for the multinational force.
  • Broad objectives and tasks for the multinational force.
  • Desired end states and guidance on termination or transition.
  • Participating nations and expected initial contributions.
  • Common security interests.
  • Specific national limitations, concerns, or sensitivities.
  TRANSFER OF AUTHORITY
  3-7. The transfer of authority of forces to a multinational commander can impact mission focus. The
  designated multinational commander will have some form of authority over national units at some point.
  Planners define limits of authority and accomplish transfer of authority as early as possible. The timing of
  the transfer is part of the initial negotiations that govern how the multinational force forms. Planners
  determine when transfer of authority occurs. Early transfer of authority and deployment of liaison teams
  enable a multinational commander to plan and perform effective integration training through three options.
  3-8. The first option is to arrange transfer of authority to the multinational force before deploying from a
  unit’s home station. Commanders control the unit arrival sequence to best suit operational requirements and
  facilitate reception area base operations. This option assumes clear political consensus, timely decisions on
  national participation, and a significant lead time for planning and setting up the multinational force
  headquarters.
  3-9. The second option is to have transfer of authority at an intermediate staging base en route to an
  operational area. Forces resolve problems in a secure area. Forces deploy only when fully ready and as
  required by the multinational force.
  3-10. The third option is to have transfer of authority occur once forces arrive in the AO. This option leaves
  each nation responsible to deploy and prepare its contingent for operations. It does not allow the multinational
  force positive control of deployment into the AO.
  3-11. Centralized control of force flow provides the best support to the multinational force’s requirements
  and the best support to the participating forces. Whichever option the commander chooses for transfer of
  authority, central coordination of deploying forces is preferred. Such coordination prevents repetitive crisis
  management of reception operations.
  3-12. Each multinational nation has a different way to plan operations. If a lead nation commands the
  multinational force, then the lead nation uses its own planning. At national contingent headquarters, nations
  use their own planning.
  PLANNING FOR MULTINATIONAL OPERATIONS OVERVIEW
  3-13. Multinational planning begins before the actual operation and uses generic plans on which to build the
  actual plan of execution. Depending on the type and nature of operations conducted, planning includes
  governmental agencies, intergovernmental organizations, and nongovernmental organizations. Initial
  planning typically addresses pre-deployment, deployment, sustainment, transition, roles, participation, and
  redeployment operations.
  3-14. Based on the identified mission partners and relationships, the commander determines interoperability
  planning and preparation requirements. Commanders consider whether to establish additional organizational
  staff coordination centers, such as a mission partner coordination center to support interoperability. They also