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CJTF-7 itself was a combined force, including a UK Deputy Commanding General, and many key staff members, as well as contingents, from coalition partner countries.
Backlogs at SSAs at LSA Anaconda and throughout CJTF-7 limited SSA mission capabilities.
External backlogs outside LSA Anaconda minimized CDC effectiveness in support of CJTF-7 units, increased MHE hours because of double and triple handling of supplies, delayed delivery of parts to CJTF-7 units by at least 1 to 2 weeks, minimized SSA operational capabilities throughout CJTF-7, inflated the demand for parts throughout CJTF-7, and taxed the capabilities and assets of SSAs.
Parts lost outside LSA Anaconda increased spending on contracted haulers, exhausted organic transportation and MHE capabilities, increased the number of retrograde items to be managed and transported, increased demand for warehouse space to accommodate retrograde items, and limited the operational capabilities of CJTF-7 units.
It was often unclear within CJTF-7 and CPA how military and civilian responsibilities for the seven lines of operations interrelated and how these would be synchronized when translated into tasks to be performed by units and organizations on the street.
Ambiguity about the division of labor between and within the CPA and CJTF-7 often resulted in decisions that were heavily influenced by turf considerations and lack of current information.
Many military officers appeared to believe that the Commander of CJTF-7 was the senior person in the building, or at least an equal to Ambassador Bremer--responsible for all military-related decisions, while Ambassador Bremer handled only civilian matters.
By June, the V Corps (and subsequently CJTF-7) engineer force had increased to 19,000 soldiers (6,000 divisional engineers and 13,000 EAD engineers) organized into 3 brigades, 6 groups, 36 battalions, 21 numbered companies, and 28 detachments.
Operating throughout Iraq since the end of the ground offensive, this robust, multifunctional brigade has executed more than 3,000 missions, focused on V Corps and CJTF-7 priorities, and backstopped every division and major subordinate command (MSC) on a wide variety of missions.
Upon learning that V Corps would form the nucleus of the new CJTF-7, the 130th Engineer Brigade and the V Corps staff engineer section went to work planning, sourcing, and standing up the new CJTF-7 staff engineer section (C-7)--a 55-person coalition-joint staff that would take over engineer staff planning and coordination from the 18-person V Corps staff engineer section.
this has since been taken over by CJTF-7 Baghdad ...
Have interfaced with CJTF-7 for the following changes: Justification/requirement/mission impact statements required (much like POM issue papers) to validate "wants" vs.
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