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In late July 2010, the monsoon season in Pakistan was more severe than usual, and caused historic floods of the Indus River which led to the deaths of thousands of people and the massive destruction of homes and property throughout the country. At the time, Commander 5th Fleet (C5F)/U.S. Forces Central Command (NAVCENT) was the U.S. Central Command’s (CENTCOM) designated commander for all Foreign Humanitarian Assistance and Disaster Relief (FHA/DR) in the CENTCOM Area of Responsibility (AOR). Immediately after the floods started the NAVCENT MOC formed a Crisis Response Planning Team (CRPT) which began the planning process to assist in relief efforts. While the CRPT consisted of approximately 15 regular members it became readily apparent that individuals with other subject matter expertise (SME) from across the staff would be required to formulate a successful plan. Based on my experience during this high visibility planning effort the MOC organizational structure provided the flexibility to rapidly plan and execute a FHA/DR mission half way around the world. This article briefly recounts how the 5F MOC supported the Joint Operations Center (JOC) in Pakistan, and responded to historic flooding and in so doing offers some insights into the benefits of the MOC as an organizational structure.

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