U.S. Special Operations Command Posture Statement · PDF fileAs directed by the 2006 Unified...

Contents:Executive Summary

The Strategic Environment

Synchronization of the Global War on Terror

Synchronization EffortsThe Integrated ApproachContinuing the InitiativeGlobal Success and Proven Capability

SOF Growth and its Effect on the ForceQuadrennial Defense Review GrowthPeople – the Core of SOFTraining and EducationBudget, Acquisitions and LogisticsScience and TechnologySOF Communications and Networks

Into the Future

Maintaining Global SOF Pressure and Presence for PurposeCapstone Concept for Special Operations

Conclusion

Glossary

Air Force Special Operations Command advisors pose with members from the Chadian Air Force.

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2 0 0 7 P O S T U R E S T A T E M E N T

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Executive Summary

The United States Special OperationsCommand (USSOCOM) will celebrateits 20th Anniversary in April, 2007.

The impetus for the Command’s creation wasthe failed rescue attempt of Americanhostages in Iran in 1980. Congressrecognized that the capabilities andequipment required to conduct joint specialoperations could not be fragmentedthroughout the Services and be successful.This vision established a joint SpecialOperations headquarters, with service-likeresponsibilities, that could provide theorganization, training, and equipmentrequired for complex special operations.USSOCOM remains the only CombatantCommand established by Congress with thepassing of the Nunn-Cohen Amendment tothe Goldwater-Nichols Act in 1986.Throughout 2007, the Command willcelebrate this landmark event whilecontinuing to focus on synchronizing theGlobal War on Terror (GWOT) andsupporting Special Operations Forces (SOF)Warriors.

USSOCOM is uniquely qualified to leadthe GWOT for the Department of Defense(DOD). The types of missions andcapabilities mandated by Congress forUSSOCOM enable the unconventional,irregular, and adaptive actions that are bestsuited to engage the global asymmetric threatof terrorist organizations. USSOCOM issynchronizing DOD’s GWOT efforts,aggressively collaborating with othergovernment agencies and our internationalpartners to build a global network to combatterrorism. The strategic campaign plansUSSOCOM developed have created an

unprecedented infrastructure andmethodology to synchronize the complexrequirements of the GWOT. As an inherentlyjoint and globally focused CombatantCommand, USSOCOM was working withthe interagency and partner nations wellbefore 9/11, and has greatly expanded thiscollaboration in the past six years. Today,when a DOD leader is critical for quicklyimplementing coordinated GWOT actions,USSOCOM, with its unique structure,authorities, and capabilities, is poised to takeon this role through increased authority andresponsibility.

USSOCOM has three simple andenduring priorities: Winning the Global Waron Terror; Ensuring the Readiness of SpecialOperations Forces; and Posturing SOF for theFuture. The key to USSOCOM’s success ineach of these areas is the individual SOFWarrior. Empowered by a streamlinedacquisitions process and an innovativeculture, today’s SOF Warriors are bettertrained and equipped than ever before. Theirglobal performance in combat and non-combat areas has proven the value of amature, culturally attuned, properly equipped,adaptive Special Operations Force. Thegrowth directed by the 2006 QuadrennialDefense Review has furnished the capacity toimplement USSOCOM’s GWOT strategy,realizing the SOF Warrior’s potential nowand in the future.

USSOCOM’s growth, although importantto the GWOT, must be tempered with anunderstanding of the SOF Truths. These fourprinciples define the tenets of SpecialOperations that preserve the quality andcapabilities required for success.

SOF Truths� Humans are more important than hardware

� Quality is better than quantity

� Special operations forces cannot be mass produced

� Competent special operations forces cannot be created after emergencies occur

USSOCOM Core Tasks

• Synchronize DODGWOT efforts• Counterterrorism• UnconventionalWarfare• Direct Action• SpecialReconnaissance• Foreign InternalDefense• Civil Affairs• Information &PsychologicalOperations• Counterproliferationof WMD


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The nature of the terrorist threat in 2007 hasevolved into a global insurgency of state andnon-state actors with similar ideologies.

Government instability and failed states have becomethe catalyst for the spread of international terrorism.Besides the problems of poverty, corruption, porousborders, and ineffective national security structures,today’s environment has state and non-state actorsfostering instability and political chaos across numerousgeographic regions of the world. Some nation-statesleverage this instability to strengthen their influencewhile undermining international efforts at everyopportunity. At the same time, non-state actors,particularly al-Qaida, instigate fear, chaos and sectarianviolence to undermine national governments and theinternational community. The resulting instabilitycreates an accessible population of disaffected youththat can be motivated and nurtured into willing fighters,then skillfully used by militant groups to manipulatelarge portions of the populace. Their success hinges onpromoting and sustaining a clash of civilizations. An Expanding Global Enemy

The primary terrorist threat today is a transnationalmovement of extremist organizations, networks, andindividuals that use terrorism as a means to achievetheir geopolitical and ideological ends. Since 9/11, theUnited States and our partner nations have inflictedconsiderable damage on the leadership of thistransnational threat – specifically the al-Qaida networkand the associated global terror movement.However, al-Qaida remains the preeminent dangerto the Homeland and to U.S. interests abroad.Principal al-Qaida leaders are adaptive and resilient– able to survive and persist operationally evenafter significant losses in Afghanistan, Pakistan,and Iraq.

Due to the successful proliferation of violentextremist ideology, primarily from al-Qaida, theglobal terror movement is broadening in scope toinclude other affiliated, independent, and emergingterrorist groups. The movement is adapting toworldwide counterterrorism efforts that haveeroded much of the operational capability of al-Qaida and others. This movement aspires toestablish an oppressive, pan-Islamic extremistfederation that stretches from Spain to Indonesia,

spreading geographically as its members grow innumber.

Trends/OutlookThe global terror movement has become more

decentralized – a trend likely to continue. Terroristgroups merge with al-Qaida, when convenient, topursue a more expansive global goal. In addition, newterrorist networks, groups, and even individualspossessing entrenched anti-Western or anti-globalizationagendas are increasingly likely to materialize. Whatunites these emerging groups is a convergence of ashared world view that a radical, fundamentalist Islamiccaliphate is required to restore dignity and respect toIslam. The advantage of dispersed resources will makeit more challenging to defeat the transnational terrorismthreat in the future.

Terrorists fighting today in Iraq, Afghanistan, andelsewhere will be the battle-hardened terrorist leaders oftomorrow, and they will increasingly use the internet tocommunicate, recruit, train, and gain financial support.In the information age, radicalization and recruitment ofterrorists and dissemination of successful tactics isoccurring more quickly, more widely, and moreanonymously than ever before.

For militant Islamic terrorists, there can be nopeaceful coexistence with those who do not subscribe totheir world view. There will be no compromise and noconsideration of conflicting viewpoints – creating theneed for our resolve and commitment in the long war.

The Strategic Environment

An al-Qaida website image claiming responsibility forattacks in Kenya and the United States.

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Understanding the strategicenvironment underscores therequirement for a synchronized

effort to effectively counter the globalterrorist threat. The GWOT involves notonly the vital interests of the U.S., but thevital interests of many of our closest alliesand economic partners around the world.Countering global terrorism requires anintegrated and multidimensional approachby the Departments and agencies of the U.S.Government as well as partner nations,international organizations, and even thebusiness community. This will be thegreatest threat to our enemies.

The GWOT forced a change in the waythe Department of Defense plans,synchronizes, and conducts operationsacross the globe among and between theGeographic Combatant Commanders(GCC). As directed by the 2006 UnifiedCommand Plan, USSOCOM is the leadCombatant Command for planning,synchronizing, and as directed, executingglobal operations against terrorist networksin coordination with the other CombatantCommanders.

As a result, USSOCOM developed theDOD GWOT campaign plan. This plan and

the GCCs’ supporting regional war on terrorcampaign plans are dynamic and will evolveas the operational environment changes overtime. Today, USSOCOM leads a globalcollaborative planning process thatleverages other Combatant Commandcapabilities and expertise to develop acoherent approach to winning the war onterrorism. USSOCOM integrates theregional counterterrorism planning efforts,leading the larger effort of synchronizingDOD’s execution of the overall GWOTplan. Synchronization Efforts

USSOCOM is synchronizing globaloperations against terrorist networks incoordination with other CombatantCommands, U.S. Government agencies, andinternational partners through collaborationand the employment of national-levelsystems to maximize these combinedeffects. The authority to synchronizeenables USSOCOM to arrange globalmilitary actions to ensure the optimumemployment of force. This unprecedentedand complex effort is maturing rapidly andall parties, both within and outside of DOD,are becoming accustomed to the process.

USSOCOM’s Center for Special

Synchronization of the Global War on Terror

The Threat ModelThis model shows how violent extremist organizations

can use terrorism as a circle that operates around four

critical components:

(1) A populace from which extremists have the

potential to draw support

(2) The tacit and/or active support given to the

extremists by that sympathetic populace

(3) Local/regional terrorism as a result of unwilling

or incapable states to counter violent extremists and

(4) Global terrorism that results from global network

links built upon popular support and the inability of

states to control local and regional extremist networks

The cycle is completed when successful terrorist

operations (at the global or local/regional level)

reinforce ideological justification and influence that

portion of the populace that is susceptible to the

extremist ideology


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Operations (CSO) is the fusion point for DOD GWOTsynchronization efforts, combining operations,intelligence, and long-range planning and strategy. TheCSO provides a venue for regular meetings, briefings,and conferences with each of the GCCs, theinteragency, and partner nations. This consistentdialogue is the catalyst for ongoing planning andsituational understanding that simply did not exist evena year ago. The continuous collaboration is augmentedwith a USSOCOM sponsored semi-annual GlobalSynchronization Conference. Participants include DODcommands and representatives from other U.Sgovernment agencies and international partners. Theconference provides a consolidated, common threatpicture, a detailed review of GWOT-related plandevelopment, and prioritizes GWOT operations,actions, and activities for near- and long-termobjectives.

Many Global War on Terror activities are not limitedto the DOD. In fact, most GWOT tasks require actionsby other government agencies and internationalpartners. USSOCOM’s task to coordinate DODGWOT efforts with the interagency and partner nationsis an intricate one that requires the development ofrelationships through continuous liaison partnerships, asupporting technical infrastructure, and informationsharing policies.

USSOCOM does not control GWOT operationswithin GCCs’ areas of responsibility, but synchronizestheir activities at the global, strategic level. Thisensures unity of effort and allows USSOCOM to look“between the seams” as terrorists move, communicate,finance, and operate between regions.

The Integrated Approach DOD’s GWOT campaign plan focuses on two

essential approaches – direct and indirect. Theseapproaches are mutually supporting and integrate theneed to disrupt violent extremist organizationsoperating today and to influence the environment inwhich they operate to erode their capability andinfluence in the future. The goal of both the direct andindirect approaches is to establish an environmentinhospitable to terrorism.

The direct approach involves the immediate goals ofpursuing those responsible for terrorism and defendingthe homeland. Through persistent pressure on terroristnetworks, these actions provide time for the morechallenging indirect approach. While most directmilitary actions now occur in the Central Commandarea of responsibility, the direct approach may also beused globally to disrupt violent extremist organizationsthat have the capability and intent to attack U.S.interests at home and abroad. Most terrorists are notgoing to change their ideology or goals – they must befought and defeated today and in the near future. Tomaintain this kind of constant pressure, the directapproach is not limited to physical attacks on knownterrorists, but includes attacking terrorist resources andtheir support infrastructure through a variety of means.

The indirect approach comprises those actions takento attack the roots of terrorism and eliminate its furthergrowth. In the long war, it is the indirect approach thatwill prove decisive. The focus is to enable our foreignpartners, deter support to terrorists, and erode extremistideologies. The indirect approach diminishes theunderlying global conditions that allow extremist

The MethodThe method addresses each of the critical components on the

Threat Circle with 5 lines of operation that address both the direct

and indirect approach:

� Erode Support for Violent Extremist Ideology

� Enable Partners to Combat Violent Extremist Organizations.

� Deter Tacit and Active Support for Violent Extremist

Organizations

� Disrupt Violent Extremist Organizations

� Deny Access and / or Use of Weapons of Mass Destruction

(WMD) by Violent Extremist Organizations

The desired effects of these lines of operations are to:

� Defeat the Threat

� Isolate the Threat

� Prevent re-constitution / emergence

� Defend the Homeland

The cumulative goal of the campaign plan is an environment

inhospitable to terrorism.


organizations to originate, gain support, flourish, andoperate. This approach enables international partners tobetter control their borders and more effectivelyidentify and reduce internal threats. Increasing partnernation capabilities can reduce terrorism from a globalthreat to a regional, and eventually local, level.Simultaneously, programs that address governmentalcorruption, poverty, unemployment, illiteracy, and basichuman needs build confidence in unstable and fledglinggovernments. This kind of engagement can reducepopular support to terrorist groups by increasing a weakgovernment’s ability to provide for the populace.Another effort that must be undertaken for success inthe long war is that of eroding violent extremistideology. The terrorists’ application of hate andviolence as means of political change must becountered and eliminated to affect their capability torally support from the population. By reducing oraddressing these factors, the indirect approach increasesthe legitimacy of threatened governments and reducesthe influence and effectiveness of extremistorganizations. DOD and USSOCOM’s efforts in theindirect approach are only part of the overallinteragency and partner nation effort, as this long termapproach must be applied through all elements ofnational power.

As part of the DOD GWOT effort, USSOCOM is

committed to integrating both approaches throughoutthe globe from the strategic to the tactical level. Bothapproaches are inherent in the SOF Core Tasks – theDirect Action and Counterterrorism capabilities addressdirect approach requirements; Unconventional Warfare,Foreign Internal Defense, Civil Affairs, andPsychological Operations are the key militarycapabilities applicable to the indirect approach. Vital tothe success of short-term and long-term objectives inthe GWOT is SOF’s ability to manage both approachesto harness their complementary effects. For example,Operation Enduring Freedom-Trans Sahara, a EuropeanCommand initiative, is designed to use both the directand indirect approaches to build partner nationcounterterrorist and intelligence capabilities in theregion while simultaneously countering violentextremist propaganda and recruiting. The objective isto apply persistent pressure to violent extremistorganizations to degrade their ability to attack whileeroding ideological support for their methods. Continuing the Initiative

Expanding on its synchronization responsibilities andsuccess, USSOCOM continues to develop programsand initiatives that add to and complement the GWOTCollaborative Planning Environment. Interagencyrelationships continue to thrive and grow, with over 120U.S. Government agency and Combat Support Agency

SOF Integrated Approach:In Operation Iraqi Freedom SOF

integrate the direct and indirectapproaches on a daily basis. SOF areconducting continual direct actionmissions to disrupt insurgents and al-Qaida network terrorists, killing orcapturing those responsible forcommitting violence against Iraqis andthe Coalition. At the same time, SOFconduct Foreign Internal Defensemissions to train and advise the IraqiSpecial Operations Forces (ISOF)Brigade and other Iraqi security forces.In fact, the majority of U.S. Army Special Forces (GreenBerets) and U.S. Navy SEALs (SEa, Air, and Land forces)in Iraq are partnered with Iraqi units, fighting side-by-sidewith them, increasingly with Iraqis in the lead, to betterenable them to take over all aspects of their country’s

security in the future. Simultaneously, Civil AffairPsychological Operations units are engaged inconstruction, infrastructure rebuilding, and informdissemination operations that positively influencepopulace and address the underlying conditions terrorism and the insurgency.


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representatives embedded with USSOCOM staff. InSeptember 2006, the Chairman of the Joint Chiefs ofStaff approved USSOCOM's plan to provide SOFGWOT representatives to several of the key nationalagencies to enhance liaison and coordination. Alsowithin the last year, the U.S. Agency for InternationalDevelopment (USAID) joined the GWOTsynchronization working group, and USSOCOM beganfurthering collaborative efforts by participating in theNational Counterterrorism Center’s monthlyInteragency Coordination Groups. USAID, in fact, hasstarted an Office of Military Affairs to better coordinatethe development of defense linkages, which has beensuccessful. USAID supports the thrust of USSOCOM’sefforts to foster interagency coordination and utilizeeach agency’s unique capabilities in support of theGWOT. In recognition of the need for closercoordination and synchronization, USAID has placed aSenior Developmental Advisor on the USSOCOM staffas well as embedding a USSOCOM liaison on theUSAID staff. This adds to USAID’s ability todeconflict and synchronize activities with USSOCOMas well as the GCCs.

In April 2006, USSOCOM stood up an interagencytask force to enhance operational effectiveness in theGWOT. This is a dedicated operations and intelligenceplanning team comprising DOD and interagency

intelligence and operations planning specialists and arobust information collection capability. All of themajor interagency partners are represented in the taskforce as well as the Combat Support Agencies.

The interagency task force searches for and identifiesnew, developing, and emerging counterterrorismopportunities to attack the al-Qaida Network and otherterrorist organizations and networks worldwide. Thetask force further develops actionable intelligence intooperational courses of actions and plans against theemerging targets. Throughout this process, theinteragency and Combat Support Agency liaisonpartners provide the direct conduit for the flow ofoperational information and intelligence betweenUSSOCOM and their parent organizations. This modelis based on battlefield proven teams formed inAfghanistan and Iraq where operators informallyadopted effective interagency relationships in the field.USSOCOM formalized this process to support futurecounterterrorism missions at the tactical, operationaland strategic levels. Central to the task force’s successis its ability to overcome traditional structures, policies,and procedures. This enables the rapid sharing ofcounterterrorism intelligence, coordination, andsynchronization of operational plans and missions.

A unique USSOCOM contribution to creating aglobal antiterrorist environment involves its strategicPsychological Operations (PSYOP) capabilities.Strategic PSYOP are those actions or activitiesdesigned to promote the truth and influence foreignaudiences in support of U.S. Government objectives.This capability is used in areas or situations that areparticularly sensitive, require a large degree of senior-level oversight, or have significant impact on thegovernance of foreign nations and populations.USSOCOM’s Joint Psychological Operations SupportElement (JPSE) is a key component for conductingtrans-regional PSYOP in support of the GWOT.USSOCOM established the JPSE to address anidentified shortcoming of a strategic PSYOP capabilitywithin DOD following the attacks on 11 September2001. It focuses on denying safe-haven to terroristsabroad and countering global terrorist ideology andinfluence with strategic and trans-regional PSYOPprototypes and activities. Trans-regional PSYOP areconducted under the authorities of USSOCOM or theGCCs, and are always in coordination with local U.S.Ambassadors and the interagency.

rs and

matione the Iraqiof


Strategic communications, in contrast, are the U.S.Government’s focused efforts to understand and engagekey audiences in order to create, strengthen, or preserveconditions favorable for the advancement of U.S.interests, policies, and objectives. A highly effectiveUSSOCOM strategic communications initiative is theSovereign Challenge Program. This program is acollaborative USSOCOM/U.S. Strategic Command(USSTRATCOM) project which focuses on thesovereignty of independent nations, the ways in which

terrorism violates that sovereignty, and how thesenations can assist each other in combating terrorism.The program is based on the premise that each nationhas a responsibility, in its own self-interest, to developprograms which counter or prevent terrorism, whilesupporting and cultivating its national interests,cultures, and citizens. In October 2005, USSOCOMhosted a Foreign Military Attaches’ Conferenceattended by 82 foreign representatives from 51countries, in an effort to gain a better understanding ofthe terrorist threats facing those countries. Thefeedback from this conference was the impetus for theSovereign Challenge program, leading to a secondconference hosted by USSTRATCOM in 2006,attended by 65 foreign representatives from 52countries.

Along with the specific initiatives developed by theparticipating nations, USSOCOM launched a SovereignChallenge website in October of 2006 as acollaborative, information-sharing web portal. Thewebsite encourages and supports continuing dialogueamong senior international military leaders and theircivilian counterparts around the world on issues ofglobal terrorism.

The International Engagement Program (IEP) is aninitiative developed by USSOCOM in 2006 with plansfor implementation in 2007. The IEP will engagepartner nations with a strong GWOT awareness,regional influence, and a desire to engage in combatingterrorism efforts with other nations by assigning SOFofficers to willing partner nations to work with militarydecision makers. The thrust of the IEP is not tactical,nor is it a security assistance program, but rather astrategic placement of SOF professionals at thePlanning Staff, Chief of Staff, or Ministerial leveldepending on the host country’s desire. The purpose ofthe IEP program is to assist partner nations inorganizing their planning elements to fight terrorism byidentifying shortfalls, coordinating with appropriateagencies to assist, resolve, and enhance theircounterterrorism capabilities, and increase overallinformation sharing. IEP representatives will help thehost country synchronize counterterrorism efforts withthe U.S. Government and other partner nations as partof a global combating terrorism network. The IEP willbe coordinated with the GCCs, the local U.S.Ambassadors, and the interagency, and will directlysupport their ongoing programs and goals.

Strategic initiatives bysovereign nations supported by

SOVEREIGN CHALLENGEinclude:

� Development of projects to counter

terrorist financing based on country-

specific threat� Creation of programs to

prevent/prohibit terrorist travel anddisrupt/exploit terrorist communicationswithin and through borders� Establishment of programs to

monitor and prevent the ability ofterrorists to establish temporary orpermanent safe haven/residence within ahost country’s borders� Development of an means of

preventing the establishment of terroristtraining facilities and active recruiting� Development of programs to disrupt

and ultimately prevent a terrorist attackwithin a nation’s borders� Development of programs to

counter terrorist ideologies consistentwith a country’s own national values,cultures, and perceptions of the threat� Development of programs to

counter terrorist objectives in the virtualrealm


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The Geographic Combatant Commanders maintainthe best regional focus and knowledge of their areas ofoperation. They continue to execute operations,including SOF-unique missions, as the supportedcommanders in their theaters, with USSOCOM in asupporting role. USSOCOM provides a sub-unifiedcommand, the Theater Special Operations Commands(TSOC), to ensure SOF are fully integrated into GCCcollective security plans and contingency operations.The TSOCs are primarily manned and principallyfunded by USSOCOM and have grown considerably inthe last few years. Each TSOC is focused on planningand conducting joint special operations, ensuring SOFcapabilities are matched to mission requirements, andadvising their GCC on the proper employment of SOF.The TSOCs maintain operational command and controlover all SOF when they are in theater and link SOF toconventional forces.Global Success and Proven Capability

Throughout 2006, SOF were at the forefront of theGWOT, deployed throughout the globe in combatoperations, theater security cooperation events, andtraining with partner nations to foster thoserelationships necessary for success in the future. Themajority of deployed SOF in 2006 remained in theCentral Command area of responsibility, focused on theterrorist threats in Afghanistan and Iraq. However, SOF

also conducted GWOT activities in other regions of theworld, staying engaged with partner nations throughtraining and counterterrorism initiatives. In almost alldeployments SOF work side-by-side with conventionalforces and other government agencies, continuing thestrong relationships that have been built over the lastsix years.

In Iraq, U.S. Army Special Forces and U.S. NavySEALs have significantly expanded Foreign InternalDefense (FID) operations. Training and advising theIraqi Special Operations Forces is still a main focus ofSOF’s efforts, but in 2006 several other regular Iraqiarmy and security forces were included as well. Forexample, SEALs trained approximately 1500 Iraqiarmy and police personnel within the past year,executing over 400 combined combat operations.Mentorship of Iraqi units has matured to the point thatthey have increasingly conducted unilateral operationswithout the presence of U.S. advisors. SEALs andSpecial Forces also played a key role in tribalengagement efforts in Al Anbar province, establishingrelationships with tribal sheiks that resulted in therecruitment of 300 local tribesmen into the Iraqi police.These successes culminated in 2006, but they did nothappen overnight. They are the result of patience andpersistence over months and years, demonstrating thegenerational aspect required of the indirect approach in

A U.S. SOF-trained Iraqi special operations forces advisor oversees training of his fellow countrymen at an training compound.


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winning the GWOT. Special Forces continued FID training and operations

with the Afghan National Security Forces (ANSF),most notably in three highly successful operations inlate 2006. These operations disrupted Talibancommand and control, resulted in the death or captureof hundreds of Taliban fighters, returned security tothese regions, and made it possible to conduct hundredsof humanitarian assistance operations in areaspreviously controlled by the Taliban. The provincialAfghan government was integral to the planning,coordination, and execution of each of these operations.Additionally, the integration of the direct and indirectapproaches by Special Operations Task Forces wasinstrumental in influencing and gaining the support ofnumerous local nationals, who previously supported orwere influenced by the Taliban. Special Forcesimproved the security situation in Afghanistan byenabling the ANSF to plan, command, control, andexecute combat operations and their ability improvesdaily. This continued progress increases the confidenceof the Afghan national government, fosters goodwillamong the populace, and postures these forces forcontinued success against insurgents seeking toundermine the sovereignty of this emerging nationstate.

The intense operations in Afghanistan in the fall of2006 also highlighted the capabilities of SOF fixed-wing aircraft. AC-130H and MC-130H aircraft andSpecial Tactics Air Commandos were instrumental tothe overwhelming success of these operations againstTaliban forces. During 12 days of operations, a smallnumber of highly-specialized aircrew andsupport personnel flew 47 time-criticalsorties, almost three times the average aircraftuse rate. In hostile and extreme conditions,the MC-130H aircraft infiltrated more than150 U.S. and Coalition SOF and some290,000 pounds of war material, conductedthree emergency airland resupply missions,and three emergency airdrop missions intoobjective areas surrounded by enemy forces.AC-130H gunships found, fixed, and finishedhigh value and other targets in support ofmaneuvering coalition forces, providing lethalfirepower on select objective areas tominimize collateral damage. The precisionand capabilities of these aircraft and crews

play a vital role in SOF’s joint and combined combatoperations.

SOF rotary-wing assets, combining superior airmobility and fire support platforms, are crucial tosustaining the high operational tempo of complexspecial operations missions. In 2006, the U.S. Army160th Special Operations Aviation Regiment (SOAR)executed more than 1,000 combat air assaults in bothAfghanistan and Iraq, while simultaneously supportingArmy, Navy, and Marine SOF in multiple trainingexercises. The 160th SOAR continues to transform bygrowing a fourth battalion, and modernizing itshelicopter fleet with the fielding of upgraded versionsof current air frames.

In support of European Command, SOF deployed toAfrica numerous times in 2006 in support of OperationEnduring Freedom Trans Sahara (OEF-TS) and theTrans Sahara Counterterrorism Initiative. Leveragingan indirect approach, SOF employed a wide range ofjoint elements to all nine OEF-TS partner nations. Thefocus was to provide training and assistance to the hostcountries to develop their indigenous capacity tocombat terrorism and create a more secure and stableenvironment. A highlight for OEF-TS in 2006 was thedeployment to Chad of two Foreign Military TrainingUnits (FMTU) from the Marine Corps Forces SpecialOperations Command (MARSOC). For six weeks, theFMTUs formed, trained, equipped, and assessed abattalion from the Chadian anti-terrorism regiment on abroad range of individual and unit skills, to includeofficer tactical planning and leadership courses. Thetrained anti-terrorism battalion is now capable of

A MH-60 from the 160th Special Operations Aviation Regiment(Airborne) conducting operations over Iraq.


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conducting border security operations, raids, and othercounter-terrorism operations.

Another example of European Command’s use of theindirect approach as part of OEF-TS has been theemployment of Civil Affairs. While Civil Affairs unitshave been critical to operations in Afghanistan and Iraqsince the beginning of both operations, their capabilitieshave been used to great extent in many other locations.In both Mauritania and Mali, Civil Affairs teamsconducted Civil Military Support Element (CMSE)operations in support of U.S. and local nationalgovernment objectives. In conjunction with the U.S.Ambassadors’ plans in both countries, the Civil Affairsteams performed humanitarian assistance projects inmultiple provinces, in support of both DOD and otherinteragency departments. These projects, including theconstruction of health clinics, water wells, and schools,were coordinated through and approved by the U.S.Embassies and local national governments. Thiscoordination included publicized “Grand Openings”that were attended by representatives from the U.S.Embassy, local and national governments, and localpress. In Mauritania, these positive results led to anofficial agreement with the U.S. Embassy and theMinistries of Health, Education, and Hydrology for all

future humanitarian projects. Civil Affairs projectssuch as these deter support to terrorists by legitimizingthe existing governments and fostering a more positiveopinion of the U.S.

SOF operations in the Philippines continued to besuccessful in 2006. Using the indirect approach, SOFemployed joint elements working by, with and throughtheir Philippines Security Forces counterparts. SpecialForces, SEALs, Special Boat Team operators, andAviation FID units advised and assisted PhilippineSecurity Force counterparts, building their capacity tocombat terrorism and creating a secure and stableenvironment. Civil Affairs units facilitated PhilippinesGovernment-led civil military operations in the form ofengineering, medical, dental, and veterinarian programsto improve the quality of life for its citizens. Byenhancing government control of the region throughincreased Philippine Security Force capacity anddecreased local support for terrorists, SOF effortssucceeded in helping the Philippine forces denyterrorists sanctuary and the use of vital sea lanes inMindanao and the Sulu Archipelago.

Psychological Operations support to SOF operationsin the Philippines has been in the form of a MilitaryInformation Support Team (MIST). MIST activities

As part of Joint Task Force Lebanon in thesummer of 2006, AFSOC’s 352d SpecialOperations Group (SOG) aided in the assisteddeparture of U.S. citizens from Beirut, Lebanon.Directly responsible for evacuating 520 U.S.citizens and 413 foreign nationals, the 352 SOGalso provided the only DOD medical capabilityduring the first 72 hours of the evacuation effort,evaluating 4,200evacuees and treatingover 70. The 352SOG was alsoresponsible forestablishing the BeirutAir-Bridge. UtilizingMH-53 helicopters,they created a life-linethat sustained the

U.S. Embassy in Beirut throughout the instabilityand provided immediate evacuation capability forall remaining embassy personnel. These flightsserved as a key facilitator for the diplomaticcomponent of crisis resolution providingtransportation for key State Departmentpersonnel to include the Secretary of State,Assistant Secretary of State, Congressionaldelegations and numerous embassy personnel.

SOF Support in Lebanon:


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assist their Philippine counterparts in performingInformation Operations to emphasize the Philippinegovernment’s successes in spreading security andstability and improving the quality of life for itscitizens. PSYOP is essential in setting the conditionsnecessary to prevent and mitigate terrorist operationsthroughout the Philippine archipelago through face-to-face interaction with the local population and by thedissemination of PSYOP products via radio, print, andtelevision programs. MIST activities are crucial to thesuccess of SOF and the Filipino forces in the fightagainst Southeast Asian terror networks, principally

from the Philippines and Indonesia. SOF are a high-demand force in the GWOT and are

deployed globally in support of each GCC’s specificneeds. However, over 85 percent of SOF deploymentswere to the Central Command’s area of responsibility in2006, leaving few special operators to pursue long-termoperations in others areas of the world. Ultimately, wemust be victorious in Afghanistan and Iraq to defeatglobal terrorism, but the long term GWOT will not bewon in these two conflicts. To fully engage in theincreased responsibilities of SOF in the GWOT, growthin the force and its capabilities is required.

The Air Force Special Operations Command’s 6 Special Operations Squadron (SOS) specializes inaviation Foreign Internal Defense (FID) in which they assess, train, advise, and assist foreignaviation forces in airpower employment,sustainment, and force integration. In2006, the 6 SOS culminated severalyears of training with the Philippine AirForce when the Filipino crews beganflying their first night vision-enabledtactical combat and casualty evacuationoperations. The 6 SOS instruction of thePhilippine Air Force to fly under the coverof darkness significantly improved thePhilippine Armed Forces’ ability toengage the Abu Sayef terroristorganization in combat operations byallowing night-capable infiltration andexfiltration capability. Additionally, thiscompetence increased the Philippinesoldiers’ morale, instilling confidence thatif wounded they would not have to waituntil daylight for evacuation. The aviation training provided by the 6 SOS compliments other ground

and maritime FID trainingprovided by SOF, with thecumulative effect ofempowering thePhilippine Armed Forces’counterterrorismcapability within theirborders. The 6 SOS isdoubling in size to affordincreased coalition, joint,and interagency optionsto assist partner nations’counterterrorism efforts.

Aviation Foreign Internal Defense with the Philippine Air Force


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Special Operations Forcestransformed significantly over thelast six years. This transformation

encompassed all facets of specialoperations – personnel and forcestructure growth, budget, training,equipment and acquisitions, operations,and education – and will continue intothe near future. SOF are trained,organized and equipped to conductmissions conventional forces are notdesigned to do. To that end, all ofUSSOCOM’s transformation and growthhas one purpose: to enable the SOFWarrior, now and in the future. Quadrennial Defense Review Growth – Inline with the DOD GWOT Plan

The 2006 Quadrennial DefenseReview (QDR) directed growth in boththe size and capabilities of SOF,allowing USSOCOM to accomplish itsincreased missions and responsibilitiesof synchronizing the Global War onTerror as both a supported andsupporting command. This QDR-directed growth will occur over a span offive years. This includes increasing thenumber of U.S. Army Special Forces,Rangers, and Special Operationsaviation; growing the number of activeduty U.S. Army Civil Affairs and

Psychological Operations forces;increasing SEAL Team force levels;establishing the MARSOC as a MarineCorps component of USSOCOM; andcreating a SOF unmanned aerial vehicle(UAV) squadron. This growth, whilelarge by SOF standards, is occurringover enough time to recruit, select, train,and equip the right people to maintainthe high quality of SOF.

In Fiscal Year (FY) 2007USSOCOM will complete the transfer ofall Reserve Civil Affairs andPsychological Operations units to theU.S. Army Reserve Command.However, USSOCOM will retain allActive Duty Civil Affairs andPsychological Operations units. Overall,QDR-directed increases for USSOCOMtotal over 13,000 new positions andtransfers over 9,000 existing ReserveCivil Affairs and PsychologicalOperations billets from USSOCOM tothe U.S. Army Reserve Command. Theresult is a net gain of over 4,000 billetsto USSOCOM’s force structureendstrength.People – the Core of SOF

USSOCOM’s total authorizedmanpower for FY 2007 is 47,911personnel, with roughly thirteen percent

SOF Growth and its Effect on the Force

ACTIVE RESERVENATIONAL

GUARD MILITARY

TOTAL CIVILIANS

ARMY 19,091 399 2,904 22,394 1,715 NAVY 6,328 1,030 0 7,358 734

AIR FORCE 10,629 996 825 12,450 1,780 MARINE CORPS 1,470 1 0 1,471 9

SUBTOTALS 37,518 2,426 3,729 43,673 4,238

FY 2007 USSOCOMTOTAL 47,911


of SOF military personnel coming from theReserve and National Guard. This total manpowernumber is lower than FY 2006 because of thetransfer of U.S. Army Civil Affairs andPsychological Operations Reserve personnel.Funding for SOF military personnel is included ineach of the Services individual accounts.

With few exceptions the personnel readiness ofSOF in FY 2006 was excellent and continues toequal or exceed Service averages in all areas.USSOCOM expects and needs this positive trend tocontinue. The programmed enhancements toUSSOCOM’s capability through FY 2011 focus onour most valuable resource – our people. Inaddition to standing up the MARSOC and theadded capabilities that component brings toprosecuting the GWOT, USSOCOM willselectively recruit, assess, and train sufficientSoldiers, Sailors, and Airmen over the next fiveyears to add over 3000 personnel.

USSOCOM studied and modeled the impact ofbalancing experience levels within our force. Theresults suggest some experience shortfalls as wecontinue to grow. The risk can be mitigated byretaining experience in the most critical careerfields while the force grows. USSOCOMComponents took steps to maximize the number of

graduates from the training pipelines whilemaintaining quality in the process. The U.S. ArmySpecial Operations Command (USASOC) showedlarge gains in FY 2006 after increasing instructorsand totally redesigning the Special ForcesQualification Course curriculum. A phased planwas implemented to grow from a historic averageof 400-450 active duty enlisted graduates per yearto 750 for FY 2006. USASOC exceeded this goal,with 762 active duty enlisted Special ForcesSoldiers graduating in FY 2006. The Naval SpecialWarfare Command (NAVSPECWARCOM) is stillfacing challenges filling SEAL billets, but theChief of Naval Operations’ commitment to SEALrecruitment as a top Navy priority is helpingenormously. Additionally, NAVSPECWARCOMintroduced several initiatives to their trainingprograms to increase output while maintainingcurrent standards. Air Force Special OperationsCommand (AFSOC) heavily revised its trainingpipeline over the last few years, which began topay significant dividends as evidenced byincreasing numbers of newly qualified operators.Based on current production, AFSOC should reachits required manning levels by FY 2009. Ournewest component, MARSOC, continues to growas planned and will be fully manned by FY 2008.

Naval Special Warfare personnel assigned to Naval Small Craft Instruction and Technical Training Schooltrain personnel from the Iraqi Riverine Police Force on special boat maneuvers and weapon handling.


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Adding more special operators to the structurecannot be done at the expense of current forcequality and readiness. SOF will maintaindemanding standards, retaining the best and mostexperienced personnel and continuing to care forour families. SOF are generally a more mature andexperienced force, requiring tailored methods tomaintain readiness. The Department of Defensecontinues to work with USSOCOM to developcreative ways to use the force management toolsavailable to maintain current personnel readinesslevels. USSOCOM Component training pipelineshave been maximized to the greatest extentpossible while maintaining quality in the process.The Services have been briefed on the increase inrequirements and they have pledged their fullestsupport. However, we cannot simply overpopulatethe force with junior personnel to meet aggregatenumbers and simultaneously strive to maintainrequired personnel readiness. To meet thischallenge, USSOCOM identified the need forretention incentive bonuses. In FY 2005, theUndersecretary of Defense for Personnel andReadiness approved the SOF Retention Initiativeenabling us to provide focused incentives to SOFthroughout their careers. In the first year,we guaranteed an inventory of 671 seniorSOF with 19 or more years of experience.By the end of FY 2006, we added another440 experienced operators to that cadre.Most will stay with SOF through 24 yearsof service.

Retention incentives, the expansion ofour training base, and ongoing efforts toimprove recruiting are the pillars onwhich we will maintain and grow theforce. Overall, our SOF populations arehealthy in the areas of inventory,promotions, training, commandopportunity, and active componentretention. USSOCOM is confident thatwe will maintain readiness andsuccessfully grow while continuing thehigh standards vital to SOF. USSOCOMhas commissioned a study oncompensation that is intended to provideoptions to enhance the force and continueto take care of our people.

USSOCOM’s Care Coalition has maturedsignificantly over the past year, helping SOFwounded warriors and their families identify andreceive a full spectrum of support by coordinatingwith DOD, government, and non-governmentorganizations. The Care Coalition is a uniqueorganization that provides support to all casualties,regardless of severity of injury, illness, or wound,and provides this support for life. The Coalitionhas successfully advocated for SOF casualties andfamilies by providing rapid, personal service ofmatching their needs with the means of governmentand non-government organizations. The priority isdirect resolution of casualty issues through closerelationships with the Office of the Secretary ofDefense, the Joint Staff, Service staffs, TRICARE,Veteran’s Affairs, numerous government agencies,and always with USSOCOM’s Components.Problems that cannot be resolved throughgovernment channels are usually resolved by non-government organizations, hundreds of which havethe singular mission of supporting militarycasualties and families. The USSOCOM CareCoalition has developed relationships with manybenevolent organizations whose support to SOF

USSOCOM Care Coalition assists wounded SOF Warriors andtheir families throughout the recovery process and beyond.


wounded warriors includes rental vehicles, airlinetravel, guide and companion dogs, homeimprovements, lodging, and legal support.

In 2007, the USSOCOM Care Coalition willpilot unique programs focused on improvingcasualty recovery and long-term success. TheWarrior Wellness Program is a congressionallyfunded pilot program linking SOF casualties andfamilies to mentors of similar age and injuries whohave been successful in the recovery process. Thecore of our direct casualty support is our networkof special operations hospital liaisons thatsupervise, support, and adopt SOF casualties toensure their hospitalization is as worry free aspossible. Special operations casualties continuallyastound medical experts by their rapid recoverytimes. The USSOCOM Care Coalition, byimproving total force quality of life, significantlycontributes to SOF operational readiness. Training and Education

Assessment and selection is the criticalinitial process by which candidates with thenecessary aptitude and attitude are identified forentry into the Special Operations community. It isBasic Underwater Demolition/SEAL training forNavy SEALs, Special Forces Assessment andSelection for Army Green Berets, the initial

selection phase for Air Force Combat Controllersand Pararescuemen, the special selection for theArmy’s Special Operations Aviators, and initialtraining teams - the “Green team” - for many otherunits. MARSOC conducted a pilot assessment andselection course in 2006 and will have their fullprocess up and running by May 2007. This processwill recruit and screen all MARSOC Marines andSailors, and assess and select all specialties goingto operational billets to determine if they has theright skill sets required to perform MARSOC coretasks. A relative few possess the essentialcombination of maturity, character, mental agility,physical strength, and motivation necessary forselection as a SOF Warrior. Consequently, attritionrates are high, making growth a challenge.

The special operations initial training thatfollows assessment and selection teachescandidates the unique skills required of SOF today– direct action capabilities, regional and culturalorientation, and the ability to operate in denied orsensitive areas sometimes by, with, and throughindigenous forces. Today’s special operationssuccesses can be attributed directly to the quality ofthe SOF operator and his nearly two years of initialtraining. USSOCOM’s Components have takensteps to maximize the number of graduates from

Pararescue trainees carry a heavy training log during the pararescue indoctrination-training course.


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their respective training pipelines to the greatestextent possible while maintaining quality in theprocess. The prospects are encouraging, but it willtake time, as initial training output can only growin concert with other aspects of force structuregrowth, such as recruiting and selection.

Language capability and cultural knowledgeremain essential to the successful and timelyaccomplishment of many SOF missions.USSOCOM focuses training resources onregionally oriented units and individuals to ensurethese finite resources build and then enhanceregional expertise. USASOC was first to integratelanguage and culture into SOF qualificationtraining pipelines and then assign those Soldiers toregionally oriented teams. MARSOC is using asimilar concept to staff its Foreign MilitaryTraining Unit and AFSOC is planning pipelinedtraining to address the growth of their Aviation FIDSquadron. However, initial training is only thebeginning and many SOF are further assigned toregionally oriented units where robust sustainmentand enhancement training programs at the unitlevel reinforce language and culture skills. Theunits build on the solid foundation provided by thetraining institutions by placing select personnelwith the right aptitude into programs that combineclassroom training with deployments to buildexpertise.

Beyond initial training, professional militaryeducation is vital to SOF’s continued success.

USSOCOM has several programs in developmentor underway which match individual SOF Warriorsto specific needs of the command. For 2007USSOCOM is developing a SOF InteragencyFellow’s program which will match mid-to-seniorlevel SOF to positions of advanced degree orresearch programs at traditional and non-traditionalacademic institutions. The follow-on utilizationtours are intended to match the graduates’ newknowledge to positions at interagency organizationsor other institutions where SOF expertise canleverage, and be leveraged, for missions assignedto USSOCOM and those partnering organizations.

The mission of USSOCOM’s Joint SpecialOperations University (JSOU) is also growing. For 2007 the university has developed severalpriorities, the first of which is to continue buildupon a series of certificate programs to ensuremastery of the USSOCOM key capabilities.

For example, the Joint SpecialOperations Warrior Certificate isalready underway, which definesand prioritizes the competencies thatSOF mid-level grades should haveto focus on the operational level ofwarfare. This certificate programfocuses on current missions, jointdoctrine, SOF capabilities,interoperability, planning, andsimilar operational issues facing the joint SOF operator and SOFenabler. A USSOCOM StaffOperations certificate to preparenon-SOF personnel to operate as effective members of the various SOF command staffs

Joint Special OperationsUniversity mission is to:�Develop SOF and SOF Enablers for

strategic and operational leadership,�Educate military and civilian

professionals on the employment of SOF in ajoint, interagency, and multinationalenvironment, and�Research and publish on national

security issues critical to the SOF community

Marine Corps Forces Special Operations Command Marinesparticipate in linguistic training.


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worldwide will begin development in early 2007. Congruent with the certificate programs, JSOU

will continue to offer courses to SOF and non-SOFpopulations that cover topics of importance to jointSOF that are either not taught elsewhere in themilitary education system, or are not provided atcareer points as required by SOF personnel. Somenewer examples include the Joint SpecialOperations Medical Officers Orientation course, theSpecial Operations Combating Terrorism course,and the SOF Interagency Collaboration Course.For 2007 several new courses are in developmentto provide interagency personnel and non-SOFGeneral/Flag Officers a greater understanding ofSOF and their interaction with special operations inthe long war. With these new and expandedcourses and programs, JSOU is operating at anunprecedented level of efficiency and experience,but it will never reach its full potential until movedto a new facility at MacDill Air Force Base, Floridain FY 2014.Budget, Acquisition, and Logistics

When Congress created USSOCOM in 1986 itprovided the Commander budget and acquisition

authorities for Special Operations-peculiarequipment under U.S. Code Title 10, Section 167.Under this authority USSOCOM fielded numerousSpecial Operations-peculiar systems instrumental intoday’s fight, and is currently executing programsto rapidly address the emergent needs of the SOFWarrior in combat.

The individual SOF Warrior is at the core ofSpecial Operations capabilities, a key factor inUSSOCOM’s budget and acquisition strategies.USSOCOM’s Strategic Planning Process (SPP)develops resourcing requirements and iscapabilities-based rather than platform-centric,focusing on the mission needs of the SOF Warrior.USSOCOM’s past and current budgets reflect thisunique philosophy. The Long Range PlanningProcess (LRPP) is tied to the SPP, and looks atfuture threats and emerging technologies to ensureSOF remains ahead of potential adversaries. TheLRPP uses the same capabilities-based planningprocess to balance near-term capabilities with long-term requirements. It couples acquisition strategyto the development of capabilities that are essentialfor executing future SOF operations. Budget

The FY 2007 funding received by USSOCOM –approximately $6.2 billion - is focused on meetingUSSOCOM’s top three priorities: GWOT;Readiness; and the Future. These resources areinitiating fundamental changes necessary to expandUSSOCOM’s capabilities to lead, plan, andsynchronize global operations against transnationalterrorist networks while improving establishedcapabilities to respond to a wide range of nationalthreats. The FY 2007 funding includes the initialrequirements to implement the results of theQuadrennial Defense Review. USSOCOM’s FY2007 budget is divided into four major categories:Operations and Maintenance (O&M); Procurement;Research, Development, Test and Evaluation(RDT&E); and Military Construction.� Nearly $3.7 billion was received for our largestaccount, O&M, which maintains SOF operationalreadiness and provides for maintenance ofequipment, fuel, consumable supplies, civiliansalaries, spare parts, and repair of weapons andequipment.� Over $1.6 billion was received for Procurement,

U.S. Army Special Operations medical personnelunload medical supplies during a U.S./Iraqi medicalcivil-military operation in Ash Sharqat, Iraq.


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which allows USSOCOM to fund vital SOF-uniquemodernization and recapitalization efforts in forceprotection, mobility, weapons, munitions,communications, and intelligence equipment.� Over $556 million was provided for RDT&E,which provides technological advances andmodernization for SOF.� Completing the portfolio, USSOCOM requestedjust under $347 million in Military Construction tobuild unique headquarters and operational facilitiesnecessary for SOF growth, training, anddeployment.

The FY 2008 President’s Budget request forUSSOCOM is $ 6.159 billion and includes specificadditions directed by the Quadrennial DefenseReview process. This request will continueinvesting in capabilities to improve SOF warriorsystems, promote specialized and institutionaltraining, explore and exploit leap-ahead technology,and refine force structure. This submission alsorepresents a change from previous years in that itdoes not include Military Personnel costs.USSOCOM was previously required to program forthose costs, but the individual Services actuallyexecuted Military Personnel funding. As a result,those funds are no longer included in USSOCOM’soverall submission. Equipment Advances and Initiatives

USSOCOM is the only Combatant Commandthat manages the entire materiel acquisition life-cycle process for the systems and equipmentemployed by its forces. USSOCOM processes aresimilar to those of the Joint Staff, the Office of theSecretary of Defense, the Military Departments,and the Services, but with the unique advantage of

defining both its operational requirements and themissions its forces conduct as a supportedCommander. USSOCOM has its own acquisitionworkforce with embedded contracting, legal, andoversight staffs – all in one location. Subject to thesame overarching statutes, regulations, and policiesthat apply across DOD, the Command’s ProgramExecutive Officers utilize the inherent freedom andflexibility of the Command’s acquisition process tostreamline their acquisition efforts and associateddocumentation, while benefiting from a proximatedecision chain. This team, with exceptionalsupport from Congress, the Secretary of Defense,the Joint Chiefs of Staff, the Military Departments,and industry partners, has built a superb capabilityto provide rapid and focused technology,acquisition, and logistics support to SOF Warriors.As a result, today’s special operations personnel arewell equipped and confident in their aircraft,maritime craft, intelligence and informationsystems, communication systems, weaponry, andindividual equipment.

Two new Program Executive Offices (PEO)complete a transformation and vision for the futureof USSOCOM’s acquisition structure andmethodology. The PEO for SOF Warrior managesthe development, acquisition and sustainment ofsystems specifically designed to enhance thecapabilities of the SOF Warrior as an integratedsystem. This includes force protection equipment,individual weapons, ammunition, demolitions,individual clothing and personal equipment, nightvision and electro optics, and ground mobilitysystems. The PEO for Mission Training andPreparation Systems (PEO-MTPS) is the other new

The RQ-1 Predator taxis in after one of its sorties at sunset.

PEO, which manages the development, acquisitionand sustainment of Special Operations-peculiarmission training and preparation systems. PEO-MTPS is using a system-of-systems approach tointegrate SOF air, ground, and sea simulators into acommon environment, and provide a seamlessarchitecture to conduct SOF training and missionrehearsals.

The Command’s Urgent Deployment Acquisitionprocess provides rapid acquisition and logisticssupport in response to emergent requirementssubmitted through Combat Mission NeedsStatements (CMNS) from SOF deployed on theglobal battlefield. Advanced technology systemsare acquired and fielded in as little as seven daysfrom CMNS approval, with most capabilitiesdelivered to combat forces in less than six months.

USSOCOM’s Unmanned Aerial Systems (UAS)are powerful force multipliers for SOF GWOTactivities. UAS are diverse in size, from the verysmall or micro, to the long-endurance Predatorclass systems. These platforms provide criticalforce protection to small SOF units and aid in theidentification and tracking of individual targets anditems of interest. USSOCOM maintains a UASroadmap designed to reduce costs and improve

capability with the flexibility to quickly capitalizeon the many advances in this key technology area.

Today’s SOF are better equipped than ever.Nonetheless, specific shortfalls in Intelligence,Surveillance, and Reconnaissance (ISR) capabilitycontinue. Persistent airborne ISR is a criticalsupporting element to USSOCOM’s prosecution ofthe GWOT. ISR must be ever present, and mustalso rapidly disseminate operational information tokey elements on the battlefield. USSOCOM hasbeen rapidly equipping SOF with ISR capabilitieswithin the overall constraints of our budget and ourSpecial Operations-unique responsibilities.Through mission analysis and lessons learned, wehave determined a combination of manned andunmanned airborne ISR is required to provide theflexibility to support the dynamic SOF mission set.We have modified existing SOF equipment whereavailable, procured additional dedicated ISRequipment, and partnered with the Services tocooperatively field additional airborne ISRequipment in support of USSOCOM missions.

USSOCOM continues to face the mountingchallenges of sustaining the low-density, high-demand SOF C-130 fleet while simultaneouslysatisfying roadmaps for modernization. Ongoing


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Urgent Deployment Acquisition

An example of the success of this rapidacquisition process in 2006 is the SOFDeployable Node-Medium (SDN-M). TheSDN-M is a deployable, lightweight, multi-channel Satellite Communicationsassembly that is easily transported, set upand operated by one person. SDN-M isstructured to provide secure and non-secure voice, data, collaboration andvideo services to small, deployed teams ofSOF personnel in any environment. On24 Jun 05 the USSOCOM AcquisitionExecutive signed an Acquisition DecisionMemorandum that formally initiated anUrgent Deployment Acquisition toexpeditiously field SDN-M systems to theSpecial Operations Command Europe and

the U.S. Army Special OperationsCommand. These systems werecontinuously fielded throughout 2006 andseveral SDN-M systems have been nowbeen delivered and forward deployed tosatisfy immediate operational missions.


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operations in support of the GWOT havestressed the SOF C-130 fleet at ever-increasing rates. MC-130H and AC-130UCenter Wing Box aircraft structures haveaged prematurely. In addition to SOFequipment obsolescence and diminishingmanufacturing sources issues, USSOCOMcontinues to monitor the U.S. Air Force’sAvionics Modernization Program and isdeveloping strategies to fill gaps in theSOF C-130 avionics architecture until thoseupgrades are available. Combat losses andadditional capacity are being addressed byconversion of older “slick” (i.e.,unmodified) C-130s for the SOF mission.The MC-130W specialized air refuelingaircraft and an additional four AC-130U Gunshipswith dual 30mm guns are scheduled to be deployedthis year. Despite over forty years of prominence,the mounting sustainment costs of USSOCOM’sMC-130E Combat Talon I and MC-130P CombatShadow fleets now outweigh the costs ofrecapitalization. USSOCOM is partnering with theU.S. Air Force to procure new SOF medium-liftaircraft.

Increasing the inventory and capabilities ofUSSOCOM specialized rotary wing aircraftremains a priority and modernization plans forthese aircraft will maintain the Command’s abilityto project SOF capabilities worldwide in theGWOT. Procurement of additional MH-47GChinook helicopters combined with the ongoingfleet modernization to the G-model configurationadds critical rotary wing capability and capacity,while streamlining logistics and maintenance.

Overall, USSOCOM continues to modernize andextend the service life of the rotary wing fleetswith a focus on survivability modifications toprotect SOF aircraft and crews. Examples includethe Joint Terrain Following/Terrain AvoidanceRadar, a suite of infrared countermeasures, theMH-60L Blackhawk modernization programs, andthe procurement of seventy-two new, highlymodified MH-60M aircraft.

The CV-22 is a priority USSOCOM aircraftprogram that will provide increased vertical liftcapacity with significantly improved speed andrange, allowing long-range vertical lift missions tobe performed in a single period of darkness. Threeof the first four production CV-22s delivered todate have already conducted an Operational UtilityEvaluation. CV-22 training will continue with anInitial Operational Test & Evaluation period beforeInitial Operational Capability is reached.

USSOCOM continues to sustain andenhance maritime mobility systemsincluding the MK V Special OperationsCraft, the Rigid-hulled Inflatable Boat, theSpecial Operations Craft–Riverine, theSEAL Delivery Vehicle, and the AdvancedSEAL Delivery System. As some of theseplatforms near the end of their service life,USSOCOM is utilizing the joint process toanalyze future SOF maritime mobilityrequirements to identify the next generationof surface and subsurface platforms neededto support the SOF Warrior. USSOCOM isworking with DOD to obtain a solution for

A CV-22 Osprey flies a mission over New Mexico.

SOF personnel prepare a simulated patient to be loaded ontoa MC-130 aircraft during a rescue exercise on CampLeMonier, Djibouti.


its Afloat Forward Staging Base requirement,which has proven to be very effective in thelittorals, enabling SOF access to key GWOTnations and geographically remote areas.

SOF’s Tagging, Tracking, and Locating (TTL)capabilities are influencing the battlefield byproviding location and intent of hostile forces.Furthermore, by integrating TTL and ISRcapabilities, SOF is enhancing its ability to conductpersistent surveillance and collect and extractinformation from denied areas. USSOCOM TTLprograms are being worked side by side withinteragency partners to develop synchronized TTLcapabilities for future applications in the GWOT.Acquisition Logistics

In the logistics support and sustainment area,USSOCOM continues to enhance the capabilities ofthe Special Operations Forces Support Activity(SOFSA) to meet the needs of the Theater SpecialOperations Commands and Components in theexecution of the GWOT. SOFSA is a governmentowned, contractor-operated facility that is theCommand’s Logistics Center of Excellenceproviding:

• The modernization, maintenance, andmodification of SOF rotary wing assets.

• A Joint Service Inventory Control Point withthe capability of ensuring SOF receive dedicatedsupply support for special operations-peculiarequipment.

• A conduit for in-theater Special Operations-peculiar logistics support for SOF which enablesUSSOCOM to rapidly support the fielding, supply,maintenance, refurbishment, and reset of SpecialOperations-peculiar equipment in direct support ofcombat operations.

• A USSOCOM Joint Operational Stockcapability which stocks, maintains, and loansmission critical equipment to support TSOCs,Components, and SOF units.Science and Technology

The USSOCOM Science and Technology (S&T)strategy addresses emerging and advancedtechnologies for potential integration into currentand future SOF concepts and requirements. TheS&T strategy is to invest and leverage availableresources with DOD and other agency laboratories,academia, and industry for the purpose of

maximizing SOF warfighting capabilities. Key tothe long term success of these programs is therecent development and implementation of theStrategic Technology Evaluation Process. Thisprocess will ensure a uniform and comprehensiveapproach to the identification and prioritization ofSOF capability gaps that might be solved by theappropriate application of technology.

The Special Operations Technology Development(SOTD) program conducts studies and developslaboratory prototypes for applied research andadvanced technology development. SOTD projectsattempt to link Basic and Exploratory research toSOF-specific fieldable items. Research anddevelopment is underway in the areas of advancednight vision devices, sensors, better mobility,improved communications, and enhanced training.

The Special Operations Special Technology(SOST) program demonstrates and evaluatesemerging and advanced technologies in relevantSOF environments. SOST projects are orientedtowards the development of more maturetechnologies and prototypes to mitigate oreliminate capability gaps. Efforts are focused on a

A Scan Eagle unmanned aerial vehicle sits on alaunch sled during USSOCOM sponsored TacticalNetwork Topography 07-1 experiment at CampRoberts, Calif.


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wide range of capabilities to include advancedsensors, diving equipment, power sources, andimproved ammunition.

The USSOCOM Small Business InnovationResearch (SBIR) program aggressively pursuestechnology solutions via the largest sector of thenation’s industrial base, the small business. TheSBIR program invests in a wide range oftechnology areas to meet the needs of thewarfighter. Currently, the program is managing 84contracts with a total dollar value of approximately$22 million, consistent with USSOCOM’s longterm average of 80 contracts. Topic areas includesensors, communications, weapons, and mobility.

The USSOCOM Medical Technology programseeks to improve techniques and procedures foradvanced SOF Tactical Combat Casualty Care. TheMedical Technology program also strives toprovide medical methodologies to improve SOFWarrior performance and training effectiveness.The Biomedical Initiatives Steering Committeeprovides the command with asingle consolidated source ofmedical expertise andtechnical advice on medicalS&T issues. SOF Communications andNetworks

USSOCOM fields numeroussystems providing theCommand and SOF units witha variety of communicationsand network capabilitiesranging from inter-teamcommunications to largebandwidth networkssupporting mission planningand execution. USSOCOMcontinues to mature thesesystems’ capabilities byenhancing the technology toprovide secure network accessto deployed SOF teams.

As the Command supportscurrent operations and theGWOT, its communicationsand network capabilities needto transform into net-centric

enabled systems. By enabling net-centric warfare,SOF will maintain and increase their edge ininformation superiority and networking. This willenhance operations by creating better and fasteractionable intelligence, reduce logistics by movingelectrons instead of personnel and equipment, andprovide improved command and control across thebattlespace. USSOCOM’s net-centric enablingenvironment is called SOFNet and will be SOF’sportion of the Global Information Grid (GIG).SOFNet will not only fully interoperate with theGIG, but it will also have enhanced capabilitiessupporting SOF’s unique mission requirements.

USSOCOM’s net-centric approach will tie SOFnetworks together into a single, cohesive electronicoperational environment, providing the necessarycapabilities and information to SOF forces whetherin garrison or deployed. USSOCOM will provideSOFNet capability to SOF operational forces in aspiral process that will bring enhanced capabilitiesonline as they are certified operational.

MARSOC Marines from the Foreign Military Training Unit set up theirsatellite system.


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Maintaining Global SOF Pressure andPresence for Purpose

USSOCOM’s implementation ofthe GWOT campaign plan, andthe ability to adequately provide

both direct and indirect approachcapabilities, is enabled by two factors.The first is SOF growth, which wasaddressed by the 2006 QuadrennialDefense Review. This growth is beingprogrammed and executed by USSOCOMat a manageable rate to maintain quality.The second enabling factor is global SOFposture. USSOCOM is developing aGlobal SOF Posture (GSP) plan designedto better enable global force managementof SOF. This plan will provide more SOFcapacity to the Geographic CombatantCommanders and allow SOF to maintaina continuous presence in accordance withtheater and strategic needs. SOF will besourced globally through a training anddeployment cycle that tailors joint SOF tofulfill the special operations requirementsof the GCCs’ regional war on terrorplans.

Key elements of the USSOCOM GSPconcept are: planned growth in the force,joint SOF training, and integration ofSOF global force management to supportU.S. global objectives:

• Growth. Growth in SOF is a criticalenabler to the USSOCOM GSP concept.It fosters increased capability to performpriority missions at the current levels.When operations in Central Command’sarea of responsibility eventually diminishin size and scope, programmed SOFgrowth will reduce stress on the force,allow for improved training, and providelong term sustainability for continuingGWOT requirements worldwide.

• SOF Training Program. The SOFTraining Program enables specialoperations deployment, recovery, training,and preparation cycles. It will deliver

versatile special operations task forces toU.S. objectives at the right time and placeand allow SOF to be balanced, flexible,and sustainable.

• SOF Global Force Management. Thekey to successful implementation of theUSSOCOM GSP is intensive andcontinuous management of SOF. Basedon global requirements, USSOCOM willbe able to provide mission-ready SOF tosupport planned or emerging needs andwill be able to operate for as long asnecessary. The net impact of thisdeployment framework will be more SOFcapacity with increased capability forlonger periods of time.

It is imperative that SOF have access toforward areas to conduct globaloperations. The USSOCOM GSPstrategy leverages existing theaterfacilities that will serve as hubs throughwhich rotational SOF units will deploy.The plan includes establishing a robustnetwork of Forward Operating Sites andCooperative Security Locations thatenable persistent presence of SOF inpriority countries and regions.Employing innovative concepts such asthe Afloat Forward Staging Base will alsoenhance SOF ability to assure access andsustainability. Associated militaryconstruction costs will continue to berevised over time to meet emergingrequirements. The USSOCOM fundedmilitary construction is associated withSOF-unique construction, includingequipment and facilities to support SOF-unique operations, training, storage andmaintenance.

The GSP plan ensures USSOCOM candeploy the right forces with the properskill sets to meet the GCCs’ planned andemergent requirements more efficiently,with more capacity and better flexibility.USSOCOM has programmed for GSP tostart in FY 2009 and the end-state is an

Into the Future


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enhanced SOF posture with improved operationalagility, increased SOF capability and capacity, androtational SOF deployments as needed. Capstone Concept for Special Operations

USSOCOM’s strategic look toward the futurebegins with the Capstone Concept for SpecialOperations (CCSO). The CCSO describes theapplication of SOF’s functional capabilities withinthe future operating environment and reflectsUSSOCOM’s implementation of the GWOT and theGlobal SOF Posture plan. Additionally, the CCSOexpresses the challenges we are facing and at thesame time defines how SOF will look past theFuture Years Defense Plan (currently FY 2008-2013). This concept demonstrates how and why wemust strengthen SOF for the future, and delineates aconcept of operations with intended solutions.Perhaps most notably, the CCSO establishes anactive management architecture for future SOFexpeditionary employment.

USSOCOM’s strategic goal of continuing totransform SOF to meet the challenges of the longwar are not attainable without applying the lessonslearned from past, current and future operations

supporting the GWOT. Effectively integratingUSSOCOM’s lessons learned and those of our joint,multinational, interagency, intergovernmental, andCoalition special operations partners is crucial tocountering and defeating international terrorismthreats. The current Lessons Learned program atUSSOCOM is shifting its emphasis from passivecollection and archiving lessons observed to a new,more aggressive paradigm. This evolution centersaround robust active collection with detailedanalysis that is integrated throughout theCommand’s Strategic Planning Process, theresourcing process, the USSOCOM Long RangePlanning Process, and many other processes withresolution of issues and dissemination to SOF andjoint communities as the primary goals. Thedifference in a lesson observed and a lesson learnedis the application of corrective action and resourcingto effect change of a process, a piece of equipment,or the manner in which personnel are trained. Aslessons learned must be incorporated into theallocation of dollars they must also be consideredwhen developing the operational concepts for futureSOF concepts.

Persistent engagement with our partner nations is key to success in the long war.


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At the heart of the CCSO are three strategicobjectives for the future that USSOCOM willcontinue to pursue: GWOT Lead, Global Presence,and Global Expeditionary Force. The documentestablishes five key capability areas that areessential to achieve the three strategic objectives.

• The Joint Expeditionary SOF Conceptstructures and reorganizes future SOF for maximumemployment.

• The Joint Special Operations Warrior Conceptis a program for joint SOF Warrior development toproduce more capable and diverse SOF through newconcepts for selection, training, education, andcareer development.

• The Joint Special Operations Command,Control, Communications, Computers, andInformation (C4I) Concept integrates disparatecommunications into a seamless, global, fullyinteroperable C4I infrastructure.

• The concept for Joint Special OperationsLogistics, Acquisition, and Resourcing describeschanges necessary for meeting responsibilities of

global persistent presence and rapid globalexpeditionary employment.

• The concept for Joint Special OperationsIntelligence outlines transformation to a globallydistributed intelligence system that unifies the entireSOF community

Developing these key capability areas enablesUSSOCOM to identify needed capabilities andsubsequent capability gaps, and then determinepossible solutions. The CCSO is critical because itguides the Command’s transformation process andserves as the foundation for the Long RangePlanning Process, which balances near-termcapabilities with long-term requirements. In thisprocess, future SOF operating concepts aredeveloped and refined through wargaming andexperimentation, and will undergo CapabilitiesBased Analysis in order to identify necessary SOFcapabilities for programming. The CCSO and LongRange Planning Process create a infrastructure tolead USSOCOM to its desired future and requiredcapabilities.

Special Forces conduct a night-time operation in Iraq.


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United States Special OperationsCommand understands that thestrategic environment facing the

United States today requires manycapabilities, several of which are nottraditional areas of military expertise,and reside outside of Department ofDefense. Accordingly, USSOCOM’sdevelopment and continuedmaintenance of the DOD GWOTCampaign Plan facilitates the requiredintegration between the various U.S.Government agencies and internationalpartners, as well as the integration ofrequired capabilities, both direct andindirect. USSOCOM is synchronizingthese efforts and operations withGeographic Combatant Commanders,other government agencies, and partnernations, on an unprecedented globalscale.

Key to success in the long-termGWOT is our ability to focus andfacilitate international partners on acooperative, integrated strategy, andUSSOCOM is leveraging SOFcapabilities to do just that. In the end,the goal is to develop a globalenvironment that is inhospitable toterrorism. This can only beaccomplished by enabling our partnernations to reduce terrorist threats toregional and eventually local levels,which they can successfully addressthrough their own security and justicesystems. Some of our SOF activitiessuch as Foreign Internal Defense andUnconventional Warfare enable ourinternational partners through training,equipping, and advising them regardingcounterterrorism operations. Lessvisible but equally important are CivilAffairs and Psychological Operationsthat address deterring support toterrorists and eroding extremistideologies. USSOCOM initiatives such

as the Joint Psychological OperationsSupport Element, the InternationalEngagement Program, Civil MilitarySupport Elements, and the SovereignChallenge Program reinforce andexpand upon these efforts. These coreSOF capabilities requiresynchronization with other ongoinginteragency and partner nation actions,and USSOCOM ensures thissynchronization to harness the expertiseof all participants.

The SOF Warrior is crucial to theGlobal War on Terror. SOF’s growthsupports the GWOT Campaign Plan,USSOCOM’s implementation of theGWOT plans, and the future GlobalSOF Posture plan. This very deliberategrowth is happening at a pace thatUSSOCOM and its components cansustain without compromising theessential high standards of the SOFWarrior. All USSOCOM processes –from acquisition to resourcing tofutures – are focused on supporting andenabling the SOF Warrior, today and inthe future. At the core of theseprocesses is a driving passion to beoutstanding stewards of the resourcesUSSOCOM has been provided. As aresult of proactive managementoversight, USSOCOM's InternalControl Program Statement ofAssurance was recognized as secondbest of 34 reporting agencies in theDepartment of Defense.

As USSOCOM celebrates its 20thAnniversary this year, theCongressional actions that created theCommand have been thoroughlyvalidated. USSOCOM was establishedto synchronize the irregular warfareand counterterrorism capabilitiesscattered throughout the Department ofDefense. These very capabilities arewhat make USSOCOM so uniquelysuited to lead the Global War on Terrortoday.

Conclusion

A F S O C : A i r F o r c e S p e c i a l O p e r a t i o n s C o m m a n dA N S F : A f g h a n i s t a n N a t i o n a l S e c u r i t y F o r c e sC 4 I : C o m m a n d , C o n t r o l , C o m m u n i c a t i o n s , C o m p u t e r s , a n d I n f o r m a t i o nC C S O : C a p s t o n e C o n c e p t f o r S p e c i a l O p e r a t i o n sC M N S : C o m b a t M i s s i o n N e e d s S t a t e m e n tC M S E : C i v i l M i l i t a r y S u p p o r t E l e m e n tC S O : C e n t e r f o r S p e c i a l O p e r a t i o n sD O D : D e p a r t m e n t o f D e f e n s eF I D : F o r e i g n I n t e r n a l D e f e n s eF M T U : F o r e i g n M i l i t a r y Tr a i n i n g U n i tF Y: F i s c a l Ye a rG C C : G e o g r a p h i c C o m b a t a n t C o m m a n d e r sG I G : G l o b a l I n f o r m a t i o n G r i dG S P : G l o b a l S O F P o s t u r eG W O T: G l o b a l Wa r O n Te r r o r i s mI AT F : I n t e r- A g e n c y Ta s k F o r c eI E P : I n t e r n a t i o n a l E n g a g e m e n t P r o g r a mI S O F : I r a q i S p e c i a l O p e r a t i o n s F o r c e sI S R : I n t e l l i g e n c e , S u r v e i l l a n c e a n d R e c o n n a i s s a n c eJ P S E : J o i n t P s y c h o l o g i c a l O p e r a t i o n s S u p p o r t E l e m e n tJ S O U : J o i n t S p e c i a l O p e r a t i o n s U n i v e r s i t yL R P P : L o n g R a n g e P l a n n i n g P r o c e s sM A R S O C : M a r i n e C o r p s F o r c e s S p e c i a l O p e r a t i o n s C o m m a n dM I S T: M i l i t a r y I n f o r m a t i o n S u p p o r t Te a mM T P S : M i s s i o n Tr a i n i n g a n d P r e p a r a t i o n S y s t e m sN AV S P E C WA R C O M : N a v a l S p e c i a l Wa r f a r e C o m m a n dO & M : O p e r a t i o n a n d M a i n t e n a n c eO E F - T S : O p e r a t i o n E n d u r i n g F r e e d o m Tr a n s S a h a r aP E O : P r o g r a m E x e c u t i v e O f f i c eP S Y O P : P s y c h o l o g i c a l O p e r a t i o n sQ D R : Q u a d r e n n i a l D e f e n s e R e v i e wR D T & E : R e s e a r c h , D e v e l o p m e n t , Te s t i n g , a n d E v a l u a t i o nS & T: S c i e n c e a n d Te c h n o l o g yS B I R : S m a l l B u s i n e s s I n n o v a t i o n R e s e a r c hS E A L : S e a , A i r, a n d L a n d f o r c e s S O A R : S p e c i a l O p e r a t i o n s Av i a t i o n R e g i m e n tS O F : S p e c i a l O p e r a t i o n s F o r c e sS O F S A : S p e c i a l O p e r a t i o n s F o r c e s S u p p o r t A c t i v i t yS O S T: S p e c i a l O p e r a t i o n s S p e c i a l Te c h n o l o g yS O T D : S p e c i a l O p e r a t i o n s Te c h n o l o g y D e v e l o p m e n tS P P : S t r a t e g i c P l a n n i n g P r o c e s sT S O C : T h e a t e r S p e c i a l O p e r a t i o n s C o m m a n dT T L : Ta g g i n g , Tr a c k i n g , a n d L o c a t i n gU A S : U n m a n n e d A e r i a l S y s t e mU AV: U n m a n n e d A e r i a l Ve h i c l eU S A I D : U . S . A g e n c y f o r I n t e r n a t i o n a l D e v e l o p m e n tU S A S O C : U . S . A r m y S p e c i a l O p e r a t i o n s C o m m a n dU S S O C O M : U . S . S p e c i a l O p e r a t i o n s C o m m a n dU S S T R AT C O M : U . S . S t r a t e g i c C o m m a n dW M D : We a p o n s o f M a s s D e s t r u c t i o n

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