1. United States Special Operations Command (USSOCOM)
Welcome to the Introduction to Special Operations Forces course lesson on the United States Special Operations Command (USSOCOM). In this lesson we will look a the historical and key events that led to the creation of the United States Special Operations Command, the command’s roles and functions, current structure and identify some of the unique aspects of the command.
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2. USSOCOM Paracommandos USSOCOM Headquarters MacDill AFB, Florida
Taking care of SOF warriors and their families
United States Special Operations Command is a unique command. In fact, it may well be the most unique of the current nine unified combatant commands within the Department of Defense. As discussed in the lesson on Special Operations relationships, the United States Special Operations Command is a functional unified combatant command for Special Operations. The command has been in existence for just over 25 years. Although there was initially a great deal of resistance by the services to the creation of a single headquarters for all U.S. Special Operations, over the past quarter century United States Special Operations Command has proven its worth by furthering the development of U.S. Special Operations Forces’ capabilities and capacity. Understanding why the Department of Defense has a command for Special Operations sets a foundation for future lessons on specific U.S. Special Operation Forces.
USSOCOM SOF Memorial
USSOCOM’s
Joint Special Operations University

3. Operation Eagle Claw (Desert One)
USSOCOM is literally an organization born out of failure. The initial catalyst for the creation of the command was the April 1980 failed hostage rescue attempt of 53 U.S. citizens taken and held by Iranian militants in Teheran, Iran.
The mission was called operation EAGLE CLAW and though the forces assigned represented the best our military had to offer it ended in utter failure at a refueling site called Desert One.
April 25, 1980
“It was risky and we knew it, but it had a good chance of success and America had the courage to try.” (Holloway Report). Eight Airmen and Marines died, eight aircraft were lost and American Hostages spent an additional 244 days in captivity.”

4. Holloway Commission Members: ADM James L. Holloway, III (Ret) USN
Lt Gen Samuel V. Wilson (Ret) USA
Lt Gen Leroy J. Manor (Ret) USAF
Maj Gen James C. Smith, USA
Maj Gen John L. Piotrowski, USAF
Maj Gen Alfred M. Gray Jr.
Needless to say, the failure of operations EAGLE CLAW was a significant blow to American’s national prestige and pride.
In May 1980, the Joint Chiefs of Staff commissioned a Special Operations review group to conduct a broad examination of the planning, organization, coordination, direction, and control of the Iranian hostage rescue mission as a basis for recommending improvements in these areas. This commission, headed by retired Admiral James Holloway, was composed of three retired and three active duty senior officers from all of the services and became known as the Holloway Commission. The commission’s report was published in late August of 1980 and identified 23 issues, 11 of which were considered to be major issues. The commission defined major issues as those that had an identifiable influence on the outcome of the rescue effort. The commission ultimately determined that the ad hoc nature of the organization and planning is related to most of the major issues and underlies the group's conclusions.
“The ad hoc nature of the organization and planning is related to most of the major issues and underlies the group's conclusions.” (Holloway Commission Report)

5. Holloway Commission Recommendations
A Counterterrorist Joint Task Force (CTJTF) be established as a field agency of the Joint Chiefs of Staff with permanently assigned staff personnel and certain assigned forces.
The Joint Chiefs of Staff give careful consideration to the establishment of a Special Operations Advisory Panel, comprised of a group of carefully selected high‑ranking officers (active and/or retired) who have career backgrounds in special operations or who have served at the CINC or JCS levels and who have maintained a current interest in special operations or defense policy matters.
The commission made two recommendations.
That a counterterrorism joint task force be established as a field agency of the Joint Chiefs of Staff with permanently assigned staff personnel and certain assigned forces.
AND
2) That consideration is given to the creation of a Special Operations advisory panel of senior retired and/or active duty officers to review classified plans and provide independent assessments.

6. Marine barracks Beirut, Lebanon attacked by a suicide truck bomber
GEN Edward C. Meyer
Army Chief of Staff
22 Jun Jun 1983
Marine barracks Beirut, Lebanon
attacked by a suicide truck bomber
in October 1983.
Army Rangers jump into
Point Salines International
Airport, Grenada during
Operation Urgent Fury,
October 1983.
1ST Special Operations Command
Army Chief of Staff General Edward C. “Shy” Meyer called for further restructuring of Special Operations capabilities. Although unsuccessful at the joint level, Meyer, nevertheless, went on to consolidate Army SOF units under the newly-created 1st Special Operations Command in 1982, a significant step to improve Army SOF.
By 1983, there was a small but growing sense in Congress of the need for military reforms. In June, the Senate Armed Services Committee (SASC), under the chairmanship of Senator Barry Goldwater (R-AZ) [Republican, State of Arizona], began a two year-long study of the Defense Department, which included an examination of Special Operations Forces.
Two events in October 1983 further demonstrated the need for change: the terrorist bombing attack in Lebanon and the invasion of Grenada. The loss of 237 Marines to terrorism combined with the command and control problems that occurred during the Grenada invasion refocused congressional attention on the growing threat of low-intensity conflict and on the issue of joint interoperability.

7. USSOCOM Establishment
Congressional SOF reformers included Senators Cohen & Nunn, members of SASC, and Congressman Daniel, member of HASC.
Sen. Nunn frustrated with the services’ reallocation of funds appropriated for SOF modernization to non-SOF programs.
Sen. Cohen convinced the U.S. needed clearer organizational focus and chain of command for special operations to deal with low-intensity conflicts.
October 1985, SASC published results of the review of U.S. military structure, which prompted the Goldwater-Nichols Defense Reorganization Act of 1986.
A few visionaries on Capitol Hill were determined to overhaul U.S. Special Operations Forces and capabilities. They included Senators Sam Nunn (D-GA) [democrat, state of Georgia] and William Cohen (R-ME) [republican, state of Maine], both members of the Senate Armed Services Committee, and Congressman Dan Daniel (D-VA) [democrat, state of Virginia], the chairman of the Readiness Subcommittee of the House Armed Services Committee. Congressman Daniel was convinced that the U.S. military was not interested in special operations that the country’s capability in this area was second rate and that Special Operations Forces operational command and control was an endemic problem. Senators Nunn and Cohen also felt strongly that the Department of Defense was not preparing adequately for future threats. Senator Nunn expressed a growing frustration with the services’ practice of reallocating monies appropriated for SOF modernization to non-SOF programs. Senator Cohen agreed that the U.S. needed a clearer organizational focus and chain of command for Special Operations to deal with low-intensity conflicts.
In October 1985, the Senate Armed Services Committee published the results of its two-year review of the U.S. military structure, entitled “Defense Organization: The Need for Change.” Mr. James R. Locher III, the principal author of the study, also examined past special operations and speculated on the most likely future threats. This influential document led to the Goldwater-Nichols Defense Reorganization Act of The Goldwater-Nichols Act was the most significant change to the U.S. Department of Defense since the National Defense Act of 1947 that created the United States Air Force.
Rep. Dan Daniel (D-VA)
Senator Sam Nunn (D-GA)
Senator William Cohen (R-ME)

8. USSOCOM Establishment
Spring 1986: SOF advocates introduced reform bills in both houses of Congress.
15 May 1986: Senators Cohen and Nunn submitted legislature to establish a joint military organization for SOF and a DoD office to ensure adequate funding and policy emphasis for low-intensity conflict and SO.
Congressman Daniel proposed a national special operations agency led by a civilian to bypass the Joint Chiefs and report directly to the SecDef.
Summer 1986: Congress held hearings on the two bills.
Adm. Crowe, CJCS, opposed the bills. He proposed a Special Operations Forces command led by a three-star general officer. However, Congress wanted a four-star general to give SOF more clout.
By spring 1986, Special Operations Forces advocates had introduced reform bills in both houses of Congress. On 15 May, Senator Cohen introduced the Senate bill, cosponsored by Senator Nunn and others, which called for a joint four star military organization for U.S. Special Operations Forces and the establishment of an office in the Defense Department to ensure adequate funding and policy emphasis for low-intensity conflict and special operations. The Chairman of the Joint Chiefs and the services opposed both bills and worked to create an alternative proposal with a three star commander.

9. USSOCOM Establishment
National Defense Authorization Act of 1987
TITLE 10 - ARMED FORCES
Subtitle A - General Military Law
PART I - ORGANIZATION AND GENERAL MILITARY POWERS
CHAPTER 6 – COMBATANT COMMANDS
Section 167. Unified combatant command for special operations forces
“With the advice and assistance of the Chairman of the Joint Chiefs of Staff, the President, through the Secretary of Defense, shall establish under section 161 of this title a unified combatant command for special operations forces (hereinafter in this section referred to as the “special operations command”). The principle function of this command is to prepare special operations forces to carry out assigned missions.”
Secretary
of Defense
Under Secretary
of Defense
(Policy)
U.S. Special Operations
Command
Asst. Secretary
(Special
Operations/Low-
Intensity Conflict
Ultimately it was the Congress not the Department of Defense that took action. In October of 1986 a final House and Senate reconciled bill, attached as a rider to the 1987 Defense Authorization Act, which is the Defense budget amended the Goldwater-Nichols Act and was signed into law. Known as the Cohn-Nunn amendment, it created a unified combatant command commanded by a four-star general for all Special Operations Forces, an Assistant Secretary of Defense for Special Operations and low intensity conflict and a new major force program (MFP-11) to fund special operations peculiar equipment, training, and operations. For the first time ever, Congress had mandated by law that the president create a unified combatant command. Today, USSOCOM is the only combatant command legislated into existence.
Established the U.S. Special Operations Command (USSOCOM) and the now Office of the Assistant Secretary of Defense for Special Operations Low Intensity Conflict ASD (SO/LIC)

10. USSOCOM Activation
23 January 1987: JCS recommends to SecDef to disestablish U.S. Readiness Command and use billets, facilities for USSOCOM.
13 February 1987: President Reagan approves establishment of the command.
16 April 1987: DoD activates command.
01 June 1987: Activation ceremony at MacDill AFB, Tampa, FL.
Guest speakers are CJSC, Admiral Crowe, and Deputy SecDef, William H. Taft IV.
First SOCOM Commander is General Lindsay.
A quick solution to manning and basing a new unified command was to abolish an existing command, U.S. Readiness Command (USREDCOM), located at MacDill Air Force Base, Florida. USREDCOM had an often misunderstood mission and did not appear to have a viable mission in the post Goldwater-Nichols era. Its commander, General James Lindsay, did have some special operations experience. So, on 23 January 1987, the Joint Chiefs of Staff (JCS) recommended to Secretary of Defense Caspar Weinberger that USREDCOM be disestablished to provide billets and facilities for the creation of the United States Special Operations Command. This recommendation was ultimately accepted and President Ronald Reagan approved the establishment of the new USSOCOM on 13 February 1987.
The Department of Defense activated USSOCOM on 16 April 1987 and the activation ceremony was held at MacDill Air force base on 1 June Guest speakers included Deputy Secretary of Defense William H. Taft IV and Admiral Crowe, two men who had vehemently opposed the Cohen-Nunn Amendment.
General Lindsay prepares to take command at USSOCOM activation ceremony.

11. Office of the Secretary of Defense
Assistant Secretary of Defense Special Operations/Low-Intensity Conflict
Office of the Secretary of Defense
A critical but often overlooked component of the Cohn-Nunn amendment was the creation of an Assistant Secretary of Defense for Special Operations and Low Intensity Conflict. The Assistant Secretary of Defense for Special Operations and Low Intensity conflict in many ways acts like a service secretary for Special Operations. The principle duty of the assistant secretary is overall supervision (including oversight of policy and resources) of special operations activities within the Department of Defense. The assistant secretary and his staff work to ensure that SOF have clear policy guidance and sufficient capabilities and resources to carry out assigned core operations and activities. Additionally, the assistant secretary is the principle civilian advisor to the Secretary of Defense on Special Operations and low intensity conflict matters.
USSOCOM is the only Unified Combatant Command with a policy representative in the Department of Defense.
Michael A. Sheehan
ASD SOL/IC
Principle civilian advisor to the Secretary of Defense on special operations and low-intensity conflict matters.

12. MFP-11 Funding Flow CONGRESS OMB OSD USSOCOM $$ $$ $$ $$
Before looking closer at USSOCOM and its roles and functions, a brief explanation of Major Force Program-11, often referred to as the “SOF checkbook”, is warranted.
MFP-11 was the final critical piece of the Cohn-Nunn amendment. MFP-11 is one of the current eleven major force funding programs within the Department of Defense. The congressional creation of this program provides United States Special Operations Command with its own funding to resource Special Operations peculiar requirements. United States Special Operations Command gets its funding just like the services do. It is appropriated by Congress, and apportioned by the Office of Management and Budget to federal departments and agencies. The Office of the Secretary of Defense distributes the funding to the headquarters of the United States Special Operations Command who further distributes funds to the United States Special Operations Command component commands. The significance of MFP-11 funding is that it allows the United States Special Operations Command to determine requirements, establish priorities, and develop capabilities for all U.S. SOF. Not only does this ensure special operations capability but it reduces waste and redundancy. Additionally, because the funds come directly from the Office of the Secretary of Defense to the United States Special Operations Command rather than to the services, Congress is assured that they will be spent on the SOF programs and requirements as intended. $$
USSOCOM

13. SOF Peculiar
Equipment or modifications used by SOF but not required as common equipment by the services
Special Operations peculiar can be an odd term and could be open to interpretation. However, Department of Defense Directive defines Special Operations peculiar as equipment, material, supplies, and services required for Special Operations missions for which there is no service-common requirement. These are limited to items and services initially designed for, or used by, Special Operations Forces until adopted for service-common use by one or more military service; modifications approved by the commander of the United States Special Operations Command, for application to standard items and services used by the military services; and items and services approved by the commander of the United States Special Operations Command, as critically urgent for the immediate accomplishment of a Special Operations mission.

14. USSOCOM Funding vs. DOD USSOCOM received 1.6% of the DoD TOA in FY12.
However, the Services provide a significant level of additional support estimated at about $7 Billion each year in the areas of:
Military Personnel
Major Weapons Programs
Base Operations Support
Military Training Support
MILCON
Accounting for the additional support from the Services, USSOCOM share of the DoD TOA is less than 3%.
There is a perception that Special Operations capability is very expensive and that Special Operations Forces have an unlimited budget. However, a comparison between the Department of Defense and United States Special Operations Command budgets since fiscal year 2001 through 2012 tells a different story. While it is true that the United States Special Operations Command budget has grown since the 9/11 terrorist attacks on the World Trade Center the same can be said of the overall defense budget. For fiscal year 2012 the United States Special Operations Command MFP-11 budget accounted for 1.6 percent of the department of defense’s total obligation authority. In addition to the $10.5 billion in MFP-11 funding United States Special Operations Command estimates that the services will provide an additional $7 billion in areas that include military pays and allowances, base operations support, and military construction. Still, even when accounting for the additional service funding Special Operations Forces represent less than three percent of the fiscal year 2012 total obligation authority.

15. USSOCOM Roles & Functions
…with Service and Military
Department-like responsibilities
A Unified Combatant Command…
Command of all U.S. based SOF
Deploy SOF to support GCCs
Plan & execute pre-crisis activities
Conduct Joint training exercises
As directed, conduct operations globally
Organize, train, equip SOF
Develop Strategy/Doctrine/Tactics
Program and Budget
Procure SOF-peculiar equipment
Monitor SOF personnel
Ensure interoperability
United States Special Operations Command is a very unique command. It is a functional unified combatant command with Military Department and defense agency-like responsibilities. U.S. Code Title 10, Section 167, and Department of Defense Directive directs the United States Special Operations Command to perform the department-like functions of organizing, training, equipping, and providing combat-ready personnel for employment by the geographic combatant commander. Additionally, the Unified Command Plan and other strategic guidance, direct United States Special Operations Command, to synchronize the Department of Defense’s global campaign planning against terrorist networks, including their use of weapons of mass destruction. United States Special Operations Command may be directed to conduct global operations as well. As such, United States Special Operations Command is a unified combatant command but also has authorities and responsibilities in common with the departments.

16. USSOCOM Mission Statement
Organize, train, and equip SOF forces
Synchronize DoD planning for global operations
against terrorist networks
Unified Command Plan 2011
USSOCOM provides fully capable and enabled
Special Operations Forces to defend the Nation’s
interest in an environment characterized by
Irregular warfare.
USSOCOM Strategy 2010
SOCOM’s unique status as a unified combatant command with Military Department and defense agency-like responsibilities is clearly evident in the organization’s current mission statement. The synchronization of planning for global operations against terrorist networks on behalf of Department of Defense comes from the Unified Command Plan which is signed by the president and outlines each unified combatant command’s functions and responsibilities from the Commander in Chief. The requirement to organize, train, and equip Special Operations Forces comes from U.S. Code, Title 10, or law and requires the SOCOM commander do for U.S. Special Operations Forces what the service chiefs do for the Army, Navy, Air Force, and Marine Corps.

17. DoDD 5100.01 Functions Leon Panetta Secretary of Defense
Preparing SOF to effectively prosecute all armed conflicts.
Organize, train, equip, and provide SOF doctrine, procedures and equipment to conduct SOF core tasks.
Acquire/develop special operations-peculiar equipment, materials, supplies and services.
Conduct OTE of SO peculiar equipment ensuring interoperability of equipment & forces.
Preparing and submitting to SECDEF program recommendations and budget proposals for Special Operations and other forces assigned to USSOCOM.
Justify before Congress and administer funds made available
Serve as the SOF joint force provider, identify and recommend global joint sourcing solutions.
Serve as a source of SFA expertise to JTFs and CCMDs.
Ensure combat readiness of forces assigned to USSOCOM.
Coordinate on military department and military service personnel management policy and plans related to accessions, assignments, compensation, promotions, PME, readiness, retention, sustainment and training of all SOF personnel.
Develop tactics, techniques and procedures unique to SOF for the conduct of amphibious and airborne operations.
Leon Panetta
Secretary of
Defense
U.S. Code Title 10 and the Unified Command Plan (UCP) are not the only documents that assign SOCOM its roles and functions but they are two of the key documents.
Another key document that assigns responsibilities to USSOCOM is the Department of Defense Directive Where as law is created by elected civilian leadership and the Unified Command Plan is signed by the president, Department of Defense Directive is signed by the Secretary of Defense and communicates the functions of the different entities of the Department of the Defense to include the unified combatant commands.

18. Strategic Communication Chief Information Officer
USSOCOM Headquarters
Acquisition
Executive
Center
Commander
CFO / Comptroller
Political Advisor
Deputy Commander J2
Dep CDR MOB
& Reserve Affairs
Sr. Advisor
Science & Technology
Director
Strategic Communication
Senior Enlisted
Advisor
HQ CMDT
Chief of Staff
Deputy Chief of Staff
FMD J8
Vice Commander – NCR J4 J3 J6 WO J5
SOPA
Personal
Staff
IATF
Assistant
SOLA
LNOs
SOSTs
Chief Information Officer
OFF /EN /CIV /TOT
730 /287/1302/2319
United States Special Operations Command (Currently)
United States Special Operations Command
Activated in April 1987
241 personnel (initially)
Six general officer/flag officer positions
2,319 military and Department of Defense civilian personnel
Command Diversity; 78% of the military personnel do not have a Special Operations background
The United States Special Operations Command headquarters is structured along the traditional Joint Staff construct but with some unique offices not found in the other unified combatant commands. When the command was initially activated in April 1987 it had an authorized headquarters manning of 241 personnel, including six general officer/flag officer positions. As the role of the command has matured and grown so has its size and structure.
The current manning authorization for the headquarters is approximately 2,319 military and Department of Defense civilian personnel. This does not include contractors, which the United States Special Operations Command makes extensive use of. The vast majority, approximately 78 percent of the military personnel assigned to the United States Special Operations Command headquarters do not have a Special Operations background. This provides the command diversity but more importantly it provides the command the specific expertise it needs to perform it assigned roles and functions. For example, one of SOCOM’s responsibilities is to acquire Special Operations peculiar equipment. It makes far greater sense to assign an individual from the different service conventional forces with acquisition education and experience than a Special Forces officer without those same skills. Still, it is important to have some percentage of SOF experienced personnel on the staff to bring their unique perspectives, expertise, and SOF ethos.
As we look at the current SOCOM headquarters structure there is one constant that can be applied and that’s change. Some portion of the headquarters is in the process of reorganizing, repositioning, activating, or deactivating in order to achieve greater efficiencies, minimize redundancies, and respond to constantly changing or new requirements on a daily basis.
Like the other unified combatant commands the SOCOM commander is a four-star General or Admiral. In addition to his Senior Enlisted Advisor and personal staff, he has a three-star deputy commander and a two-star Chief-of-Staff. Something unique to USSOCOM is the Vice Commander, also a three-star officer and his location in the National Capitol Region (NCR) or Washington D.C along with his one-star assistant vice-commander. This Vice Commander position and his location is directly related to SOCOM’s unique responsibility as a unified combatant command with service-like responsibilities. The service staffs reside in the national capitol region. Since SOCOM is located in Tampa, Florida the vice commander represents the SOCOM commander at all high level meetings and decision making bodies in which SOCOM has equities. Also located in the NCR are the SOCOM Washington office and the Special Operations Legislative Affairs Offices. The Washington office is responsible to plan, coordinate, and as required, execute actions with the Office of the Secretary of Defense, the Joint Staff, the services, and other government agencies in the NCR on behalf of the commander of USSOCOM. The Legislative Affairs Office plans, develops, communicates, coordinates, and executes legislative activities between the USSOCOM and Congress in support of Special Operations projects, programs, budget, and other command initiatives.

19. Strategic Communication Chief Information Officer
USSOCOM Headquarters
Acquisition
Executive
Center
Commander
CFO / Comptroller
Political Advisor
Deputy Commander J2
Dep CDR MOB
& Reserve Affairs
Sr. Advisor
Science & Technology
Director
Strategic Communication
Senior Enlisted
Advisor
HQ CMDT
Chief of Staff
Deputy Chief of Staff
FMD J8
Vice Commander – NCR J4 J3 J6 WO J5
SOPA
Personal
Staff
IATF
Assistant
SOLA
LNOs
SOSTs
Chief Information Officer
OFF /EN /CIV /TOT
730 /287/1302/2319 J2
Directorate of Intelligence
Authorized strength is 479
Key responsibilities
- Managing global SOF Intel requirements
- Production and dissemination of Intel products
- ISR planning
- Intel support to global plans and targeting J3
Command’s operations directorate
Authorized strength is 324
Key responsibilities
- Global force management of SOF
- Current and future operations
- SOF aviation management
- Anti-terrorism/Force Protection programs
- Military Information Support Operations J4
Directorate of logistics
Authorized strength of 66
Key responsibilities
- Logistics support to global plans
- SOF peculiar sustainment planning
- Material actions in support of SOF
- Life cycle assessments and sustainment planning
Let us now look at the primary staff directorates of the USSOCOM headquarters.
J2- The SOCOM J2 is the directorate of intelligence. The director of the J2 is a Senior Executive Service (SES) civilian. The J2 is responsible for intelligence production and dissemination, management of intelligence requirements, intelligence policy, Intelligence, surveillance and reconnaissance (ISR) planning, human capital, and training management. The significant divisions that comprise the J2 directorate are the resources and personnel division, intelligence support division, plans division, and Joint Intelligence Center.
J3- The SOCOM J3 is the directorate of operations. The director is a two-star general or flag officer. The J3 is responsible for worldwide global force management of Special Operations Forces. Divisions of the J3 include the air, global force management, current operations, security, future operations, and the information operations divisions. The J3 has a Global Mission Support Center (GMSC) within the current operations division. The GMSC provides a twenty-four hour, seven days a week single point of contact direct conduit for responsive, reliable, and flexible Special Operations Forces support for ongoing and emerging worldwide requirements. The GMSC also becomes the focal point of the headquarters during crisis operations. Additionally, the J3 has a deployable Joint Task Force (JTF Sword) located at Ft. Bragg, North Carolina and under tactical control or TACON of the United States Army Special Operations Command (USASOC).
J4- The SOCOM J4 is the directorate of logistics. The director is an O6. The J4 plans, coordinates, synchronizes, and integrates operational and strategic logistics and sustainment strategy in coordination with and in support of unified commands, services, components, Theater Special Operations Commands (TSOCs) the Joint Staff and other government agencies. The J4 consist of the operations, plans and readiness division, material management division, and the acquisition and sustainment division.

20. Strategic Communication Chief Information Officer
USSOCOM Headquarters
Acquisition
Executive
Center
Commander
CFO / Comptroller
Political Advisor
Deputy Commander J2
Dep CDR MOB
& Reserve Affairs
Sr. Advisor
Science & Technology
Director
Strategic Communication
Senior Enlisted
Advisor
HQ CMDT
Chief of Staff
Deputy Chief of Staff
FMD J8
Vice Commander – NCR J4 J3 J6 WO J5
SOPA
Personal
Staff
IATF
Assistant
SOLA
LNOs
SOSTs
Chief Information Officer
OFF /EN /CIV /TOT
730 /287/1302/2319 J5
Directorate of strategy, plans, and policy
Authorized strength of 117
Key responsibilities
- Developing global plans
- Policy review and coordination
- Coordinating executive agreements
- Develop strategic initiatives & engagement strategies J6
Directorate of communications systems
Authorized strength of 175
Key responsibilities
- Manage the SOF Information Enterprise (SIE)
- Develop and issue SIE management polices and procedures
- Develop information security polices
- Communications requirements approval and prioritization
FMD
The Force Management Directorate
Authorized strength is 334
Key responsibilities
- Personnel management
- Development of training and education policy
- Future concepts and doctrine development
- Joint training and exercise development and policies
J5- The SOCOM J5 is the directorate of strategy, plans, and policy. The director of the J5 is a SES civilian. The J5 develops strategy, policy, and plans to posture and employ special operations forces worldwide, and to synchronize the Department of Defense’s campaign against violent extremist organizations in order to achieve strategic end-states as defined in national strategic guidance and policies. The J5 is organized into a plans division, policy division, special plans division, strategic engagement division, international engagement division, and a strategy division.
J6- The SOCOM J6 is the directorate of communications systems. The J6 director is also a SES civilian. The J6 is also duel-hatted as the Chief Information Officer. The J6 is responsible for developing strategy, formulating policy, and providing oversight for networks and communications to support the successful accomplishment of Special Operations Forces missions worldwide. The J6 is organized into a number of subordinate divisions to include an information assurance division, operations division, internet technologies support division, and a command information office.
FMD- FMD is the directorate of Force Management. The FMD director position is currently a on-star general officer but is planned to be increased to a two-star position in the near future. FMD provides a single enterprise to manage the policies and procedures that govern development, education and individual and collective training of all Special Operations Forces. So in effect FMD combines the functions of personnel management and career development with training, exercises and doctrine development for SOF.

21. Strategic Communication Chief Information Officer
USSOCOM Headquarters
Acquisition
Executive
Center
Commander
CFO / Comptroller
Political Advisor
Deputy Commander J2
Dep CDR MOB
& Reserve Affairs
Sr. Advisor
Science & Technology
Director
Strategic Communication
Senior Enlisted
Advisor
HQ CMDT
Chief of Staff
Deputy Chief of Staff
FMD J8
Vice Commander – NCR J4 J3 J6 WO J5
SOPA
Personal
Staff
IATF
Assistant
SOLA
LNOs
SOSTs
Chief Information Officer
OFF /EN /CIV /TOT
730 /287/1302/2319 J8
The Center for Force structure, requirements, resources, and strategic assessments
Authorized strength is 128
Key responsibilities
- Program analysis and strategic assessments
- Validation of SOF operational requirements
- Develop out-year resource forecasts
- conduct operational test and evaluation policy and oversight programs
IATF
The Inter-Agency Task Force
Authorized strength of 127
Key responsibilities
- Coordinate and synchronize operations with other government agencies (OGAs)
- Maintain a network of liaisons with OGAs
- Fuse SOF operations and activities with OGAs
J8- The SOCOM J8 is the directorate for force structure, requirements, resources, and strategic assessments. The J8 director is a two-star general officer. The J8 provides a program of resourced requirements for the sustainment of current and future Special Operations Forces mission capabilities and needs. The J8 is responsible for conducting strategic analysis and assessments, developing out-year resource forecast and executing approved programs. The J8 directorate is the focal point for developing the annual program objective memorandum (budget request) and Quadrennial Defense Review input for the command. To accomplish these tasks the J8 is organized into a strategic planning division, program analysis and evaluation division, programming division, requirements division, and operational test and evaluation division.
USSOCOM has created an Interagency Task Force (IATF) to foster collaboration with other U.S. government agencies. The IATF director is a SES civilian. The IATF works to identify discrete problems and opportunities against threats designated by the SOCOM commander. Collaborating with other U.S. government agencies on a particular problem set provides both SOCOM and the other agencies opportunities to leverage each others’ authorities, resources, and capabilities in a whole of government approach to expose, disrupt, dismantle, and ultimately defeat a designated threat. The IATF is organized into synchronization, fusion, exploitation, and counternarcotics-terrorism divisions. The IATF also has an outreach division that maintains a network of special operations support teams working as SOCOM liaisons to other government and Department of Defense agencies primarily in the national capitol region.

22. Strategic Communication Chief Information Officer
USSOCOM Headquarters
Acquisition
Executive
Center
Commander
CFO / Comptroller
Political Advisor
Deputy Commander J2
Dep CDR MOB
& Reserve Affairs
Sr. Advisor
Science & Technology
Director
Strategic Communication
Senior Enlisted
Advisor
HQ CMDT
Chief of Staff
Deputy Chief of Staff
FMD J8
Vice Commander – NCR J4 J3 J6 WO J5
SOPA
Personal
Staff
IATF
Assistant
SOLA
LNOs
SOSTs
Chief Information Officer
OFF /EN /CIV /TOT
730 /287/1302/2319
SORDAC
The Special Operations Research, Development, and Acquisition Center
Authorized strength of 334
Key responsibilities
- Develop and acquire special operations peculiar equipment
- Research, Development, Test and Evaluation (RDT&E)
- Acquisition of special operations peculiar material, supplies and services
Special Operations Research, Development, and Acquisition Center (SORDAC) - SORDAC is responsible to provide rapid and focused acquisition, technology, and logistics to U.S. Special Operations Forces. The SORDAC director is a SES civilian who also serves as SOCOM’s acquisition executive. SORDAC is another example of SOCOM’s unique status as a unified combatant command with service-like responsibilities. Acquisition authorities are traditionally service responsibilities; no other unified combatant command has the authority that USSOCOM does to develop acquisition programs and acquire or modify equipment. SORDAC is organized into a number of divisions and program executive offices for specific capabilities. SORDAC divisions include resources and analysis, science and technology, procurement and logistics. SORDAC has program executive offices for capabilities such as maritime, rotary-wing, fixed-wing, soldier systems, and other capabilities.
USSOCOM has a number of special staff officers and offices depicted on this command line and block chart. These include the Chief Financial Officer and comptroller, a policy advisor, deputy commander for mobilization and reserve affairs, a science and technology advisor, director of strategic communications, and public affairs officer.

23. “Mavericks” Chaplain Joint Visitors Bureau (Protocol & CEG) Engineer
Surgeon
Historian
HQ Commandant & Provost
Inspector General
Policy Advisor (POLAD)
Public Affairs Office
Safety Officer
Security Manager
Staff Judge Advocate (SJA)
Secretary Joint Staff (SJS)
Joint Visitors Bureau (Protocol & CEG)
Strategic Communications Office
Science and Technology Advisor
Operations Review Board
Legislative Affairs Office
CARE Coalition
In addition to those special staff officers and offices already identified, USSOCOM has a number of additional staff offices and officers that are not specifically identified on the command’s organization chart. These additional staff are referred to as the Mavericks and include: the command Chaplain, command Engineer, command Surgeon and command Historian along with the headquarters commandant and provost, the Inspector General’s office, the Policy Advisor’s office, the Public Affairs Office, the Safety Officer, the security manager, Staff Judge Advocate, Secretary of the Joint Staff, a Joint Visitors Bureau which consist of both a protocol office and the commander’s engagement group, an Office of Strategic Communications, the Science and Technology Advisor, the Operations Review Board, the Legislative Affairs Office, and the CARE coalition.
The CARE coalition is another unique facet of USSOCOM. The CARE coalition is a government funded and SOCOM sponsored organization that supports our wounded, ill or injured special operations warriors and their family members for life. The program works to connect those who can provide services, support and assistance with those who have needs.

24. USSOCOM Proponency Proponent:
No Joint definition – adhoc proponency methodology
One who argues in favor of something - Advocate
USSOCOM Joint Force proponency (designated):
Military Information Support Operations (MISO)
Authority: CJCS Terms of Reference, dtd 9 Jan 2006
Civil Affairs (CA)
Authority: Sec Def memo, dtd 27 Apr 2009
Security Force Assistance (SFA)
Authority: Dep Sec Def memo, dtd 9 Sep 2008
Irregular Warfare (IW)
Authority, DODD , dtd 1 Dec 2008
Counter Threat Finance
Authority, DODD , 19 Aug 2010
USSOCOM has also been given responsibilities as the joint proponent for a number of different Department of Defense activities. Proponent designation is normally conveyed in a Department of Defense Directive or Secretary of Defense Memorandum but can be communicated in other documents.
Before we look at SOCOM’s specific proponent activities we need to define what the term proponent means. Interesting enough there is no definition of proponent in joint doctrine. If we then turn to Webster’s the word proponent is defined as one that argues in favor of something-- an advocate.
USSOCOM is the Joint Force proponent for:
Military Information Support Operations (MISO)
Civil Affairs (CA)
Security Force Assistance (SFA)
Irregular Warfare (IW)
Counter Threat Finance (CTF)
Proponent responsibilities can vary widely depending on the activity and include functions such as synchronizing activities and creating doctrine and/or policy. Fortunately, the documents that designate proponent responsibilities will normally further define the specific requirements.

25. NATO SOF
The NSHQ is the single point of direction and coordination for all NATO Special Operations-related activities in order to optimize employment of Special Operations Forces to include providing an operational command capability when directed by Supreme Allied Commander Europe.
USSOCOM has also been designated lead component with executive agent responsibility for the NATO SOF headquarters. In this capacity Commander, United States Special Operations Command:
Provides NATO SOF Headquarters with advocacy for resources, personnel, and funding within the Department.
Establishes the appropriate links with NATO SOF Headquarters to share best practices and lessons learned.
Creates mechanisms to provide NATO SOF Headquarters with the latest releasable U.S. policy, strategy, operations, tactics, and training for special operations forces.
Serves as interlocutor for NATO SOF Headquarters to the Joint Staff and the Office of the Secretary of Defense.

26. Summary
A Unified Combatant Command……with Service and Military Department-like responsibilities
Organize, train, and equip SOF forces. Synchronize DoD planning for global operations against terrorist networks
TITLE 10 - ARMED FORCES
Subtitle A - General Military Law
PART I - ORGANIZATION AND GENERAL MILITARY POWERS
CHAPTER 6 – COMBATANT COMMANDS
Section 167 – Unified combatant command for special operations forces
In this lesson we covered some of the key historical events that led to the creation and activation of the United States Special Operations Command along with the office of the Assistant Secretary of Defense for Special Operations and Low Intensity Conflict and Major Force Program 11 funding for special operations peculiar requirements. We looked at the current mission of the command along with the roles and functions of USSOCOM, the primary sources for those roles and functions and how the headquarters is structured to accomplish its roles and functions.
We emphasized the fact that USSOCOM is a unique command for a number of different reasons.
It is the only combatant command that was actually legislated in existence.
It is a functional combatant command with service and military department like responsibilities.
It has a unique staff structure to accomplish its service-like responsibilities such as acquisition of material, equipment and services, developing joint special operations doctrine and developing and resourcing force structure for all special operations forces.
Before moving to the next lesson you will need to complete the learning check on the primary lesson page.