1. Guidance on Briefing Notes:
Suggested briefing remarks are provided in Bold.
Key points for the briefer are provided in Italics.
Slide TWO embedded video is indicated in notes and must be manually selected.
Ensure all video files are locally available on computer and test embedded links prior to the briefing. These files are individually available on both the SOCOM NiPR and SOFREL SOCC-SC portal pages.
This is the opening slide and should be up when the personnel enter the room. When you are ready to introduce yourself and begin the following intro is suggested.
I am_________________________________. On behalf of Admiral Bill McRaven, I welcome you to the U.S. Special Operations Command. We are pleased to have this opportunity to provide an overview of USSOCOM to you.
If the Commander is not present for the briefing introduce the embedded video on the next slide with the following :
Because the Commander could not be with us today, I would like to open with a brief video message from the ADM Bill McRaven as we start the briefing.

2. SOF Lineage and History
Key Points: OSS Lineage; Son Tay Raid; Operation Eagle Claw; UBL Raid
USSOCOM heritage is traced back to the Office of Strategic Services led by Major General William “Wild Bill” Donovan.
Existing for only 3 ½ years from the OSS envisioned a military cadre with capacity to merge intelligence and operational activities; forward deployed in the operational environment with a unique ability to understand and influence the psychological and social setting in which uncertainty normally prevails.
In 1970, America’s special operators carried out one of the most masterful and daring raids in American military history to rescue American Prisoners of War suspected of being held at Son Tay, a mere 40 miles from the North Vietnamese capital of Hanoi.
Yet just ten years later, on Nov. 4, 1979 more than 3,000 Iranian militants stormed the U.S. Embassy in Tehran, Iran, taking 66 Americans hostage and setting the stage for a rescue attempt called Operation Eagle Claw, which has become known as Desert One.
The forces tasked, among the best from each of our military Services, could not successfully conduct a complex joint special operation.
Desert One, although a mission failure, was the catalyst for change.
The Holloway Commission Report that followed the operation recognized that there was a need for a specialized organization for joint special operations, and recommended the establishment of a command to lead and direct the nation’s Special Operations Forces or SOF.
SOF now flourishes under the direction of USSOCOM as a focused strategic headquarters with a dedicated fiscal authority.
Thirty-one years after the tragedy at Desert One, the command has come full circle with the daring and successful raid at Abbottabad, Pakistan that led to the death of Osama bin Laden.

3. National Defense Authorization Act of 1986
Secretary
Of Defense
Under Secretary
of Defense (POLICY)
Assistant Secretary
of Defense (Special Operations
Low-Intensity Conflict)
U.S. Special Operations
Command
Key Points: NDAA of 1986, the Nunn-Cohen Amendment, and MFP-11
Congress, not the Department of Defense, took the lead in acting on their recommendation.
The resulting legislation from Senators Sam Nunn and William Cohen, known as the Nunn-Cohen Amendment to the DoD Authorization Act of 1986, established both USSOCOM and the office of the Assistant Secretary of Defense for Special Operations and Low Intensity Conflict.
The establishment of these two organizations reflects the uniqueness of the command.
We are the only command legislated into existence and we are the only command with legislative policy and fiscal oversight.
Additionally the amendment created a designated fiscal authority, USSOCOM’s separate Major Force Program 11 (MFP-11), to fund special operations equipment, training and operations.
Today, USSOCOM is responsible for programming, budgeting and executing nearly $10B dollars annually under this authority.
Established the U.S. Special Operations Command (USSOCOM) and the Office of the Assistant Secretary of Defense for Special Operations Low Intensity Conflict - ASD (SO/LIC)

4. Unified Commands SECRETARY OF CJCS DEFENSE SERVICE CHIEFS
U.S. STRATEGIC
COMMAND
U.S.
CYBER
COMMAND
U.S.
TRANSPORTATION
COMMAND
U.S. SPECIAL OPERATIONS
COMMAND
Key Points: SOCOM Unified Combatant Command Chain of Command and relationship to the other FCCs and GCCs
USSOCOM is one of nine Unified Combatant Commands (Currently a USSTRATCOM sub-unified command, U.S. Cyber Command if designated will become the tenth) across the Department of Defense and while similar in many regards, we are unique in that we also exercise numerous Service, Military Department, and Defense Agency-like responsibilities.
U.S.
PACIFIC
COMMAND
U.S.
NORTHERN
COMMAND
U.S.
SOUTHERN
COMMAND
U.S.
EUROPEAN
COMMAND
U.S.
CENTRAL
COMMAND
U.S.
AFRICA
COMMAND

5. A Unique Command …with legislated Military A Combatant Command
Department-like authorities
Command of all SOF
Synchronize planning for global operations against terrorist networks
Deploy SOF to support GCCs
As directed, conduct operations globally
Plan & execute pre-crisis activities
Organize, train, equip SOF
Develop SOF strategy, doctrine and tactics
Program and budget for SOF
Procure SOF-peculiar equipment
Monitor management of SOF personnel
Ensure interoperability
Title 10 Authorities
SECTION 164: Responsibility to Combatant Commanders
Responsible to POTUS and SECDEF for missions assigned
Gives direction to subordinate commands
Prescribes the chain of command to commands and forces
Organizes the commands and forces
Employs forces within that command
Assigns command functions, and approves internal organization
SECTION 167: Additional responsibility to CDRUSSOCOM
Develops strategy, doctrine and tactics
Prepares and submits budget proposals and program recommendations
Trains assigned forces

6. Army CH-47 Modified with MFP 11 Rapid R & D, production and fielding
Acquisition Agility
MH – 47G
Army CH-47 Modified with MFP 11
Key Points: Acquisition agility and SOF-specific equipment procured through MFP 11 funding
Examples of the ways we achieve acquisition agility in equipping our forces through MFP-11 funded direct research, development, procurement include:
SOF weapons accessories such as advanced aiming devices, sound suppressors and advanced components for SOF-specific weapons.
In some cases these modifications prove so revolutionary they are adopted as
service common equipment.
We also modify service common platforms to meet SOF-specific requirements.
In the example in the upper left is the MH-47G Chinook Helicopter.
The Army supplies the MH-47 Chinook basic airframe in an Army-common
configuration. USSOCOM uses MFP-11 to apply Special Operations-peculiar
modifications, including a refueling probe, airframe improvements, engine and
radar modifications, advanced aircraft survivability equipment, and the SOF
common avionics architecture cockpit.
While these modifications significantly increase the aircraft’s cost they are
essential for the execution of SOF missions.
In the lower right, is and example of rapid research and development,
production and fielding of a modular weapon system developed with MFP-11
funding.
The fielding of the armed AC-130W (STINGER II) Dragon Spear as an armed overwatch platform was urgently needed to support current and expected combat operations.
Because of SOCOM’s ability to execute rapid research and development
(independent of service major aircraft and weapons platforms) the sensors,
30mm gun system, standoff precision guided munitions system operator
consoles, and communications equipment was fielded in less than 10
months.
AC-130, Stinger II
Rapid R & D, production and fielding

7. USSOCOM Mission and Vision
Organize, train and equip SOF Forces
Synchronize DOD planning for global operations
against terrorist networks.
A Globally networked force of SOF,
interagency, allies and partners able to rapidly or persistently address regional contingencies and threats to stability
- SOCOM Strategy 2020
Key points: Vision statement is from published USSOCOM Strategy 2020
Historically, our mission focus is organizing, training and equipping USSOF, and providing these highly capable joint forces to Geographic Combatant Commanders around the world. As part of this responsibility, we seek to improve the development and acquisition of SOF-unique capabilities, capacities, and authorities that allow them to conduct special operations in a variety of operational environments.
In the wake of the attacks of 9/11, (Build)
SOCOM was assigned the additional responsibility of synchronizing planning against terrorist networks on behalf of the Department of Defense.
As a result , this synchronization is an essential element of the current mission.
In addition, the Defense Strategic Guidance and Chairman’s strategic direction demands our focus to extend beyond this current assigned responsibility to achieve our end state of globally networked SOF, interagency, allies, and partners capable of rapidly or persistently addressing regional contingencies and threats to stability

8. USSOCOM Priorities LOO 1. WIN THE CURRENT FIGHT VISION:
DESIRED OUTCOMES
VISION:
A GLOBALLY NETWORKED
FORCE OF SOF, INTERAGENCY, ALLIES,
AND PARTNERS
ABLE TO
RAPIDLY OR PERSISTENTLY
ADDRESS
REGIONAL CONTINGENCIES
AND THREATS TO STABILITY
MULTILATERAL SOF CAPABILTIES THAT CAN IDENTIFY, DISRUPT, AND/OR DEFEAT THREATS
INCREASE SUPPORT
TO GCCs
LOO 2. GLOBAL SOF NETWORK
TSOCS ARE THE HUB OF AN EXPANDED SOF NETWORK
AGILE SOF NETWORK,
SYNCHRONIZED GLOBALLY
Key Points: USSOCOM Commander’s Priorities
The Commander’s priorities as defined in the SOCOM Strategy 2020 provide strategic direction for SOF to prepare and operate in dynamic and diverse environments. SOCOM will guide efforts to win the current fight; expand the Global SOF partnership; preserve our force and families and provide responsive resourcing.
The imperative to win the current fight is first and foremost our commitment to Afghanistan. We have achieved unity of effort in this campaign and gained efficiencies by aligning U.S. and coalition SOF under a single SOF Command. As conventional forces drawdown. SOF is posturing to shoulder a heavier operational, command and control role with interagency and partner nations. In addition, we are pursuing violent extremists across the globe, wherever we may find them.
Expand the Global SOF Network. As we face constraints in resources, it is more critical than ever to prevent or deter hostilities before they turn into major regional conflicts. In support of Ambassadors and GCCs, SOF will provide small unit, forward-based persistent presence closely integrated with our partners to protect our interests and provide rapid response. Another important element of this LOO is to enhance the capabilities of TSOCs and our presence in the national capital region.
Preserve The Force and Family. A SOF universal thruth is that “people are more important than hardware.” To ensure readiness, USSOCOM must ensure our SOF warriors and their families are properly cared for. Using a holistic approach, SOCOM force and family preservation efforts seek to increase predictability, institutionalize resiliency, maximize performance and improve communication.
Responsive resourcing- USSOCOM has an obligation to appropriately train, educate, and equip the warriors from whom we ask so much. We are committed to our disciplined resourcing process to ensure success as USSOCOM’s missions responsibilities and capabilities continue to adapt to the current and projected fiscal landscape.
LOO 3. PRESERVE THE FORCE/FAMILIES
3.4 IMPLEMENT
SOFORGEN
HEALTHY FORCE
AND FAMILIES
RESOURCE FLEXIBILITY WITH APPROPRIATE OVERSIGHT
LOO 4. RESPONSIVE RESOURCING

9. Your Nation’s Special Operations Force
U.S. Special Operations
Command
Army Special Operations
Command
(USASOC)
Naval Special
Warfare Command
(NAVSPECWARCOM
Air Force
Special Operations
Command
(AFSOC)
Marine Corps
Special Operations
Command
(MARSOC)
Joint Special
Operations
Command (JSOC)
Key Points: Locations and Missions of Service Components, JSOC, JSOU, SOC-JC
Four component commands and a sub-unified command and two direct reporting units comprise the SOF team:
The U.S. Army Special Operations Command (USASOC) located at Fort Bragg, North Carolina, is the largest component and makes up just over half of the force. USASOC includes Special Forces, Rangers, a rotary wing aviation regiment, military information support operations (MISO), and civil affairs (CA) forces. USASOC also includes the John F. Kennedy Special Warfare Center and School which conducts most of the required training for Army SOF.
Naval Special Warfare Command (NAVSPECWARCOM) consists of SEAL teams, Special Boat teams, and SEAL Delivery Vehicle teams. They are the masters of maritime special operations, with their headquarters located on the Naval Amphibious Base in Coronado, California. The Naval Special Warfare Center also located in Coronado is the schoolhouse for much of the Naval Special Warfare training.
Air Force Special Operations Command (AFSOC) is located at Hurlburt Field, Florida. AFSOC is our primary fixed wing aviation component, flying mostly special operations variants of the C-130 Hercules. These include EC-130s configured for psychological operations, MC-130s for SOF insertion and tanker support and AC-130 gunships, as well as specialized rotary wing aircraft. AFSOC is also home to Special Tactics Squadrons, comprised of combat controllers, pararesuemen and combat weather teams. The U.S. Air Force Special Operations School conducts classes in four areas: asymmetric warfare education, regional and cultural awareness, special operations forces professional development and joint operations.
Marine Corps Forces Special Operations Command (MARSOC). Based at Camp Lejeune, NC, the MARSOC is the newest SOCOM component command. The MARSOC includes Foreign Military Units, deployable special operations companies and a wide variety of enabling SOF skills and disciplines.
The Joint Special Operations Command (JSOC) is a sub-unified command also located at Fort Bragg, North Carolina. JSOC provides a joint headquarters to study special operations requirements, ensures interoperability and equipment standardization, develops joint special operations plans and tactics, and conducts joint special operations exercises and training.
The Special Operations Command – Joint Capabilities headquartered at Norfolk Naval Base in Virginia trains conventional and SOF joint force commanders and their staffs in the employment of SOF, focusing on the full integration of SOF in conventional forces across the spectrum of conflict to enhance warfighting readiness.
FT BRAGG, NC
SPECIAL FORCES
RANGERS
AVIATION
MISO / PSYOP
CIVIL AFFAIRS
JFK SPECIAL
WARFARE CENTER
NAB CORONADO, CA
SEAL TEAMS
SPECIAL BOAT TEAMS
SEAL DELIVERY
VEHICLE TEAMS
NAVAL SPECIAL
WARFARE CENTER
HURLBURT FLD, FL
AVIATION FIXED WING
& VERTICAL LIFT
SPECIAL TACTICS
AVIATION FID
ISR / PED AIR FORCE SPECIAL
AIR WARFARE CENTER
CAMP LEJEUNE, NC
MARSOC
COMPANIES
REGIMENT
SUPPORT GROUP
MARINE SPECIAL
OPERATIONS SCHOOL
FT BRAGG, NC
JOINT STANDING
DEVELOPMENT,
TRAINING
AND EXERCISES

10. Global Persistent Presence
Average presence in countries daily
Maintaining ~8,000 deployed forward
Currently ~66% to CENTCOM AOR
BOG:DWELL of 1:1 for much of the SOF force
Key Points: Global persistent presence / Forward deployed in small elements
While we have seen emphasis recently in Iraq and Afghanistan, SOF’s mission is worldwide. We sustain an annual deployed of personnel to on average 78 countries and territories .
While principally conducting training and assistance missions, SOF presence retains operational access for decisive action if required through a small, unobtrusive, persistent forward engagement in many countries where a more overt presence is unacceptable.
This presence allows for the strengthening of relationships, engaging and influencing key populations, empowering local host nation forces, and increasing capability through partner development, all contributing to locally-led defeat of threats.
SOF are exclusively recruited, assessed, selected, and trained to perform these difficult missions. They continue as the nation's highest return-on-investment military force.
As requirements begin to subside across United States Central Command’s area of responsibility, SOF employment can return to a more balanced engagement in the highest priority countries and capability areas from missions that currently consume ~77% of the deployed force.

11. Theater Special Operations Commands
USNORTHCOM
USEUCOM
SOCEUR
Stuttgart, Germany
USCENTCOM
SOCNORTH
Peterson AFB, Colorado
USAFRICOM
SOCKOR
Camp Kim, Seoul, Korea
USSOUTHCOM
SOCCENT
MacDill AFB, Florida
USPACOM
USPACOM
SOCAFRICA
Stuttgart, Germany
Key Points: TSOC/SOCOM/GCC relationship
Around the world within the geographic combatant commands we have Theater Special Operations Commands or TSOCs. The function of TSOCs is to ensure that special operations forces are fully integrated into the Geographic Combatant Commanders’ security plans and contingency operations.
Additionally, TSOCs provide the core element to Geographic Combatant Commanders for establishing a Joint Special Operations Task Force, or JSOTF, a quick reaction command and control element that can respond immediately to regional emergencies.
When USSOCOM deploys SOF from the U.S. into a geographic commander’s region, they normally come under the operational control of that TSOC commander.
SOCPAC
Camp Smith, Hawaii
SOCSOUTH
Homestead ARB, Florida
SOC – Forward
Spec Ops Liaisons (SOLO)
International Coordination (J3-I)
Global Mission Support Center
JSOTF / SOTF / SOJTFs

12. Global Campaign Plan - Special Operations
UNCLASSIFIED
Global Campaign Plan - Special Operations
The framework depicted here represents how Geographic Combatant Commanders may visualize complex and interconnected problems that are unique to their respective areas of responsibility. Contending with them may require innovative, low-cost, and small-footprint approaches
The contents of this chart are: UNCLASSIFIED
Prepare: Align SOF to meet GCC’s persistent operational requirements
Synchronize: GCC’s employ the Global SOF Network
Focus: Cooperative framework to link efforts to create a global effect

13. Interagency Partnerships

14. SOF’s Relevance is its People
INTEGRITY
COMPETENCE
COURAGE
CREATIVITY
Humans are more important than hardware
Quality is better than quantity
Special Operations Forces cannot be mass produced
Competent SOF cannot be created after
emergencies occur
Most SOF operations require Services’ support
SOF TRUTHS
Key Points: SOF Values and SOF Truths
We leave you with our SOF values and five SOF truths.
The sensitivity SOF operations demands an unquestionable professional integrity. This accountability and maturity engenders trust and respect with other SOF members and our partners.
SOF are the world’s premier small unit fighting force. They are highly-trained
warriors, diplomatically and culturally astute, capable of planning and leading
the full range of lethal and non-lethal special operations missions with
uncommon courage and tenacity.
Adaptive and innovative, SOF creatively excel at their trade in the most
challenging complex, and ambiguous operational environments
Throughout the last 25 years, hard-fought conflicts in the Balkans, Somalia, the Philippines, Haiti, Iraq, and Afghanistan have validated the enduring SOF truths seen here.
First, “humans are more important than hardware.” You cannot engender people to trust their government by just deploying a high-tech surveillance system. Operators on the ground earn that trust and form enduring relationships and maintain persistence presence.
That said, it is important to enable our humans with the hardware they need. Taken in isolation, SOF-unique equipment may seem expensive, but when you consider that SOF is a mere 1.7% of the total DoD budget and the force is less than 4% of DoD’s military personnel, it is obvious that the nation is getting a bargain when it properly equips and employs SOF.
This leads us to the second truth, that “quality is better than quantity.” SOF are uniquely able to provide the nation with targeted and precise interventions across the spectrum of conflict - whether it is training a partner military or indigenous force; tracking and capturing terrorists, enemy combatant leaders, or other high value targets; or countering weapons of mass destruction or other high end threats.
The third and fourth “truths” are connected - “SOF cannot be mass produced” and “competent SOF cannot be created after emergencies occur.” As we discussed we entered the 21st century with approximately 33,000 Active, Reserve, and Guard SOF and we are now at more than 66,000, but it has taken a decade to produce. This larger force remains vital to providing the deep, adaptive understanding of operational environments. As a cost effective hedge against uncertainty, SOF continues as the “force of choice” in both crisis and preventative operations.
Equally essential to increasing the number of SOF is matching that growth with a commensurate growth in Service-supplied enablers. This brings us to the final SOF truth, that “most special operations require non-SOF support.” We know the team approach wins the day always. This may come in the form of logistical transport and supply. It almost always includes the key enabler of intelligence, surveillance and reconnaissance support. While SOF has some of these capabilities organically, we rely heavily on both the Services and the interagency to provide this additional support. But the end result of these enablers have allowed SOF to conduct complicated and risky missions with a greater degree of safety and confidence of success.
Leg Proposal 77: Authority to use SOF Operations and Maintenance (O&M) funds to initiate, augment or tailor force and family resiliency programs to meet needs unique to SOF not addressed by Service support programs.