Military reference books and manuals (2009-2023, Volume 8)

Planning Considerations for Unconventional Warfare

and Foreign Internal Defense

specific authorities, appropriations, and limitations for foreign assistance and national defense. SF planners

must consult with the supporting staff judge advocate to gain a full understanding of the legal

underpinnings for operations. A more thorough treatment of FID legal considerations is provided in

JP 3-22 and FM 3-22.

INTELLIGENCE OPERATIONS

6-62. Intelligence cooperation is enabled by an information-sharing environment that fully integrates joint,

multinational, and interagency partners in a collaborative enterprise. U.S. intelligence cooperation ranges

from strategic analysis to current intelligence summaries and situation reporting for tactical operations.

Intelligence collection and dissemination capabilities are often weak links in the HN military capability.

U.S. military communications hardware and operators may also be supplied in cases where HN

infrastructure cannot support intelligence operations. The release of classified information to the HN is

governed by national disclosure policy. Detailed written guidance may be supplemented with limited

delegation of authority where appropriate.

6-63. The primary duty of intelligence personnel engaged in FID is to produce intelligence to prevent or

defeat lawlessness or insurgency. The SF unit must be ready to train, advise, and assist HN personnel in

intelligence operations. Intelligence personnel must collect information and produce intelligence on almost

all aspects of the FID environment. When they know that insurgents, terrorists, or common criminals

receive aid from an external power, intelligence personnel seek information on the external power’s role in

the insurgency. They need information not only on the armed insurgents but also on their infrastructure

organizations and their relationships with the populace. These relationships make the populace a most

lucrative source of information.

Collection Program and Insurgent Activity

6-64. A sound collection program and proper use of the various collection agencies and information

sources will result in a very heavy volume of information flowing into the intelligence production element.

Because of the insurgent environment, politics, and military tactics, intelligence personnel can meet

intelligence requirements only by reporting minute details on a great variety of subject areas. Each detail

may appear unrelated to others and insignificant by itself. However, these details, when mapped and

chronologically recorded over long periods and analyzed with other reported details, may lead to definitive

and predictable patterns of insurgent activity.

6-65. The insurgent recognizes the shortcomings in his military posture. Therefore, he must minimize the

weaknesses inherent in using and supporting isolated, unsophisticated forces that use ponderous and

primitive communications and logistics systems. He uses the weather, terrain, and populace, employing

secrecy, surprise, and simplicity. Plans and actions these unsophisticated forces will carry out must be

simple, comprehensive, and repetitive. Therefore, the solution to a problem is a system that as a whole is

complex but in part is independent, having simple, logical, and uniform characteristics.

Intelligence Activities

6-66. Intelligence activities provide the military leadership with the information needed to accomplish

missions and implement the National Military Strategy. Planners use intelligence to identify the threat’s

capabilities and centers of gravity, project probable courses of action, and assist in planning friendly force

employment. The intelligence required is of the type, quantity, and quality that—

Provides goals for daily or major operations (intelligence that locates guerrillas for tactical

counterguerrilla operations).

Enables HN forces to retain or regain the initiative.

Enables HN forces to put continuous and increasing pressure on insurgent security.

Foreign Internal Defense Operations

6-67. Several areas deserve special attention when discussing employment of forces in FID operations,

including public perception; psychological impact; intelligence support; SOF and/or conventional force

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Chapter 6

selection; public information programs; logistic support; counterdrug operations; combating CBRNE

operations; counterterrorism; operations security; and lessons learned. In addition, units assigned a FID

mission must implement procedures to help the Department of State and the country team vet HN forces to

ensure the identification of personnel with a history of human rights violations.

6-68. In FID operations, the targets are elements of the populaceʊeither civilian supporters or members of

the insurgency. The differences between supporters and members are usually ill-defined. A complete

awareness and intimate knowledge of the environment is essential to conducting current intelligence

operations. The basic nature of the internal security problem requires an intensive initial intelligence effort

to pinpoint the roots of subversion.

UNDERSTANDING OF POLITICAL AND CULTURAL FACTORS

6-69. To assist a country with its internal defense and development efforts, the following factors must be

understood: political climate, social attitudes, economic conditions, religious considerations, philosophy or

plan of the insurgents, the host government, and the local population. In addition, it must be understood

how the United States implements diplomatic, economic, informational, and military instruments in a

coordinated and balanced combination to help remedy the situation.

6-70. Those governments that lack the will to address their social, economic, or political problems are

unlikely to benefit from outside assistance. However, governments that do mobilize their human and

material resources may find that outside help makes a critical difference. Where significant U.S. national

interests are involved, the United States may provide economic and military assistance to supplement the

efforts of such governments.

6-71. The creation of a relatively stable internal environment, one in which economic growth can occur

and the people are able to determine their own form of government, is a primary U.S. objective. Economic

assistance, either supplied by the United States through bilateral agreements or by several nations through

multilateral agreements, may help achieve this objective.

6-72. The primary responsibility for creating a stable atmosphere through the commitment and use of all

its internal resources rests with the threatened government. Under certain conditions, U.S. policy supports

supplementing local efforts to maintain this order and stability. These conditions are as follows:

The internal disorder is of such a nature as to pose a significant threat to U.S. national interests.

The threatened country is capable of effectively using U.S. assistance.

The threatened country requests U.S. assistance.

6-73. The U.S. Government spends billions of dollars a year, with certain expectations, in programs to

improve multinational and friendly nations. There are numerous benefits for the U.S. military to conduct

FID throughout the world. These benefits include the following:

Favorable relationships that promote U.S. interests are built and fostered. In many cases, these

programs lead to the establishment of personal and unit relationships.

Friendly-nation capabilities are strengthened, which ultimately strengthen U.S. security

concerns.

Many of the foreign areas aided by the United States provide U.S. forces with peacetime and

contingency access.

The proficiency and skills of U.S. forces are increased through training exercises with foreign

nations.

U.S. forces’ regional knowledge of specific areas is improved, which can be disseminated

throughout the force (environment, terrain, social, political, economic, culture, and beliefs).

Effectiveness of the global operations against terrorist networks is improved.

6-74. Subversion, lawlessness, and insurgency are the result of specific conditions within a nation. They

may stem from the population’s perception that they are suffering from such conditions as poverty,

unemployment, religious disparity, political issues, crime, or tribal unrest. These conditions have

historically set the stage for lawlessness and insurgent activity against an established government. This

type of internal strife or conflict within a nation’s borders may remain a local problem or expand, which

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Planning Considerations for Unconventional Warfare

and Foreign Internal Defense

allows an outside source to influence or create opposition toward the legitimate government. In some cases,

outside sources may threaten the HN’s stability by exploiting the conditions within that nation to further

their own cause. This outside influence may even establish itself within the HN to promote and support

civil unrest. These types of conditions promote insurgencies and their violent solutions, like terrorism. U.S.

military involvement in FID has traditionally focused on support to the HN’s counterinsurgency. Although

much of the FID effort remains focused on this important area, U.S. FID programs may aim at other threats

to the HN’s internal stability, such as terrorism. Moreover, an increasing proportion of FID activities in the

21st century will focus on assisting partnered nations to build overall defense capacity.

6-75. Identification of the root cause of the problem, analysis of the environment, and identification of the

specific needs of the HN are crucial in tailoring military support to assist the HN’s internal defense and

development program. Emphasis should be on helping the HN address the root cause of instability in a

preventative manner rather than reacting to threats. The United States supports specific nations based on

U.S. policy toward that nation or region and implements FID programs to support that nation through GCC

security cooperation programs. FID programs of all types, such as professionalization training of partner

security forces, humanitarian assistance, and counterterrorism programs can prevent, reduce, or stop

mitigating factors that can contribute to the beginning or spread of terrorism and insurgencies. FID

activities implemented through the GCC may ultimately lead to stability within that nation or region and

effectively reduce threats to the United States.

MISSION COMMAND IN FOREIGN INTERNAL DEFENSE

6-76. The U.S. military can provide resources such as material, advisors, and trainers to support these FID

operations. In instances where it is in the security interest of the United States, and, at the request of the

HN, more direct forms of U.S. military support may be provided, to include combat forces. The following

principles apply to FID:

All U.S. agencies involved in FID must coordinate with one another to ensure that they are

working toward a common objective and deriving optimum benefit from the limited resources

applied to the effort. In almost all cases, the U.S. ambassador assigned to the HN is the

supported key U.S. official.

The U.S. military seeks to enhance the HN military and paramilitary forces’ overall capability to

perform their internal defense and development mission. An evaluation of the request and the

demonstrated resolve of the HN government will determine the specific form and substance of

U.S. assistance, as directed by the President.

Specially trained, selected, and jointly staffed U.S. military survey teams, including intelligence

personnel, may be made available. U.S. military units used in FID roles should be tailored to

meet the conditions within the HN.

U.S. military support to FID should focus on assisting HNs in anticipating, precluding, and

countering threats or potential threats.

Command Relationships

6-77. TSOCs are of particular importance because of the significant role of SOF in FID operations. The

TSOC normally has operational control of SOF in the theater and has primary responsibility to plan and

execute special operations in support of FID. SOF assigned to a theater are under the combatant command

(command authority) of the GCC. The GCC normally exercises this authority through the commander of

the TSOC. When a GCC establishes and employs multiple JTFs and independent task forces, the

commander of the TSOC may establish and employ multiple JSOTFs to manage SOF assets and

accommodate task force special operations requirements. Accordingly, the GCC, as the common superior,

will normally establish supporting or tactical control command relationships between JSOTF commanders

and JTF/task force commanders. Coordination between the joint force special operations component

commander (who is also the commander of the TSOC) and the other component commanders within the

combatant command is essential for effective management of military operations in support of FID,

including joint and multinational exercises, mobile training teams, integration of SOF with conventional

forces, and other operations.

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Chapter 6

6-78. The GCCs integrate all military security assistance plans and activities with regional U.S. military

plans. The role of the GCC is critical. Regional perspective for the commander is at the operational and

strategic level of conflict. He identifies and applies military and certain humanitarian or civic action

resources to achieve U.S. national strategic goals. With proper and timely employment, these resources

minimize the likelihood of U.S. combat involvement.

6-79. If circumstances dictate, it may be necessary to expand U.S. assistance by introducing selected U.S.

military forces. A JTF will normally be established to coordinate this effort. This JTFʊ

Exercises operational control of assigned U.S. military forces.

Plans and conducts joint and combined exercises in coordination with the armed forces of the

host government.

Executes area command responsibilities for U.S. forces to ensure unity of effort.

Specifies the chain of command; however, units may be required to report to various

organizations, to include Department of State.

6-80. Within the DOD, the principal element charged with providing advisory assistance is the security

assistance organization. SF personnel may provide assistance in two ways: as an SF unit providing advice

and assistance to the HN military or paramilitary organization or as an individual SF Soldier assigned or

attached to the security assistance organization. In either case, SF may be under operational control of the

security assistance organization chief in his or her role as the in-country U.S. defense representative.

However, SF will usually be under operational control of a TSOC. The security assistance organization

includes all DOD elements, regardless of actual title, assigned in foreign countries to manage security

assistance programs administered by the DOD. The U.S. advisor may often work and coordinate with

civilians of other U.S. country team agencies. When that occurs, the U.S. advisor must know their

functions, responsibilities, and capabilities because many activities cross jurisdictional borders. The

country team is composed of U.S. senior representatives of all U.S. Government agencies assigned to a

country. Together, SF advisors and their counterpart must resolve problems by means appropriate to the

HN, without violating U.S. laws and policies in the process. SF advisors operate under very specific rules

of engagement with the purpose of ensuring that advisors remain advisors.

6-81. The SF advisor must understand the scope of security assistance organization activities. The advisor

must know the functions, responsibilities, and capabilities of other U.S. agencies in the HN. Because many

SF activities cross the jurisdictional boundaries or responsibilities of other country team members, SF

advisors seek input from other country team members to coordinate their portion of the overall FID effort.

6-82. Even though the HN may refuse U.S. advisors, HN military leaders may request and receive other

types of assistance, such as air or fire support. To coordinate this support and ensure its proper use, U.S.

liaison teams accompany HN ground maneuver units receiving direct U.S. support. Language-qualified and

area-oriented SF teams are especially suited for this mission.

6-83. Figure 6-1, page 6-15, shows one possibility for a mission command and advisory assistance

relationship for a single AOB that is deployed to provide advisory assistance to a brigade-sized unit of the

HN. In this instance, the AOB provides mission command systems and logistics for its subordinate ODAs,

and advisory assistance to the brigade-level echelon. There are situations where the AOB may deploy and

not provide advisory assistance while still providing mission command systems and logistics for its

subordinate ODAs.

Note: By law, U.S. Ambassadors or chiefs of mission coordinate, direct, and supervise all U.S.

Government activities and representatives posted in the foreign country to which they are

accredited. Chiefs of mission do not, however, exercise control of U.S. personnel attached to

and working for the head of a U.S. mission to an intergovernmental organization (for example,

U.S. Ambassador to the North Atlantic Treaty Organization) or U.S. military personnel

operating under the command of a GCC. Generally, each chief of mission has an agreement with

the GCC delineating which DOD personnel fall under the responsibility of each for security

(JP 3-08).

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Planning Considerations for Unconventional Warfare

and Foreign Internal Defense

Note: The senior defense official is the diplomatically accredited defense attaché. The senior

defense official/diplomatically accredited defense attaché is the chief of mission’s principal military

advisor on defense and national security issues, the senior diplomatically accredited DOD military

officer assigned to a U.S. diplomatic mission, and the single point of contact for all DOD matters

involving the embassy or DOD element assigned to or working from the embassy. All DOD

elements assigned or attached to or operating from U.S. Embassies are aligned under coordinating

authority of the senior defense official/diplomatically accredited defense attaché (DOD Directive

5105.75, Department of Defense Operations at U.S. Embassies).

Figure 6-1. Advanced operations base providing mission command

systems, logistics, and advisory assistance

6-84. Figure 6-2, page 6-16, shows a typical mission command and advisory assistance relationship for a

single detachment deployed as part of the GCC/TSOC Theater Security Cooperation Plan. Such missions can

include—but are not limited to—FID training on a broad range of subjects, counterterrorism, humanitarian

assistance, and other missions to build and enhance partner capacity. Joint combined exchange training, Joint

Chiefs of Staff exercises, and other named operational missions are all combined within theater strategy as

part of persistent engagement in the steady state routine environment. Although the command relationship is

the same as with larger deployments—that is, the TSOC has operational control of deployed units—the U.S.

Ambassador is the designated lead U.S. Government representative for all U.S. Government activities in the

HN. Although the country will coordinate with the GCC, the U.S. Ambassador has effective control over what

U.S. Government activities will or will not be permitted in his or her assigned HN. Moreover, the country

team is charged with understanding what the HN itself is likely to permit or deny. For all of these reasons,

when SF Soldiers are operating in the country team operational environment, they concentrate on effective

intergovernmental cooperation and mature personal relationship building to achieve mission success.

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Chapter 6

Figure 6-2. Special Forces element relationship during the conduct of theater security

cooperation plan events in the steady state

Employment

6-85. Figure 6-3, page 6-17, shows a possibility for mission command and advisory assistance relationships

for a single SOTF deployed to provide advisory assistance to HN forces. In Figure 6-3, the AOBs are each

responsible for providing advisory assistance to a single HN brigade-sized unit, whereas the SOTF is

responsible for providing advisory assistance to a HN subnational or regional mission command element.

RELATIONSHIPS WITH COUNTRY TEAM/INTERAGENCY

6-86. The country team is the point of coordination within the host country for the diplomatic mission. The

purpose is to achieve a unity of effort, to coordinate, and to inform the various organizations of operations.

SF units coordinate their efforts with the country team prior to entry into the HN country, during the

conduct of the mission, and as an outbrief at the completion of the mission. An SF unit coordinates with

individual agencies, such as the U.S. Agency for International Development or the Drug Enforcement

Administration, depending on the particular issues associated with the HN.

INFORMAL RELATIONSHIP WITH NONGOVERNMENTAL ORGANIZATIONS

6-87. The SF unit may also act as the coordinating or facilitating activity for foreign humanitarian

assistance provided by the international nongovernmental organizations responding to the emergency

needs of a community in the FID area of operations. The SF unit should get its HN military unit

counterparts involved in this activity as early as possible to foster public support for the HN military.

CONTINGENCY OPERATIONS

6-88. SF units must be able to respond rapidly to certain crises, either unilaterally or as a part of an interagency

and/or multinational effort, when directed by the President or Secretary of Defense. The ability of the United

States to respond rapidly with appropriate options to potential or actual crises contributes to regional stability.

Thus, a joint operation may often be planned and executed as a crisis response or limited contingency.

Examples of crisis response and limited contingency operations include employment of force in a terrorist

attack, a single precision strike, a noncombatant evacuation operation, or a humanitarian assistance mission.

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Planning Considerations for Unconventional Warfare

and Foreign Internal Defense

Figure 6-3. Advanced operations base and special operations task force

providing advisory assistance

6-89. The crisis response force is a rapidly deployable contingency force for the GCC and, in some cases,

is already forward deployed (as is the case with C Company, 3d Battalion, 1st SFG in Okinawa, Japan; and

C Company, 1st Battalion, 10th SFG in Stuttgart, Germany). The operations they conduct include, but are

not limited to, special reconnaissance, direct action, and counterterrorism to attain the military, political,

economic, and psychological objectives of the GCC. Additionally, the crisis response force conducts

planning, coordination, and execution of special operations and civil-military operations as part of a joint,

combined, or unilateral force.

RAPID DEPLOYMENT

6-90. GCCs respond to developing crises at the direction of the President. If the crisis revolves around

external threats to a regional partner, GCCs employ joint forces to deter aggression and signal U.S.

commitment (for example, deploying joint forces to train in Kuwait). If the crisis is caused by an internal

conflict that threatens regional stability, U.S. forces may intervene to restore or guarantee stability (for

example, Operation RESTORE DEMOCRACY—the 1994 intervention in Haiti). If the crisis is within

U.S. territory (for example, a natural or manmade disaster or deliberate attack), U.S. joint forces will

conduct civil support/homeland defense operations as directed by the President and Secretary of Defense.

Prompt deployment of sufficient forces in the initial phase of a crisis can preclude the need to deploy larger

forces later. Effective early intervention also can deny a threat time to set conditions in their favor or

achieve destabilizing objectives, or mitigate the effects of a natural or manmade disaster. Deploying a

credible force rapidly is one step in deterring or blocking aggression. However, deployment alone will not

guarantee success. Achieving successful deterrence involves convincing the threat that the deployed force

is able to conduct decisive operations and the national leadership is willing to employ that force and to

deploy more forces if necessary.

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Chapter 6

6-91. As mentioned in Chapter 5, JTF Sword is USASOC’s rapid deployment JTF and possesses the

capability to deploy a SOF JTF core element to facilitate the rapid establishment of a command and control

element to support GCC requirements. JTF Sword is an organized, trained, and equipped deployable SOF

command and control element that will primarily execute missions at the operational level for short-

duration deployments (less than 180 days). It assumes command of any SOF elements that are deployed to

the contingency area of responsibility.

RETASKING

6-92. SF units that are already deployed outside the continental United States can be retasked before,

during, or immediately following a mission to respond to a crisis. This was the case for elements of the

7th SFG deployed throughout Central America in April 2010 when an earthquake struck Haiti. ODAs that

were deployed on counterdrug operations throughout Central America were redirected to deploy to Haiti.

They assisted in reconnoitering for passable roads and bridges that were still operational in order to facilitate

movement of conventional force rescue and security operations throughout the remote parts of the country.

STABILITY OPERATIONS

6-93. The term “stability operations” is defined as “an overarching term encompassing various military

missions, tasks, and activities conducted outside the United States in coordination with other instruments of

national power to maintain or reestablish a safe and secure environment, provide essential governmental

services, emergency infrastructure reconstruction, and humanitarian relief”

(JP

3-0). The Army’s

operational concept envisions stability operations being conducted during combined arms maneuver and

wide area security, and establishes or maintains a safe and secure environment and facilitates reconciliation

among local or regional adversaries.

6-94. Stability operations are particularly emphasized following the achievement of major combat

objectives; however, major operation and campaign plans must feature an appropriate balance between

offensive, defensive, and stability operations in all phases. Even during sustained combat operations, there

is a need to establish or restore civil security and control, and provide humanitarian relief as succeeding

areas are occupied, bypassed, or returned to a transitional authority of HN control.

6-95. SF teams, by operating through or with the indigenous population, observe firsthand the developing

threats to the HN and conventional stability efforts. This familiarity with the populace provides early

warning of destabilizing activities during transitions in forces or phases of a campaign, when subversive,

lawless, or insurgent actors look to seize control of the populace. By living with the population, SF

Soldiers operate uncomfortably close to subversive, insurgent, or criminal elements, suppressing their

activities while stability operations achieve desired effects. By working through indigenous security forces,

SF keeps a lower profile and thereby builds the popular perception as well as the reality that HN forces can

secure the environment unilaterally. In wide area security (the use of combat power to protect populations,

forces, infrastructure, and activities), SF, through force multiplication, closes the gaps where destabilizing

elements can operate, rest, refit, and recruit. Without security, particularly HN security capacity, stability

efforts will falter. SF provides commanders with an element of combat power that intrinsically builds HN

security capacity and coordinates stability tasks, especially when SF teams have had a persistent presence

in the region.

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Chapter 7

Sustainment

The line between disorder and order lies in logistics.

Sun Tzu

The modus operandi of the guerrilla dictates a need for extreme mobility and austere and

responsive logistical support. Contrary to popular belief, no guerrilla force ever

operated successfully over extended periods of time without some degree of outside

support—either from a sponsoring government

(weapons/ammunition), the enemy

(military materiel), the local population (food and shelter), or a combination of these

sources. This is the way it has been in the past and there is no available evidence to

indicate that such will not prevail in the future.

Marco J. Caraccia

An underestimated SOF truth is “most special operations require non-SOF support.”

The operational effectiveness of deployed SF cannot be achieved without being

enabled by Service partners. Operational elements are the cumulative product of the

Service-provided personnel and Service-common equipment enhanced by SF

selection, training, and SOF modifications. Having the Service force provide the

“right sized” sustainment allows SF to carry on a sustainable operation. Nevertheless,

SF detachments—because of their organic capabilities (such as weapons, engineering,

medicine, communications, and intelligence)—possess SOF’ smallest sustainment

footprint with their ability to operate in austere and remote locations. To be effective in

most theaters of operation SF elements must understand organic sustainment capability

as well as other enablers, to include Army and joint capabilities.

ARMY SPECIAL OPERATIONS FORCES SUPPORT TO SPECIAL

FORCES OPERATIONS

7-1. On every deployment, an SF detachment should always ask who is providing their support. Each

SFG possesses an organic group support battalion with a subordinate group support company and a group

service support company. The group support battalion is a multifunctional logistics organization organic to

the SFG with force structure and capabilities tailored to support the group. The SFG support battalion

plans, coordinates, and executes sustainment operations for the group and, when directed, supports forces

task organized with the group or an SF-led JSOTF. Each SF battalion has an organic support company that

provides limited logistics.

7-2. The forward support company provides routine administrative and logistics support to the SF

battalions. The forward support company comprises the sustainment, distribution, and maintenance

platoons. The forward support company is a multifunctional logistics company providing maintenance,

limited Class I through Class IX supplies, fuel and water production, ammunition holding, and

transportation. The forward support company is independently deployable and capable of providing for the

entire SF battalion and its attached elements. When the SF battalion establishes a SOTF, the forward

support company commander may coordinate and supervise the support center logistics activities.

7-3. Because of the nature of an SF detachment’s missions, sustainment

(logistics) planning

considerations differ somewhat from conventional Army elements. SF detachments need to be able to plan

for a variety of operations, to include humanitarian, civil, and security assistance programs. Deployed SF

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Chapter 7

units often operate in isolated and austere locations where distribution and resupply are key considerations

that may require organic, Army, or joint capabilities, or the total dependence on indigenous forces and HN

support. Sustainment planning must first consider the existing infrastructure in the joint operations area and

the country or region in which they operate from or within.

7-4. When an SF unit deploys into an undeveloped theater of operations, it must bring sufficient

resources to survive and operate until it establishes a support system or makes coordination for the Army

Service component command, HN, or contracted support. An undeveloped theater of operations does not

have a significant U.S. sustainment base. Pre-positioned war reserve materiel stock, in-theater operational

project stocks, and foreign nation support agreements are minimal or nonexistent. All SF units require

services to sustain food, water, and clothing, as well as medical and personnel needs. SOTFs often use a

combination of external support, organic support, the 528th Sustainment Brigade, or other logistics systems

to sustain their operations. SF commanders and their staffs task organize their assets to work with the

logistics mechanisms existing in the theater of operations. Deployed SOF units in an undeveloped theater

of operations may have to bypass normal logistics support echelons. They may maintain direct contact with

their parent units in the continental United States, or they may request a tailored support package from the

528th Sustainment Brigade to accompany them into the theater of operations. The 528th Sustainment

Brigade can then request directly from the continental United States wholesale logistics system and provide

support and sustainment to the SOF units. Deployed SOF may also rely on Army Service component

command contracting to obtain local support and sustainment. In practice, the solution may be some

combination of all options.

7-5. In a developed theater of operations, the Army Service component command establishes a

logistical structure within the area of responsibility that provides sustainment operations in support of

ARSOF. Pre-positioned war reserve materiel stock and operational project stocks are in place, and foreign

nation support agreements exist. The ARSOF logistical force structure has the mechanisms to “plug in” all

joint and Army logistical and sustainment structures required for replenishment operations. It uses the same

emerging technologies and support concepts as joint and Army forces.

HOST-NATION SUPPORT

7-6. Military operations often are affected by agreements between the United States and the HNs (and

other nations, if the United States participates as a member of a multinational organization). These

international agreements address a wide range of issues from legal jurisdiction involving crimes committed

by U.S. personnel to the hiring of HN personnel to support an operation. International agreements can also

influence the extent that contracting is used in support of military operations, as agreements determine a

contractor’s tax status, freedom of movement, immunities, and customs requirements. These are all

important considerations when deciding whether to employ contractors.

7-7. The effect that international agreements might have on contracting support in a particular theater of

operations must be considered during any operational planning. Because these agreements vary from

nation to nation, planners must coordinate with their servicing command or theater of operations legal

activity to determine if any agreements apply to the area of operations and if they would affect contracting

support. Typically, international agreements that affect contracting support do so in terms of directing the

use of HN support before contracting with commercial firms or restricting the commercial firms with

which they can contract. In some cases, international agreements may prohibit any contracting in a

specified country or region.

7-8. In planning contract support, commanders must consider the following:

HN support, contingency contracting, and the logistics civilian augmentation program

supplement (not replace) the existing logistics systems.

The lack of any U.S. international agreements—such as HN support, inter-Service, status of

forces, and other authoritative agreements in the theater of operations, or specific provisions in

applicable agreements—may limit the contracting officer’s ability to satisfy some requirements.

Contract law attorneys must be deployed early to conduct legal reviews of procurements.

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Sustainment

U.S. public laws and the federal acquisition regulation, the defense federal acquisition regulation

supplement, and the Army federal acquisition regulation supplement are not revoked or

suspended by contingencies unless specifically exempted. Acquisition personnel must, therefore,

comply with Federal law and applicable regulations in contingency contracting.

Contracting, finance, and resource management remain Service responsibilities.

CONTRACTOR SUPPORT

7-9. Contingency contracting legally secures the supplies, services, and construction necessary to support

missions of a deployed force. Contractors and their services in support of these missions fall into three

basic categories: theater of operations support contractors, external support contractors, and systems

support contractors.

THEATER OF OPERATIONS SUPPORT CONTRACTORS

7-10. Theater of operations support contractors support deployed operational forces under prearranged

contracts or contracts awarded from the mission area by contracting officers serving under the direct

contracting authority of the theater of operations principal assistant responsible for contracting. Theater of

operations support contractors provide goods, services, and minor construction—usually from the local

vendor base—to meet the immediate needs of operational commanders. Immediate contracts involve

deployed contracting officers procuring goods, services, and minor construction, usually from the local

vendors or nearby offshore sources, immediately before and during the operation. Theater of operations

support contracting occurs according to the principal assistant responsible for contracting theater of

operations contracting plan (an appendix to the operation plan or operation order), which governs all

procurement of goods, services, and minor construction within the area of operations.

EXTERNAL SUPPORT CONTRACTORS

7-11. External support contractors provide support for deployed operational forces and are separate and

distinct from theater of operations support or systems support contractors. Contracts may be prearranged or

awarded during the contingency to support the mission.

7-12. External support contractors establish and maintain liaison with the theater of operations principal

assistant responsible for contracting as they conduct their unique support missions. They procure goods

and services required within the theater of operations according to the principal assistant responsible for

the contracting plan (published in the operation plan or the operation order).

SYSTEMS SUPPORT CONTRACTORS

7-13. Systems support contractors support deployed operational forces under prearranged contracts

awarded by program managers, program executive officers, and the United States Army Materiel

Command to provide specific materiel systems throughout their lifecycle. This support is conducted during

both peacetime and contingency operations. These systems include vehicles, weapon systems, aircraft,

control infrastructure, and communications equipment.

CONTRACTOR SECURITY REQUIREMENTS

7-14. The nature of the contingency operation determines security requirements for the contractor’s

operation and personnel. Even humanitarian operations require security arrangements. As the possibility of

hostilities increases, contractor security must likewise increase.

7-15. Provisions of the law of war do not consider contractor personnel and DOD civilians as combatants.

To facilitate their movement and to dictate the type of treatment they should be rendered if captured,

contractor and DOD civilian personnel should be issued identification cards that correctly identify them as

civilians accompanying an armed force. Commanders must provide security to contractors who support

their operations, or they must eliminate the use of contractor support as an option in areas where security

becomes an issue.

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Operational Contracting Support

7-16. SF units have no organic operational contracting capability and are reliant upon contracting support

from the theater GCC, Service components, and USASOC/USSOCOM contracting activities. The key to

successful contingency contracting execution in support of SF is the preplanning and early identification of

the goods and services that are required. SF may have special mission requirements coupled with the

diversity and complexity of assigned missions that may require an integrated approach from different

contracting activities. This is especially important when working with HN vendors and indigenous sources

of goods and services.

Generating Force Contracting

7-17. The USASOC Deputy Chief of Staff, Acquisition and Contracting, provides SOF contracted

procurement capacity to USASOC units during force generation. The Deputy Chief of Staff, Acquisition

and Contracting, contracting authority is derived from the USSOCOM. Primarily, the Deputy Chief of

Staff, Acquisition and Contracting, obligates Major Force Program-11 funding through contracts written

by their office in the USASOC headquarters. Installation contracting offices provide operations and

maintenance contracted procurement capacity to SF units during force generation. Installation contracting

office contracting authority is derived from the Mission and Installation Contracting Command. Primarily,

installation contracting offices obligate Army operations and maintenance funding through contracts

written at the installation they support. The Deputy Chief of Staff, Acquisition and Contracting, possesses

the capacity to manage a field ordering officer program during force generation to support SF training at

Fort Bragg, North Carolina.

Operational and Exercise Contracting

7-18. The lead Service for contracting supporting a GCC typically provides contracting support to SF

during operations

(deployments) and exercises

(Joint Chiefs of Staff-sponsored or joint combined

exchange training). The lead Service for contracting varies depending on the GCC and by country within

some geographic combatant commands. Expeditionary Contracting Command contracting support brigades

collocate with and support Army Service component commands worldwide. Depending on the theater, the

Expeditionary Contracting Command contracting support brigade may be the lead Service for contracting

support.

7-19. The exception to the lead Service for contracting support rule is Special Operations Component, U.S.

Central Command. Special Operations Component, U.S. Central Command, is the only TSOC with

expeditionary contracting capacity derived from USSOCOM. Special Operations Component, U.S. Central

Command, contracting is responsible for SOF contracting and contracting support where no other

contracting capacity exists in the U.S. Central Command area of responsibility. As a potential operation or

exercise force provider to GCCs, the Expeditionary Contracting Command may provide contingency

contracting officers to support a lead Service for contracting office or Special Operations Component, U.S.

Central Command, contracting. When the Expeditionary Contracting Command is not the lead Service for

contracting support in the area and a contingency contracting officer is required, support must be requested

through either the Joint Capability Requirements Manager or the Joint Training Information Management

System. The Joint Capability Requirements Manager is used for operational support and the Joint Training

Information Management System is used for training support.

7-20. Contingency contracting support is provided to units with validated requests based on contingency

contracting officer availability across the Services (among other factors). A request through either the Joint

Capability Requirements Manager or the Joint Training Information Management System does not

guarantee Expeditionary Contracting Command contingency contracting officer support. Lead Services for

contracting and Special Operations Command, Central Command, contracting have the capability to

manage field ordering officer programs during operations and exercises. Installation contracting offices

have the capability to manage field ordering officer programs to support short-duration (60 days) exercises

when SF units deploy from home station and return to home station. Installation contracting offices

perform this function only when no other contracting support is required during the exercise.

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Operational and Exercise Contracting Support Planning and Training

7-21. The Expeditionary Contracting Command functions as the operational and exercise contracting

support planner and the predeployment contingency contracting support trainers to SF units. The

Expeditionary Contracting Command is the USASFC advocate and liaison to bring about effective and

efficient operational and exercise contracting support through coordination with geographic combatant

command lead Services for contracting and Special Operations Component, U.S. Central Command,

contracting. Contingency contracting unit training for contracting officer representatives and field ordering

officers is available during predeployment. Expeditionary Contracting Command contingency contracting

teams collocated with SFGs perform duty in installation contracting offices (including at Eglin Air Force

Base, Florida). SF units requiring planning support, operational and exercise contracting support

coordination, or contingency contracting unit training should contact Expeditionary Contracting Command

contingency contracting teams through the installation contracting office.

STATEMENT OF REQUIREMENTS

7-22. A critical source of information the Army Service component command needs in its coordination

and facilitation functions is the statement of requirements provided by the ARSOF units. The TSOC

logistics staff and other logistics staffs must be proactive and included in the mission-planning process.

The logistics planners must anticipate operational unit requirements at all stages of the mission. Ideally, the

logistics staff uses the Army Service component command operation plan in preparing its concept plan for

inclusion in the mission order. This approach allows area of responsibility support elements time to review

required support before the SOF mission unit submits its mission-tailored statement of requirements. This

review is especially critical in crisis-action planning and short-notice mission changes.

7-23. The statement of requirements is a living document that requires periodic reevaluation and updating

as requirements change. Determination of requirements begins with the receipt of the mission. Time and

accuracy are critical factors. Although contingency planning is the preferred method, crisis-action planning

is within the framework. The key is to anticipate requirements based on emerging operations and then to

use approved operation plans.

7-24. The intent of the statement of requirements process is to identify logistics needs early in the planning

cycle. The unit or task force coordinates through its higher headquarters operations and logistics staffs to

provide the USASOC Deputy Chief of Staff for Operations an initial list of requirements. The USASOC

Deputy Chief of Staff for Operations tasks the Deputy Chief of Staff for Logistics to source all

requirements as follows:

When an SF unit receives a mission, it updates the standing statement of requirements

developed during the deliberate-planning process. The SF commander uses this statement of

requirements to cross-level supplies needed at the assigned mission-unit level. The statement of

requirements identifies, consolidates, and prioritizes all unit requirements that exceed organic

capabilities. The mission unit forwards it to the next-higher organization.

At the next-higher level, the statement of requirements starts the process into the operational

channels (operations staff sections). The operations and logistics sections review the statement

of requirements and direct or assist cross-leveling and transfer of needed items in the most

expeditious way possible. This staff level then forwards the statement of requirements to the

next-higher level for any supplies and services still remaining on the statement of requirements.

Any supplies and services still not resourced on the statement of requirements are again passed

up the chain. This level forwards a statement of requirements requesting only the supplies and

services not previously obtained.

At the next level (USASOC), the requirements that can be obtained within the USASOC are

coordinated and transferred. USASOC coordinates with Headquarters, Department of the Army;

Army Materiel Command (subordinate commands); and other agencies and commands to source

all requirements.

To complete the statement of requirements process, USASOC forwards unsatisfied support

requirements (two copies of the statement of requirements—one to the TSOC and the other to

the Army Service component command for information pending validation) to the TSOC for

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validation. The TSOC coordinates with the Army Service component command for the needed

supplies and services.

The Army Service component command then tasks the assigned units the sustainment mission.

The Army Service component command publishes a support plan detailing how the ARSOF unit

will be supported. If the Army Service component command cannot sustain or if a sister Service

is better suited to sustain the ARSOF mission, the Army Service component command forwards

the statement of requirements to the GCC for assistance.

7-25. The development and coordination of a unit statement of requirements is a dynamic process that

concurrently occurs at multiple echelons. ARSOF develop a formal statement of requirements to support

theater of operations contingency planning and contingency operations and then forward the document to

the TSOC for validation. Because the statement of requirements is often a living document that requires

frequent revision, and given the fluid nature of theater of operations planning, the TSOC and Army Service

component command may begin coordinating new ARSOF requirements before receipt of a validated

revision of the statement of requirements.

PLANNING AND EXECUTING THEATER OPERATIONS SUPPORT

7-26. The Army Service component command provides the necessary capability for the Army forces

assigned to a combatant command. GCCs support SOF in their areas of responsibility. The ARSOF

logistics planners identify the support requirements in the planning phase. The Army Service component

command must also identify the logistics shortfalls for inclusion in the GCC’s risk assessment in an area of

responsibility. If the Army Service component command cannot support ARSOF, the Army Service

component command must raise the shortfall to the supported GCC for resolution. The TSOC tasks

missions to ARSOF. The TSOC works closely with the combatant command staff and the Army Service

component command to articulate the ARSOF requirements. The GCC establishes priorities and allocates

the available resources to ARSOF to accomplish each mission. The Army Service component command

develops the area of responsibility support plan, which includes sustainment of ARSOF by the area of

responsibility logistics organizations. The TSOC then monitors ARSOF sustainment.

ARMY SUSTAINMENT PRINCIPLES

7-27. ADRP 4-0 describes Army sustainment support to ARSOF. (ATP) 3-05.40 provides the United

States ARSOF commander and staff with information on the structure and functions involved in

sustainment activities. The Army retains responsibility for the sustainment of forces it allocates to a joint

force. The sustainment warfighting function consists of three major sub functions: logistics, personnel

services, and health services support. Logistics support covers supply, field services, maintenance,

transportation, distribution, operational contract support, and general engineering support. Support

providers include strategic-level providers, the generating force, and the operating forces within the Army.

For example, U.S. Army Forces Command is an Army generating force that provides logistics forces to

ARSOF in support of global operations through the Army force generation process.

7-28. USASOC fulfills Army Service component command-like functions as a functional Army Service

component command for SF and is responsible for the manning/organization, training, equipping,

administrating, and sustaining of ARSOF assigned to USSOCOM. The theater Army Service component

commands exercise administrative control over Army forces within the GCC’s area of responsibility and

support the forces assigned, to include the TSOCs. Although Title 10, U.S. Code, support falls under each

individual military Service, a combination of the different Service capabilities within an area of

responsibility can create interdependent and efficient use of logistics sustainment capabilities. Sustainment

of a joint force can be provided through a combination of executive agent, lead Service, and subordinate

logistics command designations as described in ADRP 4-0 and JP 4-0.

7-29. SF operations are often joint in nature and support relationships are directed by the GCCs. GCCs

have directive authority for logistics for their assigned forces ensuring effective execution of operation

plans and economy of support forces, creating interdependent and efficient use of the different Service

components’ capabilities. The President or Secretary of Defense may extend directive authority for

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logistics to attached forces when transferring forces for GCCs’ missions. Interagency coordination occurs

between elements of DOD and U.S. Government agencies in order to achieve specific strategic objectives.

Military operations, to include civil support operations, must be coordinated with the activities of other

agencies of the U.S. Government agencies, intergovernmental organizations, nongovernmental

organizations, and various HN agencies.

7-30. SF sustainment principles are an integrated process consisting of people, systems, materiel, health

services, and other support. Logistics—one of the sustainment warfighting subfunctions—consists of

supply, transportation, distribution, field services, maintenance, operational contract support, and

engineering. Other sustainment subfunctions are personnel services and health services, financial

management, legal, and religious support.

LOGISTICS

7-31. Standard basic loads are inadequate for SF operations in an undeveloped theater. For example, an SF

unit may have to deploy with 30 days of supply (15-day order-to-ship time, 10-day operating level, 5-day

safety level). These quantities of supplies may exceed the SFG capacity to move and store. The group and

battalion logistics staffs normally divide these loads into accompanying supplies and preplanned follow-on

supplies. Supply procedures for most classes of supply vary in an undeveloped theater. Except for field

rations, the SFG may rely heavily upon local contract support for fresh Class I supplies and dining facility

operations. To reduce demand on the logistics system, SF may purchase Class II, III, IV, and VI supplies

locally or from third-party contractors. SF personnel normally receive Class V and IX supplies through the

standard U.S. system, but with greater reliance on Army lines of communications.

7-32. Supply support for an ODA, once approved by the company executive officer, starts with the

company supply noncommissioned officer—the commander’s principal logistician. The supply sergeant is

primarily responsible for supervising or performing tasks involving the general upkeep and maintenance of

all Army supplies and equipment. The supply sergeant assists an ODA with coordinating and tracking

support through the battalion and group headquarters.

7-33. The following list provides a breakdown of the classes of supply with accompanying symbols and

the responsible section within an SF battalion:

Class I—Subsistence (Forward Support Company). Subsistence is unusual because of the

complexities of activities associated with its handling. Planning for Class I support is considered

and synchronized from strategic to tactical levels. The result of planning and integrating Class I

operations is to ensure subsistence arrives in the right quantities and proper rations are located

when and where they are needed. Certain exceptions may apply under special circumstances.

Class II—Clothing, Individual Equipment, Tools, and Administrative Supplies (Company

Supply). The supply noncommissioned officer orders Class II through the Army supply system.

Equipment that is not in the modified table of organization and equipment and nonstandard

equipment/supplies are procured with assistance from the battalion logistics staff and property

book office to supply the company. The Special Operations Forces Personal Equipment

Advanced Requirements 2.0 program has been established in each SFG (Special Operations

Forces Personal Equipment Advanced Requirements—Forward) to equip Soldiers with

protective gear tailored to each individual. Each SFG is equipped with contractors to assist in

this program. The individual is responsible for this equipment until leaving the SF community,

at which time the individual will turn in the equipment.

Class III—Petroleum, Oils, and Lubricants (Forward Support Company). Petroleum,

oils, and lubricants are ordered by the forward support company.

Class IV—Construction Materials

(Company Supply). Class IV is ordered by the

company supply section.

Class V—Ammunition (Operations Staff/Forward Support Company). Requirements are

validated through operational channels (battalion/group operations staff) and sourcing is through

the forward support company and group logistics staff. Joint combined exchange training

ammunition is used for HN forces to fire their assigned military weapon and not the weapons

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brought into the HN by SF conducting the exercise. The type and amount of ammunition must be

determined early on with sufficient lead time to allow for the pricing and availability through the

Joint Munitions Command, the processing of the military interdepartmental purchase request, and

the submission of the DA Form 581 (Request for Issue and Turn-in of Ammunition).

Class VI—Personal Demand Items (Company Supply/Battalion Logistics Staff). Class

VI is limited to items required for the minimum personal hygiene, comfort, and welfare of the

Soldier. Items such as essential toilet articles and confections are issued in a sundry pack

through Class I channels.

Class VII—Major End Items: Weapons, Electronics, and Vehicles (Company Supply/

Battalion Property Book Office/Battalion Logistics Staff). The supply noncommissioned officer

works with the battalion logistics staff and property book office to manage company/ODA

property. The SF engineer sergeant is responsible for assisting the ODA commander in managing

detachment property. The ODA commander signs for a detachment’s property from the company

commander and then issues a sub-hand receipt to individual detachment members. Supply

operations at the detachment and company level are an integral part of the group commander’s

ability to account for all government property entrusted to his care. Additionally, properly executed

supply operations give the commander the visibility of government property to ensure the force has

the necessary equipment to accomplish their assigned mission-essential task list. Deploying units

develop their mission-essential equipment list upon receipt of their deployment orders. Mission-

essential equipment list-required items will be designated as either theater provided

(Army-

common received from theater assets), ARSOF theater provided (remain in theater; these assets

come from units’ on-hand balances and can be Army-common or special operations-peculiar

items), or to accompany troops.

Class VIII—Medical Materials (SF Medical Sergeant/Battalion Medical Section). The

SF medical sergeant coordinates with the battalion medical section to secure required Class VIII

support.

Class IX—Repair Parts (Motor Pool, Emergency Medical Services). Class IX support is

coordinated by the motor pool and emergency medical services.

Class X—Material for Nonmilitary Programs (Battalion CA Staff). Class IX support

generally includes civil-type projects that require different funding/procurement sources.

Nonstandard Items. Nonstandard items describe items that are not stocked, type-classified, or

safety-approved for use by U.S. forces. The acquisition and infiltration of nonstandard items

into the area of operations can be very important to help maintain low visibility of indigenous

resistance forces where foreign equipment would otherwise draw unwelcomed attention.

Joint Operational Stocks. The joint operational stocks are supplies of centrally managed and

maintained equipment. Joint operational stocks are available on a loan basis from USSOCOM.

In addition to joint operational stocks, the USASOC Redistribution Center provides the same

services as the joint operational stocks with the exception that it is used only for ARSOF units.

TRANSPORTATION

7-34. SF transportation is the moving and transferring of units, personnel, equipment, and supplies to

support SF missions. SF personnel have limited organic transportation resources and are very dependent

upon the other Service components and strategic providers, such as the U.S. Transportation Command.

Army transportation plays a key role in facilitating force projection and sustainment in most theaters of

operation. The group support battalion/forward support company or support center—ground) and the

160th Special Operations Aviation Regiment (rotary wing) are for the most part the only significant

organic transportation support that ARSOF have available.

7-35. Undeveloped or immature theaters have poor lines of communications in some locations; aviation

assets should be coordinated to deploy early in support of ARSOF logistics operations. These aviation

assets must include an adequate maintenance support package for autonomous and continuous operations.

The TSOC, the 528th Sustainment Brigade, ARSOF liaison elements, and theater sustainment commands

should review HN and any other possible lift assets to meet additional unresourced transportation

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Sustainment

requirements. Regardless of the source of aviation assets used, this support must be dedicated (or readily

available) for administrative and logistical requirements. Logistical replenishment operations conducted by

the group support battalion (support center) and theater sustainment command elements provide critical for

sustainment for SF teams deployed into isolated, austere, and uncertain environments.

7-36. Contingency, Joint Chiefs of Staff, and joint combined exchange training events are planned and

resourced using the Joint Operation Planning and Execution System. The Joint Operation Planning and

Execution System produces a product known as the time-phased force and deployment data, which is used

by U.S. Transportation Command to source transportation assets to support the overall mission. The

method of populating Joint Operation Planning and Execution System with the required information varies

based on the operation. Joint Operation Planning and Execution System information is provided through

operational channels. The USASOC Deputy Chief of Staff for Operations is the lead agency for Joint

Operation Planning and Execution System management and continually updates policies and procedures to

support this function.

7-37. Operations, exercises, and training events that do not require the use of Joint Operation Planning and

Execution System may be supported using other DOD systems that manage smaller operations. For the

most part, these internal decentralized missions are planned, coordinated, and executed using the unit’s

operation and maintenance funds. The supporting installation transportation office can provide further

guidance and assistance in executing these smaller operations. A brief description of the different types of

capabilities are listed below:

Strategic Air. Strategic air is a common-user airlift linking theaters to the continental United

States and to other theaters, as well as airlift within the continental United States. These airlift

assets are assigned to the Commander, U.S. Transportation Command. Because of the inter-

theater range usually involved, strategic airlift comprises heavy, longer-range, intercontinental

airlift assets, but also may be augmented with shorter-range aircraft.

Channel Airlift. Channel airlift is a common-user airlift providing regularly scheduled airlift

for movement of sustainment cargo, depending on volume of workload, between designated

aerial ports of embarkation and aerial ports of debarkation over validated contingency or

distribution channel routes. In some circumstances, channel air may be used for the deployment

and redeployment of SF personnel and equipment other than sustainment cargo.

Special Assignment Airlift Missions. Special assignment airlift missions are airlifts supporting

requirements for special pickup or delivery by the U.S. Air Force Air Mobility Command at

points other than established Air Mobility Command routes, and which require special

consideration because of the number of passengers involved, the weight or size of the cargo, the

urgency or sensitivity of movement, or other special factors.

Charter/Contracted Airlift. Chartered/contracted airlifts are missions that fall under the

umbrella of strategic, channel, or special assignment airlift mission policies and procedures.

They are supported by U.S. flag carriers and are contracted by U.S. Transportation Command to

perform specific missions. The majority of these missions involve the movement of personnel

from continental United States to outside the continental United States locations; however,

cargo-carrying assets may also be used when DOD assets are limited.

Nonstandard Aviation. Nonstandard aviation is a specific mission capability that provides SF

freedom of movement and access to austere operating locations while maintaining a civilian

appearance to casual observers and the local population. Nonstandard aviation provides

capability in areas where an obvious U.S. military presence and footprint may be denied. In

some cases, intratheater air mobility is coordinated through a dedicated SOF command and

control structure assigned to Air Force Special Operations Command. Nonstandard aviation

provides theater-focused, low-visibility, short takeoff and landing, and other aviation assets to

support the mission roadmap guidance (for example, overseas contingency operations and

irregular warfare).

7-38. Although the majority of movements within the ARSOF community are executed by air, SF must be

able to execute surface movement (water, rail, and road). In order to accomplish this end state, the SFG

must rely on the support provided by their installation transportation office. Each installation transportation

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Chapter 7

office has functional experts in unit movements; container management; port, convoy, and rail operations;

special assignment airlift missions; and commercial movements. Each of these areas has its own support

system that should be used in order to acquire the necessary support. Each SF unit must appoint a unit

movement officer to assist in the utilization of the systems and the execution of the movement requirement.

DISTRIBUTION

7-39. Distribution is the operational process of synchronizing all elements of the logistics system to deliver

the right things to the right place at the right time to support the GCC. It incorporates not only

transportation but also provides distribution management and asset visibility activities. The group support

battalion’s movement control team can provide movement guidance and assistance for both internal

(organic) and external (conventional forces) assets allowing for the movement of personnel and supplies by

air, ground, or sea. This team also plans, coordinates, and executes the requirements for moving units to

continental United States and outside the continental United States locations.

7-40. ODA personnel request supplies based on operational needs through a logistics situation report once

communications are established with the SOTF/CJSOTF. These supplies consist of major equipment items

that units do not consume at a predictable rate. The theater sustainment capabilities (theater sustainment

command, expeditionary sustainment command, and sustainment brigade), the group support battalions,

and the SOTF/JSOTF logistics nodes may maintain on-hand stocks for immediate delivery as requested. It

is essential that SF personnel control and maintain access to sensitive items, such as weapons, ammunition,

demolitions, radios, drugs, or special equipment. An ODA member must be present at all deliveries of

external supplies to maintain positive control and accountability.

Resupply Methods

7-41. The SOTF or AOB staff establishes supply levels for each class of supply in the joint special

operations area. It then determines the sequence, method, and timing of delivery. The SOTF or AOB plans

for three types of resupply missions: automatic, emergency, and on-call. The SOTF logistics staff

requisitions the supplies and equipment for these missions to the group support battalion. The group

support battalion passes any requirement outside their capability to the nearest conventional forces

sustainment element. Resources are then provided by the theater sustainment command and coordinated by

the group support battalion and receiving unit. ODAs normally preplan for resupply missions while

conducting mission planning.

Automatic Resupply

7-42. Automatic resupply provides items that cannot accompany the ODA during infiltration. Automatic

resupply provides essential subsistence, training, and operational supplies to the ODA and its indigenous

force on a preset schedule. The delivery time, location, contents, identification marking system, and

authentication are preplanned. The SOTF sends supplies automatically unless the deployed ODA cancels,

modifies, or reschedules the delivery.

Emergency Resupply

7-43. Emergency resupply is limited to mission-essential equipment and supplies to restore the operational

capability or survivability of the ODA and its indigenous force. The group support battalion support

operations staff at the JSOTF/CJSOTF executes an emergency resupply when notified by the operations

staff section.

On-Call Resupply

7-44. On-call resupply provides equipment and supplies to the deployed ODA to meet operational

requirements that cannot be carried during infiltration or to replace equipment lost or damaged during the

operation. The deploying element, rigger section, and logistics staff section prepack and rig on-call

resupply bundles. The bundles are then held in a secure location and delivered when requested by the

ODA.

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Sustainment

Caches

7-45. Caches are another alternative form of resupply. ODAs can stockpile materiel within the joint special

operations area to support future operations or contingencies. They can also recover caches emplaced by

other units from previous operations. Using caches from previous operations must be coordinated with the

commander controlling the joint special operations area.

Aerial Delivery

7-46. Aerial delivery is a vital means of sustaining SF operational elements. SF elements are extremely

limited in their ability to provide organic ground distribution capability; however, their ability to provide

aerial delivery as a primary means of logistical support is, for the most part, unlimited.

7-47. The primary means of delivering sustainment in denied areas is aerial delivery. As a vital component

in sustainment of SF, it is no longer the last resort, but rather a viable and required mode of distribution

within the operational environment. Aerial delivery enables noncontiguous operations, thereby reducing

the logistics footprint for SF operational elements, exposure, and risk to sustainment assets.

7-48. The group support battalion is the primary means of support for aerial delivery to SF operational

elements in undeveloped and immature theaters of operations. The group support battalion facilitates rapid,

no-notice deployments with initial

(accompany), follow-up, sustainment

(demand supported), and

emergency aerial delivery support, including cargo and personnel parachute requirements (static-line and

military free-fall). The major limitation to SF aerial delivery in an operational environment is aircraft

availability.

7-49. There is a growing array of aerial delivery systems and methods. The basics are low-velocity (slow

descent rate), high-velocity (high descent rate), low-altitude, high-altitude, and high-altitude offset joint

precision airdrop system delivery. Low cost variants of low- and high-velocity parachutes are also used

with the advantage of no requirement of retrograde for aerial delivery equipment. Normally, the air

delivery section within the group support battalion and the supporting aircraft element determine which

system and method is used after a threat analysis is conducted for the intended drop zone or if the receiving

operational element has specific clandestine requirements. These needs drive the selection of aircraft,

methods, and rigging equipment used.

Field Services

7-50. The SFG and SF battalion have limited organic assets to provide field services. Additional field

services support can be requested from the 528th Sustainment Brigade or the conventional force theater

sustainment command. Field services include mortuary affairs, airdrop, clothing exchange and bath,

laundry, bread baking, textile and clothing renovation, and salvage. Mortuary affairs and airdrop are

primary field services and are essential to the sustainment of combat operations. All others are secondary

field services. The group support battalion has no organic mortuary affairs assets and requires

augmentation or designates one noncommissioned officer within the group support battalion support

operations staff section or medical platoon to coordinate mortuary affairs operations.

7-51. The USASOC bare-base sets are air-transportable modular systems. Each system is configured into

different modules (tent module, mission command module, housing module, and support module) and is a

complete turnkey operation, to include power generation, heating and air, and lighting capability. The tent

and mission command module configuration provides workspace and equipment (tents, tables, chairs, file

cabinets, briefing tent, and so on) for SOTF- and JSOTF-sized operations. These modular systems afford

unit commanders a rapidly deployable package of equipment designed to provide limited life support and

work areas in a bare-base environment. Modules do not include kitchen equipment. Units must provide

their own manpower to set up and maintain the modules.

Maintenance

7-52. Maintenance is a challenge regardless of whether it is a developed or undeveloped theater. Many

U.S. systems are complex and require special training to repair. Preventive maintenance checks and

services are important and must be performed at the operator level regardless of the equipment type. If

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Chapter 7

repair parts are needed, they are delivered based on logistics situation report requirements, size, and

delivery methods available. Equipment needing other than field-level maintenance may be evacuated to the

rear, if possible, and replaced on a one-for-one basis during logistics resupply missions. Relationships built

between SF and conventional forces who are collocated can expedite equipment repairs serviced by

conventional force maintenance teams so that equipment does not have to be evacuated to the rear. When

feasible, HN contracts should be utilized. Most special operations-peculiar items cannot be repaired by

organic Army maintenance personnel. The SFG must rely on USSOCOM civilian technicians and SF

personnel who have attended special operations-peculiar maintenance training. Such equipment may

require evacuation to the continental United States for repair at the manufacturer or other selected facility.

7-53. The unit forward support company’s mechanical maintenance section performs consolidated field-

level maintenance of wheeled vehicles and power-generation equipment along with vehicle recovery

operations. The electronics maintenance section performs field-level maintenance of all signal equipment.

It also performs limited sustainment-level maintenance on special operations-peculiar signal equipment,

supported by USSOCOM’s special operations-peculiar programs. Unit armorers perform field-level

maintenance of small arms, to include special operations-peculiar weapon systems. USASOC assists

deployed units with field training teams set up in combat zones to repair and replace special operations-

peculiar equipment, as needed.

7-54. Required maintenance on an item of equipment may exceed unit capabilities. In this case, the

mechanical maintenance or electronics maintenance section evacuates the equipment to the supporting

field-level maintenance platoon

(or USSOCOM special operations-peculiar maintainers). Field-level

maintenance requirements are evacuated to intermediate sustainment-level maintenance units for those

items that it cannot repair. Field-level maintenance also provides direct exchange service and maintains a

limited number of operational readiness floats.

7-55. The two exceptions to the above stated procedures are the rigger air delivery section and the medical

section. The rigger air delivery section evacuates unserviceable airdrop equipment to the theater

sustainment command airdrop equipment repair and supply company. The medical section evacuates

unserviceable medical equipment to the supporting medical treatment facility or medical logistics unit.

7-56. Preventive maintenance checks and services are critical regardless of operational environmental

condition or region. The frequency of periodic services often differs from region to region. Repair facilities

in an undeveloped theater are often unavailable. The SFG commander reviews the modified table of

organization and equipment to determine the items needed to meet increased maintenance demands caused

by dispersion of resources for operations. The SFG should identify maintenance support in the statement of

requirements before deployment.

7-57. Prior to deploying to combat, commanders must be proactive in programming their equipment resets

upon their return because of the competing resources and units. The unit’s support operations staff section

should coordinate with their local lifecycle management commands to schedule and lock in their projected

dates. Failure to schedule the unit’s reset in advance negatively affects the unit during their redeployment,

refit, and recover cycle. Reset teams consist of the following:

Small-arms repair evaluation team.

Chemical and biological equipment repair team.

Communications security/electronic encryption equipment repair team.

Communication-electronics evaluation repair team.

SOF weapons repair team.

SOF communications repair team.

Unmanned aircraft system repair team.

Engineering Support

7-58. SF units have engineer support requirements similar to those of conventional units; however, the

nature of SF missions presents a unique set of challenges for engineer units to provide support. These

7-12

FM 3-18

28 May 2014

Sustainment

challenges include remote sites, hostile situations, limited resources and equipment, and limited

transportation.

7-59. Modern modular engineer units are fully capable of meeting the challenge of support to SF units, and

can do so especially well when working in concert with other logistics and sustainment assets. The specific

mission requirements include protection, vertical and horizontal construction, and special engineer capabilities

of survey and design, construction management, well drilling, firefighting, and power generation. Modular

engineer units provide the full range of capabilities to support these missions. Additionally, an engineer

battalion headquarters can execute mission command and specialized support to the deployed engineer

companies. When conventional forces are not in the position to provide area support, it is critical to request a

route clearance package.

7-60. In terms of providing forces to perform engineer missions, each modular engineer unit performs a

specific set of tasks. For example, a vertical engineer company performs construction of buildings as well

as electrical, plumbing, and heating, ventilation, and air conditioning tasks. Horizontal construction (roads

and airfields) is performed by horizontal companies and engineer support companies. The aspect of

modularity provides the flexibility in the deployment and employment of engineer units.

7-61. One possible scenario for engineering support consists of a JSOTF operating in a theater with several

battalion base camps, multiple company base camps, and numerous ODA base camps in a high-threat

environment. This scenario includes a full complement of enablers—aviation, military intelligence, and

logistics elements. The support requirements range from light building construction to fire base

construction. Also in this scenario, conventional forces are not providing area support for route clearance

based on time-distance factors. The recommended engineer support package would be an engineer

battalion headquarters (minus) (Deployable Command Post 1) with a supply and maintenance element, one

vertical company, one engineer support company, one well-drilling team, and a route clearance platoon.

This package provides a mission command element, a small specialized support element, seven engineer

platoons, and one specialized team to perform missions. The route clearance platoon allows the

construction elements to travel to their project sites.

Note: A route clearance platoon conducts route clearance with an attached explosive ordnance

disposal unit since a route clearance platoon cannot clear certain types and sizes of munitions

during their mission. The explosive ordnance disposal unit has approval to clear homemade

explosives up to a certain limit if they are certified through the U.S. Army Engineer School. An

explosive ordnance disposal unit is required to support the route clearance platoons.

7-62. Another possible scenario consists of a SOTF in a theater with several company base camps and

numerous ODA base camps in a low to moderate threat environment. The engineer support package should

consist of a vertical company (minus) with a supply and maintenance element task organized with two

vertical platoons and a rapidly deployable earthmoving platoon-light from the expeditionary sustainment

command. This package provides sufficient engineer assets to perform vertical and horizontal construction

in support of a reinforced battalion-level organization.

PERSONNEL SERVICES

7-63. Personnel services for a deployment are broken into four phases: predeployment requirements,

deployment personnel actions, redeployment, and postdeployment. Predeployment requirements vary based

on the deployment notification timeline. At a minimum, a Soldier’s DD Form

(Record of

Emergency Data) and 6*/9

Servicemembers’ Group Life Insurance Election and Certificate are

reviewed and updated. In addition, deployment timelines must be provided to the SF unit’s personnel

staff section for accurate accountability. Additional requirements are provided by the SF unit’s

personnel staff section based on the varying degree of each deployment.

7-64. Deployed personnel actions are processed through the SF unit’s personnel staff section unless

otherwise stated. It is mandatory that Soldier accountability be enforced. Once redeployment preparations

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FM 3-18

7-13

Chapter 7

have started, Soldiers need to keep in mind time-sensitive actions, such as special pays and entitlements, as

well as awards or evaluations that may need to be completed.

7-65. Once Soldiers have redeployed, they must complete all reintegration personnel requirements within

the SF unit personnel staff section’s established timelines. Specific actions include reviewing the DD Form

93 and SGLV 8286, personnel tempo, dwell time updates, and personnel record updates. These areas

are emphasized since these actions are the foundation for personnel and deployment management.

FORCE HEALTH PROTECTION

7-66. A force health protection/health service support planner from the SFG and/or SF battalion medical

sections must be involved as early as possible in the planning process. The force health protection/health

service support planner must produce a straightforward plan without complication to ensure a continuum of

care to the full range of SF operational environments. FM 4-02.43 provides additional information.

7-67. The SF medical planner must plan for all health service support functional support areas regardless of

the mission or the operational environment because SF units and personnel operate over a wide area and in

isolated and austere locations with limited health service support. Force health protection planning for SF

assets involves numerous considerations that do not apply to conventional forces.

7-68. SF elements have Echelon I (Role 1—first level of medical care an SF Soldier would receive)

capability and depend on area and theater force health protection assets for health service support

requirements. SF medical assets, in coordination with conventional force health protection planners,

determine what support is organic and what area/theater medical assets are provided. Early coordination

and communication is the key to success for force health protection support to SF operations. Table 7-1,

page 7-15, depicts the organic medical personnel structure within an SFG.

Special Forces Medical Sergeant

7-69. The SF medical sergeant forms the backbone of medical care within the SFG. There are two SF

medical sergeants in each ODA. SF medical sergeants—

Provide, train, and advise detachment members, multinational and coalition forces, or

indigenous personnel in emergency and routine medical care, emergency dental care, and

veterinary care.

Establish field medical treatment facilities to support detachment operations and prepare the

medical portion of area studies, operation plans, and operation orders.

Conduct medical intelligence analysis and prepare health threat and counter-threat briefings and

lessons-learned briefings.

Requisition, assemble, and maintain detachment medical equipment and supplies.

Supervise routine and emergency medical activities in a field or in a UW environment.

7-70. USASOC Regulation 350-1, Army Special Operations Forces Active Component and Reserve

Component Training, addresses medical sustainment training requirements. Clinical capabilities for the SF

medical sergeant are discussed in AR 40-68.

Medical Considerations

7-71. The following characteristics for SF operations must be factored into the plan:

Small Units and Austere Force Health Protection Capability. SF unit locations (geographical

factors, time-distance factors) may require collocation of assets and support on an area basis.

Operations in a Joint, Multinational, and Coalition Environment. Operations in these

environments require SF medical personnel to have a thorough knowledge of other Service

component, multinational, and/or coalition forces’ health service support capabilities,

limitations, organization, procedures, and national caveats.

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FM 3-18

28 May 2014

Sustainment

Remote Operating Areas and Long Evacuation Routes. SF elements often operate in areas that

impede evacuation by rotary-wing aircraft or where aviation assets are not available. This places a

premium on the early application of trauma management and casualty stabilization.

Medical Evacuation, Medical Regulating, and Casualty Tracking. Medical regulating and

casualty tracking requires an understanding of SF missions and the limited availability of

replacements. Leaders must account for sensitive equipment and documents if the casualty still

possesses them when evacuated.

Table 7-1. Medical personnel structure within the Special Forces group

Title

Military Occupational Specialty

Grade

Special Forces Group Medical Section (Headquarters)

Group Surgeon

61N

O-5

Psychologists

73B

O-4

Medical Operations Officer

70H

O-3

Medical Operations Sergeant

18Z

E-8

Medical Logistics Sergeant

68W

E-6

Special Forces Medical Platoon (Group Support Battalion)

Physician Assistant

65D

O-3

Medical Logistics Officer

70K

O-3

Environmental Science Officer

72D

O-3

Special Forces Medical Sergeant

18D

E-7/E-6

Special Operations Combat Medic

68WW1

E-5

Veterinary Officer

64A

O-3

Dental Officer

63A

O-3

Dental Specialist

68E

E-4

Preventive Medicine Sergeant

68S

E-7

Physical Therapist

65B

O-3

Battalion Medical Section

Battalion Surgeon

61N

O-4

Physician Assistant

65D

O-3

Preventive Medicine Sergeant

68S

E-7

Special Forces Medical Sergeant

18D

E-7

Special Forces Operational Detachment—Bravo

Special Forces Medical Sergeant

18D

E-7

Special Forces Operational Detachment—Alpha

Special Forces Medical Sergeant

18D

E-7/E-6

7-72. It is imperative that SF medical sergeants conduct operational medical planning and geographical

and environmental medical threat analysis prior to all deployments to determine materiel quantities and

specific additional support requirements for that mission. Medics must fully understand the SF principal

tasks and the operational, tactical, and geographical constraints associated with those tasks. In planning and

coordination for medical support

(both internal and external), SF medical personnel must analyze

operational mission planning factors against the ten medical functional areas to determine materiel and

equipment requirements and develop the mission-specific medical support plan. The 10 medical functional

areas are—

Casualty evacuation.

Medical treatment.

Hospitalization.

Medical logistics.

28 May 2014

FM 3-18

7-15

Chapter 7

Preventive medicine.

Veterinary services.

Dental services.

Behavioral health.

Laboratory service.

Medical mission command systems.

7-73. Once deployed, the SF medical personnel must continually refine the medical support plan by

conducting theater medical support analysis and modify the plan as theater medical support assets become

available. Additional considerations when working with indigenous populations include local medical

infrastructure, theater medical rules of engagement

(combatant or noncombatant personnel), cultural

beliefs, and effects on the population.

FINANCIAL MANAGEMENT SUPPORT

7-74. The financial management mission is to ensure that proper financial resources are available to

accomplish the mission according to commanders’ priorities. The primary purpose of financial

management is to sustain and support operations until successful mission accomplishment. Financial

management is composed of two distinct but mutually supporting functions: resource management and

finance operations. Although independent of one another, these two functions must be integrated into

mission planning and execution at every level. Integration facilitates the optimal allocation of financial

resources to accomplish the mission. The combined efforts of resource management and finance operations

work to extend Army forces’ operational reach and prolong operational endurance, thereby allowing

commanders to accept risk and create opportunities for decisive results.

Resource Management Support

7-75. The resource management section is the commander’s leading representative responsible for

financial management support. Resource management personnel advise the appropriate allocation and use

of scarce resources, to include funding, in the accomplishment of the commander’s assigned missions.

Resource management personnel assist commanders by providing a critical capability, which matches legal

and appropriate sources of funds with thoroughly vetted and valid requirements. Funding support provides

flexibility through nonlethal methods to augment and, in some cases, lead the effort in obtaining the effects

the commander is trying to achieve.

7-76. The resource management mission is to analyze resource requirements ensuring commanders are

aware of existing resource implications in order for them to make resource informed decisions, and then

obtain the necessary funding that allows the SF commander to accomplish the overall unit mission. Key

resource management tasks include the following:

Providing advice and recommendations to the commander.

Identifying sources of funds.

Forecasting, capturing, analyzing, and managing costs.

Acquiring funds.

Distributing and controlling funds.

Tracking costs and obligations.

Establishing and managing reimbursement processes.

Establishing and managing the Army Managers’ Internal Control Program.

7-77. Resource management personnel also provide a variety of organic support to commanders for

overseas contingency operations, Joint Chiefs of Staff exercises, joint combined exchange training, and

counternarcotics training.

7-16

FM 3-18

28 May 2014

Sustainment

Operational Funds Support

7-78. Resource management organic support includes use of operational funds. USASOC operational

funds are governed by USASOC Policy Number 32-09, Operational Funds. Operational funds can be

requested before, during, or after deployments and authorized training events. Units must work with their

resource management office to request an operational fund. In general, the commander appoints a pay

agent on an additional duty appointment order. This appointment authorizes the pay agent to disburse

public currency according to the special instructions stated in the appointment and the written instructions

provided by the financial management commander. The field ordering officer, whom the pay agent

supports, receives separate instructions from contracting officials. Field ordering officers and pay agents

train and work as a team; the pay agent should participate with their field ordering officer in training and

vice versa. The pay agent or field ordering officer may be held personally liable for any payment not in

accordance with the appointment orders or prescribed instructions. The pay agent cannot simultaneously

serve as either a certifying officer or field ordering officer. The pay agent uses an official credit or debit

card to make payments whenever possible. When it is not possible to use an official credit or debit card to

make payments, the pay agent takes the following actions:

Reviews all Standard Forms 44 (U.S. Government Purchase Order-Invoice-Voucher) prepared

by the ordering officer.

Disburses currency for the goods or services as stated on the Standard Form 44, but only after

this form has been approved by a field ordering officer.

Pays for purchases not to exceed established limits. An agent may not split purchases between

two or more vouchers to circumvent the established limit.

Clears the account with the disbursing officer that advanced the funds.

Other Funding Support

7-79. Funding support is a complex endeavor and requires resource management personnel to leverage

multiple appropriations. Some of these appropriations are initially provided for peacetime support, along

with appropriations that are newly created by Congress specifically for an operation. Commanders and

resource management personnel need a thorough understanding of the statutes and regulations that govern

the use of appropriated and nonappropriated funding. Resource management personnel must work closely

with the fiscal lawyer to ensure compliance with fiscal requirements established by law. The following

paragraphs highlight the basic appropriations that fund SOF. Multitudes of funding options are available

and may include funding sources from other U.S. agencies (for example, intelligence funding, counterdrug

funding, and Department of State funding). Funding authorities the financial management personnel may

leverage before, during, and after contingency operations include the following:

Operations and Maintenance, Army (Major Force Program—2). SF units receive some

direct funding

(Major Force Program—2) from the Army for some Army-common

requirements. SF units use Major Force Program—2 to pay for the day-to-day expenses in

garrison and during exercises, deployments, and military operations. There are threshold dollar

limitations for certain types of expenditures, such as purchases of major end items of equipment

and construction of permanent facilities. Operations and Maintenance, Army, is typically a one-

year appropriation and must be obligated in that fiscal year (from 1 October to 30 September).

Operations and Maintenance, Defense (Major Force Program—11). SF units use Major

Force Program-11 for training, equipping, and employing SF with special operations-peculiar

equipment, materials, supplies, and services. Major Force Program—11 is for SOF requirements

only. The same dollar limitations apply to Major Force Program—11 as Major Force Program-2

funds.

Military Personnel, Army. Military Personnel, Army, funding is used for pay, allowances,

individual clothing, subsistence, interest on deposits, gratuities, and permanent change of station

travel (including all expenses for organizational movements) for members of the Regular Army

and mobilized Reserve and National Guard Soldiers. Military Personnel, Army, funding is

generally available for one fiscal year and is centrally managed and funded. Since Military

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FM 3-18

7-17

Chapter 7

Personnel, Army, funding is centrally managed, personnel should plan for the use of Military

Personnel, Army, funding to ensure receipt in time to satisfy the requirement.

Procurement. Whereas Operations and Maintenance, Army, funds day-to-day operations,

procurement is typically used for centrally managed items or systems that are considered

investment items. These items require the use of procurement funds regardless of cost (or the

cost of individual components). Such items can include large pieces of equipment or systems

that exceed the expense investment threshold.

Research, Development, Test, and Evaluation. Research, development, test, and evaluation

funds provide for the development, engineering, design, purchase, fabrication, or modification

of end items, weapons, equipment, or materials. This is not an appropriation normally used in

the theater by deployed units unless involved in the research, development, acquisition, and

testing process. Research, development, test, and evaluation funding is available for two years.

Military Construction. Military construction provides for the acquisition of land and

construction of buildings for which authorizing legislation is required.

7-80. In addition to the funding support provided by the sources listed above, both commander and

resource management personnel may leverage the additional funding sources listed in the following

paragraphs in support of the mission.

Commanders’ Emergency Response Program

7-81. The purpose of the Commanders’ Emergency Response Program is to enable military commanders

to respond to urgent humanitarian relief and reconstruction requirements within their areas of operation by

carrying out programs that immediately assist the local populace. The program is designed to allow

commanders down to the SF battalion level to have the ability to make an immediate, positive impact in their

areas of operation. This authority is authorized through the enactment of annual authorization/appropriations

acts and is not codified in law. DOD Financial Management Regulation 7000.14-R, Volume 12, Special

Accounts Funds and Programs, Chapter 27 (Commanders’ Emergency Response Program), provides

implementing policy and guidance for the use of Commanders’ Emergency Response Program funds. The

guidance primarily assigns administration responsibilities, defines proper Commanders’ Emergency

Response Program projects, and specifies accountability procedures. This guidance is mandatory reading

for anyone intending to use Commanders’ Emergency Response Program funds.

Department of Defense Rewards Program

7-82. The DOD Rewards Program is not an intelligence program and is not intended to replace existing

programs. DOD Financial Management Regulation 7000.14-R, Volume 12, Special Accounts Funds and

Programs, Chapter

(DOD Rewards Program), provides overall policy and guidance for the

implementation of the DOD Rewards Program.

7-83. Title 10, U.S. Code, Section 127b, Assistance in Combating Terrorism: Rewards, authorizes the

DOD to pay rewards to persons for providing U.S. Government personnel or government personnel of

multinational forces participating in a multinational operation with U.S. armed forces with information or

nonlethal assistance that is beneficial to—

An operation or activity of the armed forces or of multinational forces participating in a

multinational operation with multinational forces conducted outside of the United States against

international terrorism.

Personnel protection of the armed forces or multinational forces participating in a combined

operation with U.S. Armed Forces.

7-84. This authority is useful to encourage the local citizens of foreign countries to provide information

and other assistance, including the delivery of dangerous personnel and weapons, to U.S. Government

personnel or government personnel of multinational forces. GCCs provide additional policy guidance for

this program within their respective area of responsibility. U.S. or multinational units pay rewards for

information helpful to the multinational forces and are not limited only to information leading to the

capture of a high-value individual or seizure of weapons.

7-18

FM 3-18

28 May 2014

Sustainment

Emergency and Extraordinary Expense Authority

7-85. Emergency and extraordinary expense authority is found in Title 10, U.S. Code, Section 127,

Emergency and Extraordinary Expenses. This provides the Secretary of Defense and Service secretaries

authority to expend operations and maintenance funds without regard to contracting and purpose

limitations. This authority is provided annually in the operations and maintenance appropriations.

Emergency and extraordinary expense funds are those that may be used to support certain requirements of

operations. USSOCOM regulations cover these funds and define the types of acceptable expenditures.

Very small amounts of this authority exist. The GCC can request the Service component to provide

emergency and extraordinary expense funds. This authority does not provide cash or foreign currency to

conduct an activity; rather, it provides the capability to obligate operations and maintenance funds for an

activity normally not authorized for operations and maintenance funding. The USSOCOM receives

emergency and extraordinary expense authority to support Official Representation Funds and Confidential

Military Purpose Funds. Official Representation Funds are funds used by high-level commanders (usually

division commander and above) to uphold the standing and prestige of the United States by extending

official courtesies to certain officials and dignitaries of the United States and foreign countries. Used

correctly, Official Representation Funds are very helpful in building relationships in contingency

operations. DOD Instruction 7250.13, Use of Appropriated Funds for Official Representation Purposes,

provides information regarding proper obligation and expenditure of these funds. Confidential Military

Purpose Funds are used for operational preparation of the environment, to include advanced special

operations.

Combatant Commander Initiative Fund

7-86. The Combatant Commander Initiative Fund provides a means for GCCs to react to unexpected

contingencies and opportunities. Funds may be used for—

Command and control.

Joint exercises.

Humanitarian and civic assistance.

Military education and training to military and related civilian personnel of foreign countries.

Personnel expenses of defense personnel participating in bilateral or regional cooperation

programs and contingencies.

Selected operations.

National Defense Authorization Act Authority

7-87. The National Defense Authorization Act authority is used to conduct or support programs globally

that build the capacity of a foreign country’s military and maritime security forces. Types of equipment

provided by this funding include—

Radios and telecommunication systems.

Surveillance and reconnaissance systems.

Trucks, ambulances, boats, and other vehicles.

Small arms and rifles.

Night vision goggles and sights.

Clothing.

7-88. The National Defense Authorization Act authorizes assistance to foreign forces, irregular forces,

groups, or individuals supporting U.S. counterterrorism military operations. This legislation also authorizes

expenditure of funds to support—

Operational preparation of the environment.

Advanced special operations.

Advanced force operations.

Direct action in support of ongoing operations.

28 May 2014

FM 3-18

7-19

Chapter 7

Lastly, the National Defense Authorization Act authorizes the DOD to reimburse foreign forces, groups, or

individuals supporting or facilitating ongoing counterterrorism military operations by SOF.

Sensitive Mission Funds

7-89. Sensitive Mission Funds are used when the mission requires the ability to conceal the payee, the

payer, or the purpose of the payment using special financial and accounting procedures.

Memorandum of Agreement

7-90. Memorandums of agreement are agreements between countries or eligible organizations that

delineate responsibilities among the participants. Among these responsibilities are the participants’

financial liabilities for support. These agreements define the specific mechanisms required for

reimbursement of costs. Memorandums of agreement must be signed by the USASOC Chief of Staff and

be based on specific legal authority and negotiated according to proper procedures.

LEGAL SUPPORT SERVICES

7-91. Command judge advocates and their paralegals are assigned at the SFG and battalion and are special

staff for the commander. They provide legal advice on the six core legal disciplines—

Military Justice. For military justice, the command judge advocate advises commanders with

Uniform Code of Military Justice authority

(company commander and above) on the

administration of military justice and adverse administrative actions.

International and Operational Law. International law is the application of international

agreements, U.S. and foreign law, and customs related to military operations and activities.

Operational law encompasses the law of war but goes beyond the traditional international law

concerns to incorporate all relevant aspects of military law that affect the conduct of operations.

Administrative and Civil Law. Administrative and civil law is that body of law containing the

statutes, regulations, and judicial decisions that govern the establishment, functioning, and

command of military organizations as well as the duties of military organizations and

installations with regard to civil authorities.

Contract and Fiscal Law. Contract law is the application of domestic and international law to

the acquisition of goods, services, and construction. Fiscal law is the application of domestic

statutes and regulations to the funding of military operations and support to nonfederal agencies

and organizations.

Claims. The Army claims program investigates processes, adjudicates, and settles certain claims

on behalf of and against the United States (for example, property damage or loss and personal

injury).

Legal Assistance. Legal assistance is the provision of personal civil legal services to Soldiers,

their dependents, and other eligible personnel.

7-20

FM 3-18

28 May 2014

Source Notes

This section lists sources by page number. Where material appears in a paragraph, it

lists both page number and paragraph number.

1-1

“In any campaign...”: Text is extracted from Special Text 31-90-1, Operations Against Guerrilla

Forces, (Fort Benning, Georgia: The Infantry School, September 1950) [obsolete]; however, this

document was written entirely by Colonel Russell W. Volckmann.

1-4

1-19. “envisioned Special Forces...”: Alfred H. Paddock, Jr., Psychological and Unconventional

Warfare, 1941-1952: Origins of a “Special Warfare” Capability for the United States Army

(U.S. Army War College, 1979).

1-7

1-31. “the only precursor...”: Thomas K. Adams, U.S. Special Operations in Action: The Challenge of

Unconventional Warfare (New York: Routledge, 1998) 62.

1-7

“Whatever your position...”: President John F. Kennedy, Address at U.S. Military Academy, West

Point, New York, 6 June 1962. [Online] Available: http://www.jfklibrary.org/Asset-

Viewer/Archives/JFKPOF-038-035.aspx

1-9

“I know that...”: President John F. Kennedy, Message to General Yarborough, 11 April 1962. [Online]

Available: http://www.jfklibrary.org/JFK/JFK-Legacy/Green-Berets.aspx

2-1

“This is another...”: President John F. Kennedy, Address at U.S. Military Academy, West Point, New

York, 6 June 1962. [Online] Available: http://www.jfklibrary.org/Asset-Viewer/Archives/JFKPOF-

038-035.aspx

3-1

“Unconventional warfare... remains...”: Robert M. Gates, Remarks at the Dedication of the OSS

Memorial, Langley, VA, 12 June 1992. [Online] Available:

http://smallwarsjournal.com/blog/journal/docs-temp/642-cochran.pdf

4-1

“Do not try...”: T.E. Lawrence, “Twenty-Seven Articles,” Arab Bulletin (20 August 1917): 126.

[Online] Available: http://wwi.lib.byu.edu/index.php/The_27_Articles_of_T.E._Lawrence

5-1

“We continue to...”: Colonel Robert McClure’s Comments to Brigadier General William K. Liebel.

Alfred H. Paddock, Jr., Psychological and Unconventional Warfare, 1941-1952: Origins of a

“Special Warfare” Capability for the United States Army (U.S. Army War College, 1979) 202

6-1

“The strategy is...”: Li Tso-Peng, Strategy: One Against Ten, Tactics: Ten Against One: An Exposition

of Comrade Mao Tse-tung’s Thinking on the Strategy and Tactics of People’s War (Beijing: Foreign

Languages Press, 1966).

7-1

“The line between...”: Sun Tzu. [Online] Available:

http://www.au.af.mil/au/awc/awcgate/navy/log_quotes_navsup.pdf

7-1

“The modus operandi…”: Marco J. Caraccia, Guerrilla Logistics (U. S. Army War College, 1966) 4.

28 May 2014

FM 3-18

Source Notes-1

Glossary

SECTION I - ACRONYMS AND ABBREVIATIONS

administrative team A (obsolete)

administrative team B (obsolete)

ADP

Army doctrine publication

ADRP

Army doctrine reference publication

AOB

advanced operations base

Army regulation

ARSOF

Army special operations forces

ATP

Army techniques publication

Civil Affairs

CAO

Civil Affairs operations

CBRNE

chemical, biological, radiological, nuclear, and high-yeild explosives

CJSOTF

combined joint special operations task force

DA Form

Department of the Army form

DD Form

Department of Defense form

DOD

Department of Defense

force area team A (obsolete)

force area team B (obsolete)

force area team C (obsolete)

force area team D (obsolete)

FID

foreign internal defense

field manual

GCC

geographic combatant commander

HHC

headquarters and headquarters company

HHD

headquarters and headquarters detachment

host nation

joint publication

JSOTF

joint special operations task force

JTF

joint task force

MIS

Military Information Support

MISO

Military Information Support Operations

ODA

operational detachment—alpha

ODB

operational detachment—bravo

Special Forces

SFG

Special Forces group

SOCCE

special operations command and control element

SOF

special operations forces

28 May 2014

FM 3-18

Glossary-1

Glossary

SOT-A

special operations team A

SOT-B

special operations team B

SOTF

special operations task force

training circular

TSOC

theater special operations command

U.S.

United States

USAJFKSWCS

United States Army John F. Kennedy Special Warfare Center and School

USASFC

United States Army Special Forces Command

USASOC

United States Army Special Operations Command

USSOCOM

United States Special Operations Command

unconventional warfare

SECTION II - TERMS

Army special operations forces

(DOD) Those Active and Reserve Component Army forces designated by the Secretary of Defense

that are specifically organized, trained, and equipped to conduct and support special operations. Also

called ARSOF. (JP 3-05)

clandestine operation

(DOD) An operation sponsored or conducted by governmental departments or agencies in such a way

as to assure secrecy or concealment. A clandestine operation differs from a covert operation in that

emphasis is placed on concealment of the operation rather than on concealment of the identity of the

sponsor. In special operations, an activity may be both covert and clandestine and may focus equally

on operational considerations and intelligence-related activities. (JP 3-05.1)

Civil Affairs

(DOD) Designated Active and Reserve Component forces and units organized, trained, and equipped

specifically to conduct civil affairs operations and to support civil-military operations. Also called CA.

(JP 3-57)

Civil Affairs operations

(DOD) Actions planned, executed, and assessed by civil affairs forces that enhance awareness of and

manage the interaction with the civil component of the operational environment; identify and mitigate

underlying causes of instability within civil society; or involve the application of functional specialty

skills normally the responsibility of civil government. Also called CAO. (JP 3-57)

covert operation

(Army) An operation that is so planned and executed as to conceal the identity of or permit plausible

denial by the sponsor. (ADRP 1-02)

joint special operations task force

(DOD) A joint task force composed of special operations units from more than one Service, formed to

carry out a specific special operation or prosecute special operations in support of a theater campaign

or other operations. Also called JSOTF. (JP 3-05)

Military Information Support Operations

(DOD) Planned operations to convey selected information and indicators to foreign audiences to

influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign

governments, organizations, groups, and individuals in a manner favorable to the originator’s

objectives. Also called MISO. (JP 3-13.2)

Glossary-2

FM 3-18

28 May 2014

References

REQUIRED PUBLICATIONS

ADRP 1-02, Terms and Military Symbols, 24 September 2013.

JP 1-02, Department of Defense Dictionary of Military and Associated Terms,

8 November 2010.

RELATED PUBLICATIONS

These documents contain relevant supplemental information.

Army Publications

Most Army doctrinal publications are available online: http://www.apd.army.mil

ADP 3-0, Unified Land Operations, 10 October 2011.

ADP 3-05, Special Operations, 31 August 2012.

ADRP 3-05, Special Operations, 31 August 2012.

ADRP 4-0, Sustainment, 31 July 2012.

ADRP 5-0, The Operations Process, 17 May 2012.

AR 40-68, Clinical Quality Management, 26 February 2004.

AR 870-5, Military History: Responsibilities, Policies, and Procedures,

21 September 2007.

Army Special Regulation 10-250-1, Organization and Functions, Department of the Army, Office of

the Chief of Psychological Warfare, Special Staff, 22 May 1951 (obsolete).

ATP 3-05.40, Special Operations Sustainment, 3 May 2013.

FM 3-05, Army Special Operations Forces, 9 January 2014.

FM 3-05.2, Foreign Internal Defense, 1 September 2011.

FM 3-05.160, Army Special Operations Forces Communications Systems, 15 October 2009.

FM 3-05.203, (C) Special Forces Direct Action Operations (U), 30 January 2009.

FM 3-22, Army Support to Security Cooperation, 22 January 2013.

FM 3-24, Counterinsurgency, 15 December 2006.

FM 3-76, Special Operations Aviation, 28 October 2011.

FM 4-02.43, Force Health Protection Support for Army Special Operations Forces,

27 November 2006.

FM 6-05, CF-SOF Multi-Service Tactics, Techniques, and Procedures for Conventional Forces and

Special Operations Forces Integration, Interoperability, and Interdependence,

13 March 2014.

FM 27-10, The Law of Land Warfare, 18 July 1956.

FM 31-21, Organization and Conduct of Guerilla Warfare, September 1951 (obsolete).

FM 100-5, Operations, 1 July 1976 (obsolete).

ST 31-90-1, Operations Against Guerrilla Forces, September 1950 (obsolete).

TC 18-01, Special Forces Unconventional Warfare, 28 January 2011.

USASOC Policy Number 32-09, Operational Funds, 3 September 2009.

USASOC Regulation 350-1, Army Special Operations Forces Active Component and Reserve

Component Training, 5 April 2011.

USASOC Regulation 350-12, Special Operations Forces Mountaineering Operations,

5 November 2008.

28 May 2014

FM 3-18

References-1

References

Joint Publications

Most joint publications are available online: http://www.dtic.mil/doctrine/new_pubs/jointpub.htm

Chairman of the Joint Chiefs of Staff Instruction 3500.01G, Joint Training Policy and Guidance for

the Armed Forces of the United States, 15 March 2012.

http://www.dtic.mil/cjcs_directives/cdata/unlimit/3500_01.pdf

DOD Directive 5105.75, Department of Defense Operations at U.S. Embassies,

4 December 2013. http://www.dtic.mil/whs/directives/corres/pdf/520575p.pdf

DOD Financial Management Regulation 7000.14-R, Volume 12, Special Accounts, Funds, and

Programs, July 2013.

http://comptroller.defense.gov/Portals/45/documents/fmr/current/12/Volume_12.pdf

DOD Instruction 7250.13, Use of Appropriated Funds for Official Representation Purposes,

30 June 2009. http://www.dtic.mil/whs/directives/corres/pdf/725013p.pdf

JP 3-0, Joint Operations, 11 August 2011.

JP 3-05, Special Operations, 18 April 2011.

JP 3-05.1, Joint Special Operations Task Force Operations, 26 April 2007.

JP 3-08, Interorganizational Coordination During Joint Operations, 24 June 2011.

JP 3-09, Joint Fire Support, 30 June 2010.

JP 3-13.2, Military Information Support Operations, 7 January 2010.

JP 3-22, Foreign Internal Defense, 12 July 2010.

JP 3-24, Counterinsurgency Operations, 22 November 2013.

JP 3-26, Counterterrorism, 13 November 2009.

JP 3-40, Combating Weapons of Mass Destruction, 10 June 2009.

JP 3-57, Civil-Military Operations, 11 September 2013.

JP 4-0, Joint Logistics, 16 October 2013.

USSOCOM Directive 10-1, Terms of Reference—Roles, Missions, and Functions of Component

Commands, 15 December 2009.

USSOCOM Directive 350-3, Joint Combined Exchange Training,

18 May 2004.

USSOCOM Directive 525-16, (S/NF) Preparation of the Environment (U), 14 November 2013.

Other Publications

Executive Order 9621, Termination of the Office of Strategic Services and Disposition of its

Functions, 20 September 1945.

U.S. Department of Defense, Sustaining U.S. Global Leadership: Priorities for 21st Century Defense,

January 2012. http://www.defense.gov/news/Defense_Strategic_Guidance.pdf

Goldwater-Nichols Act (Public Law #99-433), Department of Defense Reorganization Act of 1986,

99th Congress, 1 October 1986.

Lodge-Philbin Act (Public Law #597), An Act to provide for the enlistment of aliens in the Regular

Army, 81st Congress, 30 June 1950.

National Defense Authorization Act for Fiscal Year 2014 (Public Law #113-66), An Act to authorize

appropriations for fiscal year 2014 for military activities of the Department of Defense, 113th

Congress, 26 December 2013. http://www.gpo.gov/fdsys/pkg/PLAW-113publ66/pdf/PLAW-

National Security Action Memorandum 57, Responsibility for Paramilitary Operations, 28 June 1961.

http://www.jfklibrary.org/Asset-Viewer/0HL2ndLn7UapKJRwZ1H2XQ.aspx

References-2

FM 3-18

28 May 2014

References

National Security Action Memorandum 124, Establishment of the Special Group Counter-Insurgency,

18 January 1962.

http://www.jfklibrary.org/Asset-Viewer/qJbe3E_H7kmxvtbyzSb8pw.aspx

Nunn-Cohen Amendment (Public Law #99-661), An Amendment to Department of Defense

Reorganization Act of 1986, 99th Congress, 14 November 1986.

Taylor, Maxwell D. The Uncertain Trumpet. New York: Harper & Brothers, 1960.

U.S. Code, Title 10, Section 127, Emergency and Extraordinary Expenses, 2006.

http://www.gpo.gov/fdsys/pkg/USCODE-2006-title10/pdf/USCODE-2006-title10-subtitleA-

U.S. Code, Title 10, Section 164, Commanders of Combatant Commands, 2011.

http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-title10-subtitleA-

U.S. Code, Title 10, Section 167, Unified Combatant Command for Special Operations Forces, 2011.

http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-title10-subtitleA-

U.S. Code, Title 10, Section 168, Military-to-Military Contacts and Comparable Activities, 2011.

http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-title10-subtitleA-

U.S. Code, Title 10, Section 401, Humanitarian and Civic Assistance Provided in Conjunction With

Military Operations, 2011. http://www.gpo.gov/fdsys/pkg/USCODE-2011-

U.S. Code, Title 10, Section 402, Transportation of Humanitarian Relief Supplies to Foreign

Countries, 2011. http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-

U.S. Code, Title 10, Section 2011, Special Operations Forces: Training With Friendly Foreign

Forces, 2011. http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-

U.S. Code, Title 10, Section 2561, Humanitarian Assistance, 2011.

http://www.gpo.gov/fdsys/pkg/USCODE-2011-title10/pdf/USCODE-2011-title10-subtitleA-

U.S. Code, Title 22, Foreign Relations and Intercourse, 1994.

http://uscode.house.gov/view.xhtml?path=/prelim@title22&edition=prelim

U.S. Department of Defense, Quadrennial Defense Review Report, February 2010.

http://www.defense.gov/qdr/images/QDR_as_of_12Feb10_1000.pdf.

U.S. Department of Defense, Sustaining U.S. Global Leadership: Priorities for 21st Century Defense,

January 2012. http://www.defense.gov/news/Defense_Strategic_Guidance.pdf

The White House, The National Security Strategy of the United States of America, May 2010.

http://www.whitehouse.gov/sites/default/files/rss_viewer/national_security_strategy.pdf

The White House, The National Defense Authorization Act for Fiscal Year 2014, December 2013.

http://www.whitehouse.gov/sites/default/files/rss_viewer/national_security_strategy.pdf

PRESCRIBED FORMS

None

28 May 2014

FM 3-18

References-3

Index

3-4, 3-8 through 3-14, 4-20,

5-24, 5-25, 6-1, 6-11 through

counterinsurgency, v, 1-7

6-17

U.S. Army John F. Kennedy

through 1-9, 2-3, 2-5, 2-6,

Special Warfare Center and

3-1, 3-4, 3-8, 3-10, 3-11,

School, iv, 4-2

4-26, 5-24, 6-1, 6-13

joint combined exchange

U.S. Army Special Forces

training, 2-4, 3-9, 5-24, 5-25,

counterproliferation, 2-3, 3-4,

Command, 3-3, 4-2, 4-3, 4-6,

7-4, 7-9, 7-17

3-14, 3-15

4-32, 5-9, 5-26, 5-27

counterterrorism, v, 2-3, 2-6,

U.S. Army Special Operations

3-1, 3-4, 3-14, 6-12, 6-13,

Command, 3-1, 3-3, 3-4, 4-1,

preparation of the environment,

6-16, 6-18, 7-20

4-2, 4-30, 4-31, 5-26, 6-19,

2-3, 2-4, 3-1, 3-6, 3-15, 4-27,

7-4, 7-5, 7-6, 7-8, 7-9, 7-11,

country team, 2-3, 5-1, 5-3,

4-29, 6-2, 7-19, 7-20

7-12, 7-15, 7-17, 7-20

5-7, 5-25, 6-12, 6-14, 6-16,

6-17

U.S. Special Operations

crisis response force, 4-19,

special operations command

Command, iv, 3-2, 3-3, 3-8,

and control element, 4-16,

4-1, 4-3, 4-32, 5-3, 5-8, 5-9,

4-33, 6-18

4-18, 5-9, 5-21 through 5-23

5-10, 5-24, 5-25, 5-26, 5-27,

6-9, 7-4, 7-6, 7-8, 7-12, 7-19

special reconnaissance, 2-3,

direct action, v, 2-3, 2-6, 2-11,

2-5, 2-6, 2-12, 3-1, 3-4, 3-12,

unconventional warfare, v, vi,

3-1, 3-4, 3-10, 3-13 through

3-13, 4-5, 5-22, 6-18

1-1, 1-4 through 1-6, 1-8,

3-15, 4-5, 4-33, 6-18

1-9, 2-1 through 2-3, 2-5,

special warfare, v, 1-9, 2-5,

2-6, 3-1, 3-3 through 3-9,

3-2, 3-4, 5-5, 6-7

4-20, 4-23, 4-25 through

surgical strike, 2-5, 3-2, 3-4

foreign internal defense, v, vi,

4-28, 5-14, 5-22, 5-24, 5-25,

1-8, 2-3, 2-5, 2-6, 3-1, 3-3,

5-27, 6-1 through 6-10, 7-14

28 May 2014

FM 3-18

Index-1

FM 3-05.230

Special Forces Tactical Facilities

February 2009

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies and their contractors

only to protect technical or operational information from automatic dissemination under the International

Exchange Program or by other means. This determination was made on 14 November 2008. Other requests for

this document must be referred to Commander, United States Army John F. Kennedy Special Warfare Center

and School, ATTN: AOJK-DTD-SF, Fort Bragg, NC 28310-9610, or higher authority.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or reconstruction

of the document.

FOREIGN DISCLOSURE RESTRICTION (FD 6): This publication has been reviewed by the publication

developers in coordination with the United States Army John F. Kennedy Special Warfare Center and School

foreign disclosure authority. This publication is releasable to students from foreign countries on a case-by-case

basis only.

Headquarters, Department of the Army

*FM 3-05.230

Field Manual

Headquarters

Department of the Army

No. 3-05.230

Washington, DC, 8 February 2009

Special Forces Tactical Facilities

Contents

Page

PREFACE

Chapter 1

THE SPECIAL FORCES TACTICAL FACILITY

1-1

Overview

1-1

Three Phases of Special Forces Tactical Facility Development

1-2

Tactical Facility Essential Support Systems

1-2

Tactical Facility Critical Nodes Matrix

1-3

Rural Tactical Facility

1-4

Urban Tactical Facility

1-12

Summary

1-13

Chapter 2

TACTICAL FACILITY PLANNING AND DESIGN

2-1

Section I—Planning

2-1

Statement of Requirements

2-1

Area Study

2-1

Site Survey

2-1

Area Assessment

2-2

Special Operations Debrief and Retrieval System

2-2

Section II—Design

2-3

Inner Perimeter

2-3

Inner Barrier and Outer Barrier

2-12

Outer Perimeter

2-14

Administration Area

2-19

Distribution Restriction: Distribution authorized to U.S. Government agencies and their contractors only to

protect technical or operational information from automatic dissemination under the International Exchange

Program or by other means. This determination was made on 14 November 2008. Other requests for this

document must be referred to Commander, United States Army John F. Kennedy Special Warfare Center and

School, ATTN: AOJK-DTD-SF, Fort Bragg, NC 28310-9610, or higher authority.

Destruction Notice: Destroy by any method that will prevent disclosure of contents or reconstruction of the

document.

Foreign Disclosure Restriction (FD 6): This publication has been reviewed by the publication developers in

coordination with the United States Army John F. Kennedy Special Warfare Center and School foreign disclosure

authority. This publication is releasable to students from foreign countries on a case-by-case basis only.

*This publication supersedes FM 3-05.230, 30 July 2003.

Contents

Access Road

2-24

Surrounding Area

2-24

Chapter 3

TACTICAL FACILITY CONSTRUCTION

3-1

Construction Principles

3-1

General Structural Components

3-1

Concrete

3-8

Rock

3-8

Brick and Masonry

3-9

Wood

3-9

Sandbags

3-9

Pallets

3-10

Ammunition Containers

3-10

Steel Drums

3-10

Large Shipping Containers

3-11

Metal Pipe

3-11

Cinder Blocks

3-11

Fencing

3-12

Emergency Signal Project

3-12

Chapter 4

TACTICAL FACILITY OPERATIONS AND DEFENSE

4-1

Areas of Responsibility

4-1

Operational Environments

4-1

Threat Level

4-2

Joint Fires

4-3

Indirect Fire

4-4

Close Combat Attack

4-4

Close Air Support

4-5

Radars

4-5

Unmanned Aircraft Systems

4-9

Multinational Fire Support

4-9

Fire Support Planning

4-10

Chapter 5

TACTICAL FACILITY SUSTAINMENT

5-1

Logistics Overview

5-1

Developed Theater Logistics

5-1

Undeveloped Theater Logistics

5-5

Special Forces Operational Detachment Support and Sustainment

5-7

Chapter 6

TACTICAL FACILITY FUNDING

6-1

Funding Principles

6-1

Contracting Process

6-2

Chapter 7

TACTICAL FACILITY RELIEF IN PLACE

7-1

Procedures

7-1

Considerations

7-1

Types of Relief in Place or Closeout

7-3

Relief in Place Environmental Factors

7-4

Closeout Assistance

7-6

Final U.S. Closeout

7-7

FM 3-05.230

8 February 2009

Contents

Appendix A AREA STUDY

A-1

Appendix B SITE SURVEY

B-1

Appendix C AREA ASSESSMENT

C-1

GLOSSARY

Glossary-1

REFERENCES

References-1

INDEX

Index-1

Figures

Figure

1-1. Special Forces tactical facility critical nodes matrix

1-3

Figure

1-2. Rural Special Forces tactical facility critical nodes

1-5

Figure

1-3. Initial phase rural tactical facility (Afghanistan)

1-6

Figure

1-4. Initial phase rural tactical facility rudimentary housing (Africa)

1-6

Figure

1-5. Initial phase rural tactical facility shower facility

1-7

Figure

1-6. Initial phase rural tactical facility latrine

1-7

Figure

1-7. Temporary phase rural tactical facility wood-framed structures

1-8

Figure

1-8. Temporary phase latrines

1-9

Figure

1-9. Power transformers routing electricity to structures

1-9

Figure

1-10. Redundant permanent phase generators

1-10

Figure

1-11. Filling stackable barrier systems

1-11

Figure

1-12. Tactical facility improved protection measure—solid, defensible mud wall

1-11

Figure

1-13. Urban Special Forces tactical facility critical nodes

1-12

Figure

2-1. Rural Special Forces tactical facility overview (example 1)

2-4

Figure

2-2. Rural Special Forces tactical facility overview (example 2)

2-4

Figure

2-3. Inner protective berm

2-5

Figure

2-4. Elevated inner berm positions

2-5

Figure

2-5. Rocket predetonation sequence

2-6

Figure

2-6. DA Form 5517-R (Standard Range Card)

2-8

Figure

2-7. Personnel bunker offering indirect-fire protection

2-9

Figure

2-8. Mortar position

2-11

Figure

2-9. Machine gun bunker

2-15

Figure

2-10. Sandbags stacked chest-high around tactical facility structures

2-16

Figure

2-11. Outer perimeter corner observation tower

2-17

Figure

2-12. Fuel point

2-19

Figure

2-13. Helicopters landing at a tactical facility helicopter landing zone

2-20

Figure

2-14. Host-nation dispensary

2-20

Figure

2-15. Constructing a rebar reinforced concrete helicopter pad

2-21

Figure

2-16. Vetted host-nation employees wearing colored vests

2-22

Figure

2-17. Main gate entrance and confinement zone

2-23

8 February 2009

FM 3-05.230

iii

Contents

Figure 2-18. Access road

2-24

Figure 3-1. Mortar pit with mil markings

3-3

Figure 3-2. Mortar pit without mil markings

3-3

Figure 3-3. Observation tower

3-4

Figure 3-4. Indigenous employees mixing cement

3-5

Figure 3-5. Brick slab roofing

3-9

Figure 4-1. Close combat attack checklist

4-5

Figure 4-2. Unattended transient acoustic measurement and signature

intelligence system

4-6

Figure 4-3. Lightweight countermortar radar

4-7

Figure 4-4. AN/TPQ-36 radar

4-7

Figure 4-5. AN/TPQ-37 radar

4-8

Figure 4-6. MQ-1 Predator unmanned aircraft system

4-9

Figure 4-7. Standard 9-line report format

4-11

Figure 4-8. Special Forces immediate close air support request channels

4-12

Figure 4-9. Fixed-wing airspace control measures

4-17

Figure 4-10. Formal airspace coordination area

4-18

Figure 5-1. Airdrop resupply

5-3

Figure 5-2. Vehicle recovery

5-4

Figure 5-3. Statement of requirements format

5-9

Figure 6-1. Fiscal questionnaire

6-6

Figure 6-2. Resourcing funds and contracting checklist

6-14

Figure A-1. Special Forces area study

A-1

Figure B-1. Site survey checklist

B-1

Figure C-1. Initial area assessment

C-1

Figure C-2. Principal area assessment

C-2

Figure C-3. Preventative medicine area assessment

C-5

Tables

Table 3-1. Minimum thickness (in inches) required for protection against

enemy fire

3-6

Table 3-2. Minimum thickness (in inches) required for protection against

high-explosive shaped charges

3-7

FM 3-05.230

8 February 2009

Preface

Field Manual (FM) 3-05.230, Special Forces Tactical Facilities, supports key United States (U.S.) Army

Special Forces (SF) doctrine. An SF tactical facility (TACFAC) is defined as any secure urban or rural facility

that enables Army special operations forces (ARSOF) to extend command and control (C2), provides support

for operations, and allows operational elements to influence a specified area. SF TACFACs include a variety of

secure locations for SF operations, including (but not limited to) firebases, camps, and team houses.

PURPOSE

As with all doctrinal manuals, FM 3-05.230 is authoritative but not directive. It serves as a guide but does not

preclude SF units from developing their own standing operating procedures (SOPs) to meet their needs. This

FM focuses on the establishment, improvement, operations, and security of SF TACFACs.

SCOPE

This FM presents the details of the three phases of SF TACFAC development in an order that the SF Soldier

should expect to encounter them—initial, temporary, and permanent. Additionally, this FM discusses in

sequence planning, design, construction, operations, sustainment, funding, and transfer of authority. The

primary audiences of this FM are the commanders, staff officers, and operational personnel of Special Forces

operational detachments A (SFODAs), Special Forces operational detachments B (SFODBs), and Special

Forces operational detachments C (SFODCs).

APPLICABILITY

Commanders and trainers should use this and other related manuals in conjunction with command guidance and

the mission training plan (MTP) to plan, construct, and operate from SF TACFACs. This FM is applicable to

the Active Army, the Army National Guard (ARNG)/Army National Guard of the United States (ARNGUS),

and the United States Army Reserve (USAR) unless otherwise stated.

ADMINISTRATIVE INFORMATION

The proponent of this FM is the United States Army John F. Kennedy Special Warfare Center and School

(USAJFKSWCS). Submit comments and recommended changes to Commander, USAJFKSWCS, ATTN:

AOJK-DTD-SF, Fort Bragg, NC 28310-9610. This FM is designed to be UNCLASSIFIED in order to ensure

the widest distribution possible to the appropriate ARSOF and other interested Department of Defense (DOD)

and United States Government (USG) agencies while protecting technical or operational information from

automatic dissemination under the International Exchange Program or by other means. Unless this publication

states otherwise, masculine nouns and pronouns do not refer exclusively to men.

8 February 2009

FM 3-05.230

Chapter 1

The Special Forces Tactical Facility

The primary role of the SF TACFAC is to support special operations (SO) and

function as a tactical and operational base. As such, TACFACs serve a primarily

defensive function, although they may serve as bases for needed offensive operations.

The secondary role of the TACFAC is to be a center that develops, nurtures, and

maintains liaison with local host-nation (HN) populace and members of the HN

military and civilian leadership. This role is critical in foreign internal defense (FID)

and counterinsurgency (COIN) operations.

Over time, the TACFAC helps provide for establishment, restoration, and

improvements of many local HN community and governmental services and systems.

These essential support systems for the TACFAC and surrounding HN communities

are best captured by the acronym SWEAT-MSS

(security, water, electricity,

administration, trash, medical, sewage, and shelter). Eventually, the SF TACFAC will

be returned to the control of the HN government through a relief in place (RIP).

OVERVIEW

1-1. SF operations support the operations and goals of the geographic combatant commanders (GCCs)

and their subordinate joint force commanders (JFCs). SF TACFACs primarily serve as a base to support

SF operations. As such, they serve an operationally defensive role. They allow SF units and partnered HN

or multinational forces to meet the tasks and purposes of the defense and aid in setting the conditions for

successful offensive operations, which can be either lethal or nonlethal. FM 3-0, Operations, defines

defensive operations as “combat operations conducted to defeat an enemy attack, gain time, economize

forces, and develop favorable conditions for offensive or stability operations.”

1-2. Several of the purposes of defensive operations are very closely related to SF TACFAC operations.

These purposes include the following:

Deter and defeat enemy attacks (such as insurgency operations).

Achieve economy of force (such as allowing the JFC to concentrate conventional forces

elsewhere against an enemy main effort).

Retain key terrain (which includes the local populace).

Protect the populace, critical assets, and infrastructure.

Develop intelligence (particularly local intelligence).

1-3. SF TACFAC operations also can have a tremendous positive impact in support of friendly

information operations (IO), as TACFACs are tangible proof of a stabilizing friendly-force presence. In

order for U.S. Armed Forces—and SF in particular—to have any positive effect on the local population’s

view of their government, local critical assets and infrastructure must be defended. These assets and

infrastructure usually have more economic and political value than tactical military value.

1-4. Prior to selection of the TACFAC site, the Special Forces operational detachment (SFOD) must

analyze the mission, enemy, terrain and weather, troops and support available, time available, and civil

considerations (METT-TC). When planning and designing the TACFAC, the SFOD must take into account

the factors critical to the security of the facility, including observation and fields of fire, avenues of

approach, key terrain, obstacles, and cover and concealment (OAKOC). The SF TACFAC commander uses

all available assets during defensive planning. These include intelligence, reconnaissance, and engineer

8 February 2009

FM 3-05.230

1-1

Chapter 1

assets to study the terrain. Optimum use of terrain, depth, and security operations allows the SFOD to

minimize defensive resources.

1-5. The smallest SF unit tasked to operate and maintain an SF TACFAC is the SFODA. SFODBs and

SFODCs that occupy TACFACs produce much larger tactical footprints in their areas of operation (AOs),

which may be a distinct disadvantage. The larger advanced operating base (AOB) or special operations

task force (SOTF) TACFAC needed to sustain a greater force requires additional logistics and protection

support.

1-6. SF units must determine if there are advantages or disadvantages to breaking ground on a new

facility or using an existing facility. Questions that are considered when making this decision include the

following:

Is the AO permissive, uncertain, or hostile?

Are the facilities located in urban or rural settings?

Are the facilities logistically sustainable?

Are HN defense, security, and protection adequate?

Are there established casualty and emergency evacuation plans?

Are there future plans to close, convert, or abandon the facility?

Are the facilities part of a larger operation with a yet-unspecified strategic plan?

Are there Civil Affairs (CA) and Psychological Operations (PSYOP) missions in the AO?

1-7. In addition to the SFOD (or SFODs) occupying the TACFAC, the facility may also house vetted

interpreters and other friendly force personnel on either a permanent or temporary basis. These friendly

forces may include other U.S. or multinational force personnel (military, interagency, or contractor), HN

personnel (military, constabulary, or civilian government), or irregular forces working with the SFOD. The

SFOD must take into account both the size of these elements and any cultural considerations related to

these various groups when developing a TACFAC.

THREE PHASES OF SPECIAL FORCES TACTICAL

FACILITY DEVELOPMENT

1-8. The three broad phases of TACFAC development are initial, temporary, and permanent, whether in a

rural or urban environment. Therefore, SF TACFACs are classified by phase and by environment, such as

initial (rural) and initial (urban). The transformation of the TACFAC through these phases is a mission-

dependent process, and it is possible to begin a TACFAC at a level higher than the initial (bare base) phase.

For example, an SFOD may rent, lease, or otherwise occupy a compound that was already developed into a

defensible, habitable place. In such cases, some of the basic support systems (described in paragraph 1-10,

below) are already in place and functioning. Therefore, development of a specific TACFAC may begin at

the temporary (intermediate) or even permanent (well-developed) phase. Generally, this is more common in

urban TACFACs than in rural TACFACs, as urban areas contain numerous existing structures and are more

likely to have some forms of required supporting infrastructure.

1-9. SF units operate in a wide range of environmental conditions—from the deserts and cities of Iraq to

the mountains and valleys of Afghanistan to the jungles of Colombia and the Philippines. Because of this,

SF TACFACs may be further classified by specific environmental conditions, such as rural (desert) or rural

(jungle). Although a TACFAC located in Iraq may appear quite different from a TACFAC in the

Philippines, both sites essentially function alike

(supporting SF operations) and have similar support

systems requirements.

TACTICAL FACILITY ESSENTIAL SUPPORT SYSTEMS

1-10. The essential support systems for the TACFAC are best captured by the acronym SWEAT-MSS.

These support systems also are of critical importance to the surrounding HN communities, and improving

the essential support systems of the TACFAC can provide the basis for improving those systems for the

local populace. This point is best illustrated by FM 3-07, Stability Operations and Support Operations,

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FM 3-05.230

8 February 2009

The Special Forces Tactical Facility

which uses the acronym SWEAT-MS (sewage, water, electricity, academics, trash, medical, and security) to

describe U.S. Army lines of effort in helping the local populations.

1-11. Although most of the SF TACFAC essential support systems are self-explanatory, there are two

important points to note. Security is listed first in SWEAT-MSS because it is paramount in all tactical

operations and therefore must be analyzed before anything else. Second, SWEAT-MSS uses the category of

administration and HN training as an essential support system.

1-12. Administration is a relatively broad category which encompasses both the daily administrative and

logistical concerns of running the TACFAC (Chapters 5 and 6 further discuss TACFAC support and

funding) as well as the fundamental role that SF operations—based out of the TACFAC—play in

enhancing the HN government role in developing and administering political, economic, and security

control in the local area. As such, the SFOD must plan for HN training requirements—tactical,

administrative, and logistical. This includes having areas to meet with members of the HN populace—even

an initial phase TACFAC requires administrative areas to interact with HN government officials, tribal

leaders, and local contractors. These areas are located inside the outer perimeter.

TACTICAL FACILITY CRITICAL NODES MATRIX

1-13. The SF TACFAC critical nodes matrix (CNM) (Figure 1-1) is a planning guide used to assist an SF

element by providing a starting point to not only establish an SF TACFAC, but to modify or improve an

existing facility. The TACFAC CNM identifies the environment and different developmental phases. The

environment is defined as either rural or urban, and the classifications or phases of development are

described as initial, temporary, or permanent.

Initial

Temporary

Permanent

Security and

Protection

Water

Electricity

Administration

and Host-Nation

Training

Trash

Medical

Sewage

Shelter

Figure 1-1. Special Forces tactical facility critical nodes matrix

8 February 2009

FM 3-05.230

1-3

Chapter 1

1-14. The TACFAC CNM analyzes specific requirements across the TACFAC essential support systems to

identify critical requirements through the phases of TACFAC development. Much information can be

drawn from the CNM through analysis of critical nodes or elements required to sustain or maintain a

TACFAC and its critical systems. Through this process a logical progression is established between the

different phases which helps guide commanders and staffs at all levels in planning for and supporting the

development of the TACFAC. This is a major advantage for SF units, particularly during more intense and

fluid operations, such as active COIN environments.

1-15. SFODs normally require additional nonorganic support to properly run their TACFACs and to allow

them to properly function at full operational capacity. Without this support, the JFC will not get the full

benefit of the SFOD’s very significant operational effects. The CNM helps in identifying existing shortfalls

or gaps in personnel, equipment, and materials needed in order to establish or modify an existing TACFAC.

By identifying these shortfalls or gaps early during the analysis process they can be properly forecasted or

requested. The CNM can help to identify such potential personnel shortfalls as vehicle mechanics,

generator mechanics, cooks, and medical augmentation.

1-16. As with personnel analysis, the CNM can help identify critical operational shortfalls. For example, a

security systems analysis may identify the need for such tactical force augmentation as howitzer sections,

counterfire radar systems, thermal imaging systems, or even infantry or military police forces. An

administration systems analysis may identify requirements and opportunities for a PSYOP or CA team. The

CNM not only benefits the end user, but is a useful tool for the supporting staff to identify, plan, and

forecast future items needed to support the end users.

1-17. The second advantage to using the CNM is that it allows the commander to identify and analyze

critical nodes or resources required to maintain or sustain an SF TACFAC and its critical support systems

(SWEAT-MSS). Using this analysis process, a logical matrix support planning progression is established

with primary, alternate, contingency, emergency (PACE) plans.

1-18. If an existing critical node in the SWEAT-MSS model fails anywhere within the matrix, the previous

critical node is used as a substitute. For example, a rural SF TACFAC is in the final permanent

development phase and the sewage plan fails. According to the PACE concept and the CNM, the alternate

solution is to use the burn-barrel node of the previous (temporary) TACFAC development phase. If the

alternate plan fails, the detachment uses the slit-trench node from the initial TACFAC development phase.

This cascade of options is logical and controlled, and it serves the detachment until such time as the

primary critical node system is repaired or replaced.

RURAL TACTICAL FACILITY

1-19. The rural TACFAC may progress through all three phases of development in order, it may remain at

one phase, or it may skip phases. When a TACFAC is first occupied by an arriving SF unit, it becomes—by

default—the initial TACFAC. Critical nodes for a rural TACFAC development are described in the example

in Figure 1-2, page 1-5.

INITIAL PHASE

1-20. The initial development phase of a rural TACFAC begins when the first SF unit occupies the site.

The initial facility may be used or occupied for only a short time and then abandoned or it may transition

through one, two, or all three phases of development. When the initial phase begins, the facility usually is

primitive and may include a large portion of undeveloped land (Figure 1-3, page 1-6). The major concerns

of the SFODA during the initial development of a TACFAC include basic survival needs (for example,

security, water, food, sanitation, and electric power).

1-21. Housing is rudimentary—typically in general purpose (GP) medium tents (Figure 1-4, page 1-6) or

bivouac system modular tents (B-huts)—and basic protective measures are implemented (such as 24-hour

guards and short-duration patrols). Electric power is supplied by small, portable generators, such as the

commercially procured 5-kilowatt generators assigned to most SFODs. Solar power may be used as an

initial-phase energy source, along with the SFOD’s solar-powered battery rechargers. Basic comforts, such

as indoor plumbing and running water, typically are nonexistent. To address water needs, a natural fresh-

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FM 3-05.230

8 February 2009

The Special Forces Tactical Facility

water source (such as a stream) should be in close proximity. Rain water and potable water is stored in

closed containers to prevent potential contamination and disease, and the SFOD constructs simple showers

(Figure 1-5, page 1-7) for personal hygiene. Slit trenches and cat holes are used until the SFOD can

construct burn-barrel latrines (Figure 1-6, page 1-7).

Initial

Temporary

Permanent

Security and

• 24/7 SFODA security

• Stackable barrier system

• Brick and mortar wall

Protection

walls

• Triple-strand concertina

• Observation tower

• Sandbag bunkers

• Fighting positions

• HN augmented with SFODA

• SFODA with HN

augmentation

Water

• Bottled water

• Underground well

• Water tower

• Water purification kits

• ROWPU

• Plumbing

Electricity

• Batteries

• 20 kW generator

• 200 kW generator

• 5 kW generator

Administration

• GP medium tents

• B-hut classrooms

• Fixed ranges

(HN construction)

and Host-Nation

• Sand tables

• Rehearsal area

Training

• HN meeting area

• Tape drill area

Trash

• Local burn pit

• Local disposal (operational

• Contract services

funds)

• Incinerator

Medical

• MOS 18D (M-5 medical bag)

• SFODA dispensary

• Clinic with U.S. and HN

medical augmentation

• Medical bunker

• HN treatment area

• HLZ

Sewage

• Slit trench

• Burn barrels

• PVC sewerage (local leach

fields)

Shelter

• GP medium tents

• B-huts

• Permanent hardened

structures

Legend:

18D

Special Forces medical sergeant

HLZ

helicopter landing zone

kilowatt

MOS

military occupational specialty

PVC

polyvinyl chloride

ROWPU reverse-osmosis water purification unit

Figure 1-2. Rural Special Forces tactical facility critical nodes

1-22. As the TACFAC develops, security is enhanced and greater protective measures are put into practice.

These measures include longer patrols, listening posts (LPs), observation posts (OPs), and additional wire

around the facility perimeter. After basic security is established initial construction projects—such as inner

and outer perimeter barriers—are built. Early projects may be hampered by the limited equipment and

material assets carried in by the SF unit. The early initial projects are planned and coordinated prior to the

SFODA arrival, which facilitates TACFAC construction.

8 February 2009

FM 3-05.230

1-5

Chapter 1

TEMPORARY PHASE

1-23. As the initial developmental phase of a rural TACFAC progresses, and new buildings are constructed

and infrastructure renovations are made, the initial phase transforms into the temporary phase. During this

phase, wood-framed buildings (Figure 1-7) or buildings made from common local construction materials

replace tents and crude huts. In a temporary TACFAC, the SF unit’s standard of living improves greatly

over that of the initial facility, to include such “creature comforts” as improved wooden outhouses, potable

running water, air conditioners, and heaters. Typical structures built during the temporary phase include an

operations center (OPCEN), medical center, dining facility (DFAC), latrine (Figure 1-8, page 1-9), shower,

and workshop accommodations. In a temporary TACFAC, most buildings are wired for electricity (Figure

1-9, page 1-9). The small, portable 5-kilowatt generator is replaced by larger generators, such as a U.S.

Army-issue 20-kilowatt generator. The 5-kilowatt generator then becomes the alternate backup generator.

Figure 1-7. Temporary phase rural tactical facility wood-framed structures

1-24. In a temporary phase TACFAC, the SFOD applies enhanced protection measures and expands

facility control outward to the access road and surrounding areas. Security patrols go further out into the

surrounding area, and the SFOD continues to increase contact with the local populace. This contact

improves opportunities to engage local residents on a variety of issues, and presents numerous chances to

increase support for friendly-force operations and for the HN government. During this phase, it is critical

that the local populace understands that the SFOD and HN presence will bring enhanced security and the

possibility for multiple development projects. As the SFOD continues to gain HN trust and support, the

construction of an HN meeting area or building in the administration area of the TACFAC is well under

way. The physical security of the TACFAC remains a major concern, and the SFOD must continue to

improve physical security measures. Earthen berms form barriers and, if possible, stackable barrier system

walls are built. As new additions and upgrades to existing infrastructure take place, the site begins to

transform from a temporary to a permanent TACFAC.

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FM 3-05.230

8 February 2009

Chapter 1

PERMANENT PHASE

1-25. The third and final phase of a rural TACFAC is the permanent phase. This phase is initiated when the

SF unit expects to occupy the facility for an extended period of time. The permanent rural TACFAC is

better developed, organized, maintained, and prepared to handle security emergencies than the initial or

temporary TACFAC. The outer barrier may be a mud or brick wall, and security patrols are conducted at

random.

1-26. The permanent rural TACFAC should have a minimum of two covered and protected 200-kilowatt

diesel-electric generators (Figure 1-10). They should be of the same brand, type, and electrical capacity to

minimize spare parts and optimize efficiency. If necessary, parts can be interchanged. The generator

designated as primary is used for all daily electrical requirements. All other generators can provide

electrical backup during scheduled outages, routine maintenance, repairs, and emergencies.

Figure 1-10. Redundant permanent phase generators

1-27. The permanent TACFAC differs from initial and temporary facilities in that the facility occupies not

only one or two buildings, but an enclosed building complex. This complex offers greater security and

improved protection options. Permanent facilities incorporate PACE security planning for water, electricity,

medical treatment, communications, personnel security, and secure storage of ammunition and fuel. Critical

spare parts should be kept on hand.

1-28. The SFODA achieves control of the access road, administration sector, and surrounding area using

perimeter and barrier defenses in depth. An observation tower within the inner perimeter is a valuable

asset. Multiple rows and strands of barbed wire, tanglefoot, and claymore mines should be emplaced.

Stackable barrier systems (Figure 1-11, page 1-11) or fort-like barrier walls provide a great deal of security

for the facility. Outer barrier walls common in the Middle East and Central Asia (Figure 1-12, page 1-11)

are made from a local brown mud-type material and may be 4 to 5 meters high and 1 meter thick.

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FM 3-05.230

8 February 2009

Chapter 1

URBAN TACTICAL FACILITY

1-29. Urban TACFACs almost always are based on preexisting urban structures. There are unique

advantages and challenges in developing an urban TACFAC. For example, an SF unit occupying an urban

TACFAC may be able to take advantage of preexisting water, sewer, and electrical systems (if they are still

functional). However, the urban environment does offer some significant challenges to security because of

the proximity to surrounding buildings and the dense population concentration (which will likely include

hostile elements). Specific threats also increase in urban environments, such as the threat of snipers and

explosive devices

(such as vehicleborne improvised explosive devices

[VBIEDs]). Specific security

measures and equipment are covered in detail in Chapter 4.

1-30. Urban TACFACs, like their rural TACFAC counterparts, also may evolve through initial, temporary,

and permanent phases. Protection and security continue to remain paramount (as does the overall defensive

posture of the TACFAC) by maintaining the PACE planning process in an urban environment. The critical

nodes for urban TACFAC development are described in Figure 1-13.

Initial

Temporary

Permanent

Security and

• 24/7 SFODA security

• Perimeter fence

• Brick and mortar wall

Protection

• Triple-strand concertina

• Rooftop security

• Observation tower

• Fighting positions

• SFODA with HN

• HN augmented with SFODA

augmentation

Water

• Bottled water

• Local pumps

• Indoor plumbing

• Water purification kits

• ROWPU

Electricity

• Batteries

• 20 kW generator

• 200 kW generator

• 5 kW generator

• Local grid

Administration

• Sand tables

• Temporary classrooms

• 25-meter range

and Host-Nation

• HN meeting area

• Rehearsal area

Training

Trash

• Burn pit

• Local disposal (operational

• Sanitary and secure landfill

funds)

(contracted)

• Incinerator

Medical

• MOS 18D (M-5 medical bag)

• SFODA dispensary

• Clinic with U.S. and HN

medical augmentation

• Medical bunker

• HN treatment area

• HLZ

Sewage

• Portable toilets

• Septic tank

• Local sewage treatment plant

Shelter

• Existing structure

• Improved structures

• Hardened structures

(abandoned or leased)

(masonry or concrete)

Figure 1-13. Urban Special Forces tactical facility critical nodes

INITIAL PHASE

1-31. The biggest difference between the initial rural TACFAC and the initial urban TACFAC is the

structure. In an urban TACFAC, the building likely already exists. Selection criteria include the following:

Does the structure have a barrier around the perimeter, such as a fence or wall?

Is the structure connected to the existing power grid and water and sewer systems?

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FM 3-05.230

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The Special Forces Tactical Facility

1-32. Ideally, the initial structure will have most of the upgrades required to transition from an initial to a

permanent TACFAC. If not, as a minimum, initial requirements include the following:

5-kilowatt generator.

Indoor toilet, outhouse, or burn barrel.

Perimeter protection (fence or brick wall). If no perimeter protection exists, continuous security

patrols and observation are required.

TEMPORARY PHASE

1-33. If a perimeter wall or fence does not exist, it is installed during this phase of development. Also, the

unit constructs a safe room. These additions create extra protection and explosive standoff distance. Other

temporary urban upgrades include 2 or more 20-kilowatt generators, portable toilets, and extra rooftop

security.

PERMANENT PHASE

1-34. In the permanent urban TACFAC phase, power-generation requirements may increase, thereby

requiring a pair of 200-kilowatt generators of the same make, model, and capacity. Indoor plumbing and

sewerage services are made available. Outside security is enhanced with the addition of a rooftop guard

tower; permanent, industrial grade security cameras; motion-activated lights; sensors, including electro-

optical devices; and increased active and passive security and surveillance measures.

SUMMARY

1-35. As the TACFAC progresses through the three phases of development in both rural and urban

environments, the previous phase remains a part of the PACE plan for TACFAC operations. For example,

small, portable, 5-kilowatt electric generators that were used as a primary source of power in the initial

phase revert to contingency or emergency use in the temporary phase.

1-36. There are no clearly defined checklists or timelines for TACFAC development. New building

construction may begin at any time during any phase, and upgrades, repairs, and maintenance should be

constant. Defensive improvements and facility infrastructure improvements must be planned and developed

according to METT-TC.

8 February 2009

FM 3-05.230

1-13

Chapter 2

Tactical Facility Planning and Design

Commanders of SFODAs, SFODBs in AOBs, or SFODCs in SOTFs may be tasked

with planning, designing, constructing, and operating from TACFACs. Each SOTF

commander normally organizes his base into an OPCEN, signals center (SIGCEN),

and support center (SPTCEN). Isolation is a technique, not a building; as a result, all

SFOD TACFACs must be able to combine secure planning with self-isolation

capabilities within their OPCEN.

SECTION I—PLANNING

2-1. Armed with the basic requirements and phases of identifying and/or constructing a TACFAC, an SF

unit conducts the standard military decision-making process (MDMP). The MDMP steps found in FM 5-0,

Army Planning and Orders Production, and Graphic Training Aid (GTA) 31-01-003, Detachment Mission

Planning Guide, help to determine the course of action (COA) required for each specific TACFAC to

become operational.

2-2. The statement of requirement (SOR), area study (Appendix A), site survey (Appendix B), area

assessment (Appendix C), and special operations debrief and retrieval system (SODARS) are five of many

resource documents used during the predeployment planning process. Depending upon the mission, these

documents may carry a security classification of CONFIDENTIAL or higher.

STATEMENT OF REQUIREMENTS

2-3. The intent of the SOR is to identify the requesting unit’s logistic and materiel needs—particularly

those that exceed their organic capabilities—early in the MDMP. This early identification becomes

particularly relevant when an SF unit is tasked to develop an original TACFAC.

2-4. Once developed, consolidated, and prioritized, the SF unit routes the SOR through the chain of

command. This ensures that mission supply (Classes I through X), facility maintenance, transportation,

personnel, medical, signal, operational, and security needs are addressed and any shortcomings are

identified as the SF unit continues to plan.

AREA STUDY

2-5. The area study provides initial information to the SFOD about the specific country where they will

perform operations. It is a valuable planning resource, along with the site survey, area assessment, and the

SODARS. (Appendix A provides the format for an area study.)

SITE SURVEY

2-6. The site survey team operates in a similar fashion to a reconnaissance patrol. Teams typically deploy

in small units of two to six Soldiers and gather information. Soldiers on the survey team are from the unit

that will occupy the selected site. The team conducts site surveys of potential TACFAC locations and

documents the commander’s critical information requirements (CCIRs) and other vital information. After

the site survey is complete, the results of the CCIRs are shared, distributed, and coordinated with all

pertinent units.

8 February 2009

FM 3-05.230

2-1

Chapter 2

2-7. As the SFOD develops a facility construction plan, the commander may also conduct an HN

capability assessment. In particular, the commander gets answers to the following questions:

Are the HN soldiers able to assist the SF unit during the facility construction process?

Are personnel identified to provide and deliver heavy equipment to the chosen location?

Are construction materials available in country, and who receives compensation?

Are large-capacity diesel-electric generators and spare parts available for local purchase?

Are HN heavy equipment operators available for hire and how are they to be paid?

2-8. The site survey team deploys with sufficient portable electronic data-collection and data-storage

devices (for example, computers, cameras, hard drives, and discs). When the SFOD mission is identified as

particularly exceptional, individuals with area-specific qualifications (subject-matter experts [SMEs]) may

deploy with the site survey team. Because building a new SF TACFAC in an austere environment is a

unique endeavor, survey teams should include at least one Special Forces engineer sergeant (MOS 18C) as

an SME.

2-9. Although most thorough survey missions are lengthy because they require answers to detailed

questions, some survey missions may require only limited TACFAC development criteria and basic site

selection. On these survey missions, SFODs preview potential sites, make appropriate choices, and return

to base.

2-10. A comprehensive site survey requires the SFOD—particularly the 18C—to perform a complete

review of all potential HN permanent structures and any available bare-ground locations that may require

improvement. If a bare-ground site is selected, the initial site survey must include a tentative construction

plan and a tentative bill of material. This plan includes any heavy construction vehicles, equipment, and

personnel needed to build the TACFAC and addresses facility design, logistic accessibility, topographic

layout, elevation, drainage, soil excavation, electric, plumbing, defense, and security considerations. The

plan provides a tentative construction timeline that allows for the overall TACFAC construction stages to

mesh together seamlessly.

2-11. A primary site survey consideration is the provision of seamless protection and security procedures

for the SF TACFAC throughout each phase of construction. The SFOD determines who will provide this

protection and how many personnel will be needed.

2-12. For a thorough survey, the SF unit incorporates an extensive and comprehensive resource review.

This review may include verbal, written, and electronic media examples of lessons learned, unit after-

action reviews (AARs), and SORs used by other SF units. If possible, Soldiers may speak with other

SFODs and senior SF unit leaders regarding previous TACFAC missions. Most unit AARs and reports

from the Center for Army Lessons Learned (CALL) are UNCLASSIFIED. (Appendix B contains a site

survey format.)

AREA ASSESSMENT

2-13. The initial area assessment begins very early in the MDMP—immediately after mission receipt. The

principal area assessment effort is ongoing and continues to be updated after the SF unit arrives in country.

This assessment forms the foundation for a large part of the SFOD’s subsequent activities in their AO.

(Appendix C provides an area assessment format.)

SPECIAL OPERATIONS DEBRIEF AND RETRIEVAL SYSTEM

2-14. The SODARS is designed to collect debrief reports from SO personnel to be used as electronic

reference material by the greater SO community. SF units use SODARS to retrieve detailed information

about any SF TACFAC that may have been used by previous SF units. SODARS reports are classified

documents housed on the United States Army Special Operations Command (USASOC) SECRET Internet

Protocol Router Network (SIPRNET).

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