This document outlines the strategic direction for U.S. Special Operations Command (USSOCOM) to prepare for and address threats from 2020 onward. It discusses how USSOCOM will support the Defense Strategic Guidance by focusing on developing a globally networked force through expanding partnerships, prioritizing current operations like in Afghanistan, preserving the force and families, and ensuring responsive resourcing. The goal is for USSOCOM to be a small, agile, flexible force able to rapidly respond to contingencies through innovative approaches and a strong global network built on trust.
The document outlines the Chairman of the Joint Chiefs of Staff's priorities for guiding the US Armed Forces over the next two years. It discusses implementing national strategic guidance, adapting military readiness while reducing budgets, applying lessons learned from recent wars, innovating for the future force, driving further jointness through reforms, maintaining high professional standards, and earning trust from service members, their families, and the American people. The Chairman expresses confidence that by working together they can strengthen the military's foundation for the future.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
This document summarizes Jean-Pascal Zanders' article on how soft power can be used to control the proliferation of non-conventional weapons and further disarmament goals. It discusses how soft power tools like cooperation, cultural/educational exchanges, and development assistance can help delegitimize weapons and pave the way for disarmament treaties. International organizations established by treaties can also wield soft power and help enable universalization of treaties. However, soft power alone may not be enough to resolve issues like non-compliance with treaties or lack of progress on limiting weapons in conflict areas.
1) The document discusses the evolving threat of global terrorism and the importance of the US-Japan counterterrorism alliance. Terrorist groups like al Qaeda and ISIS have established regional networks and use social media to spread their message and recruit followers.
2) Japan faces both regional terrorist threats from groups in Southeast Asia with ties to al Qaeda and ISIS, and risks to its international assets and citizens given its role in the global economy. Japanese journalists have been kidnapped and killed by ISIS militants.
3) Cooperating closely with allies like the US through intelligence sharing and capacity building is crucial for Japan to address terrorist threats, but Japan also has an opportunity to play a more active regional and international role in counterterrorism
This article discusses how the Department of Defense (DOD) counters terrorism through partnerships. Domestically, DOD counterintelligence agents work with the FBI on Joint Terrorism Task Forces to investigate terrorist threats and protect DOD personnel and assets. Overseas, DOD partners with the State Department on Force Protection Detachments to share intelligence with military commanders transiting high-risk areas. The article cites an example of a DOD agent assisting an FBI investigation that led to the arrest of a former Navy sailor providing terrorist support.
POSTURE STATEMENT OF ADMIRAL KURT W. TIDD COMMANDER, UNITED STATES SOUTHERN C...Stanleylucas
Admiral Kurt Tidd, Commander of USSOUTHCOM, testified before Congress about security issues in Latin America and the Caribbean. He discussed transregional threat networks involved in drug trafficking, terrorism, and other illicit activities. These networks undermine stability and take advantage of weak institutions. While regional stability is challenged by disasters and some social unrest, external actors like China, Russia, and Iran are also expanding their influence through economic and security cooperation. USSOUTHCOM works with partners to counter threat networks, prepare for disasters, and build relationships to address challenges in a networked way before they reach the US homeland.
Marine Corps Systems Command Acquisition Guidebook - 2012Tom "Blad" Lindblad
This document provides guidance on the Marine Corps Systems Command's (MARCORSYSCOM) implementation of the Department of Defense acquisition system. It outlines the acquisition framework, including milestones, phases, and evolutionary acquisition. It describes MARCORSYSCOM's Probability of Program Success (PoPS) process for requirements transition and program reviews. It also covers ACAT program designation and management procedures, including the Milestone Assessment Team process. The document provides tools, templates, and guidance for documentation, reporting, joint programs, and program removal from active status.
This document provides an unclassified summary of the classified Air-Sea Battle Concept and Master Implementation Plan. It describes the Anti-Access/Area Denial challenges posed by adversaries, introduces the Air-Sea Battle Concept as a way for the U.S. military services to address these challenges through networked, integrated attack-in-depth across all domains, and outlines how the concept is being implemented to develop necessary capabilities.
The document outlines the Chairman of the Joint Chiefs of Staff's priorities for guiding the US Armed Forces over the next two years. It discusses implementing national strategic guidance, adapting military readiness while reducing budgets, applying lessons learned from recent wars, innovating for the future force, driving further jointness through reforms, maintaining high professional standards, and earning trust from service members, their families, and the American people. The Chairman expresses confidence that by working together they can strengthen the military's foundation for the future.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
This document summarizes Jean-Pascal Zanders' article on how soft power can be used to control the proliferation of non-conventional weapons and further disarmament goals. It discusses how soft power tools like cooperation, cultural/educational exchanges, and development assistance can help delegitimize weapons and pave the way for disarmament treaties. International organizations established by treaties can also wield soft power and help enable universalization of treaties. However, soft power alone may not be enough to resolve issues like non-compliance with treaties or lack of progress on limiting weapons in conflict areas.
1) The document discusses the evolving threat of global terrorism and the importance of the US-Japan counterterrorism alliance. Terrorist groups like al Qaeda and ISIS have established regional networks and use social media to spread their message and recruit followers.
2) Japan faces both regional terrorist threats from groups in Southeast Asia with ties to al Qaeda and ISIS, and risks to its international assets and citizens given its role in the global economy. Japanese journalists have been kidnapped and killed by ISIS militants.
3) Cooperating closely with allies like the US through intelligence sharing and capacity building is crucial for Japan to address terrorist threats, but Japan also has an opportunity to play a more active regional and international role in counterterrorism
This article discusses how the Department of Defense (DOD) counters terrorism through partnerships. Domestically, DOD counterintelligence agents work with the FBI on Joint Terrorism Task Forces to investigate terrorist threats and protect DOD personnel and assets. Overseas, DOD partners with the State Department on Force Protection Detachments to share intelligence with military commanders transiting high-risk areas. The article cites an example of a DOD agent assisting an FBI investigation that led to the arrest of a former Navy sailor providing terrorist support.
POSTURE STATEMENT OF ADMIRAL KURT W. TIDD COMMANDER, UNITED STATES SOUTHERN C...Stanleylucas
Admiral Kurt Tidd, Commander of USSOUTHCOM, testified before Congress about security issues in Latin America and the Caribbean. He discussed transregional threat networks involved in drug trafficking, terrorism, and other illicit activities. These networks undermine stability and take advantage of weak institutions. While regional stability is challenged by disasters and some social unrest, external actors like China, Russia, and Iran are also expanding their influence through economic and security cooperation. USSOUTHCOM works with partners to counter threat networks, prepare for disasters, and build relationships to address challenges in a networked way before they reach the US homeland.
Marine Corps Systems Command Acquisition Guidebook - 2012Tom "Blad" Lindblad
This document provides guidance on the Marine Corps Systems Command's (MARCORSYSCOM) implementation of the Department of Defense acquisition system. It outlines the acquisition framework, including milestones, phases, and evolutionary acquisition. It describes MARCORSYSCOM's Probability of Program Success (PoPS) process for requirements transition and program reviews. It also covers ACAT program designation and management procedures, including the Milestone Assessment Team process. The document provides tools, templates, and guidance for documentation, reporting, joint programs, and program removal from active status.
This document provides an unclassified summary of the classified Air-Sea Battle Concept and Master Implementation Plan. It describes the Anti-Access/Area Denial challenges posed by adversaries, introduces the Air-Sea Battle Concept as a way for the U.S. military services to address these challenges through networked, integrated attack-in-depth across all domains, and outlines how the concept is being implemented to develop necessary capabilities.
The document discusses the strategic environment facing USTRANSCOM and its priorities and mission going forward. It notes that the US faces real threats from competitors like China and Russia who are challenging the international order. The 2022 National Defense Strategy directs the military to focus on defending the homeland against China, deterring attacks, deterring aggression, and building a resilient force. USTRANSCOM will align its operations and investments to balance current needs while preparing for future threats, focusing on global mobility posture, capacity, and command/control to project and sustain combat power wherever needed. Its priorities are maintaining warfighting readiness, adapting for future challenges, and empowering a competitive and resilient warfighting team.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
After more than 15 years of war, the operational effective.docxdaniahendric
After more than 15 years of war, the operational effectiveness of
Army Special Operations Forces remains without equal. However, the
future operating environment will continue to evolve with highly
adaptive state and non-state adversaries seeking to challenge the
status quo and our national interests. The forms of conflict employed
by adversaries in the future are expected to be hybrid in nature,
blending conventional and irregular capabilities, and will more often
challenge the stability of regions through indirect means.
Preventing or deterring hybrid conflict short of all-out war is
demanding. It requires persistent forward engagement at points of
vulnerability around the world. It requires operators to understand the
political, cultural, and geographic complexities of austere operating
environments and the unique challenges faced by our allies and
partners. It also requires an advanced understanding of adversaries
and how they are evolving in an effort to gain a position of advantage.
In order to meet these requirements and to counter hybrid threats of
the future, ARSOF must provide the nation with a portfolio of comple-
mentary capabilities enabled by institutional and operational agility.
USASOC 2035, like its forerunner ARSOF 2022, provides facts and
details for use by members of the force when communicating the
ARSOF narrative in engagements with joint force commanders,
interagency partners, and other audiences worldwide. It also pro-
vides guidance for the further development of ARSOF institutional
and operational capabilities needed to counter future threats across
the spectrum of conflict, especially in gray zones between peace and
overt war. USASOC 2035 incorporates ARSOF 2022 initiatives still in
progress and builds upon those capabilities already established. It
presents objectives for developing future capabilities that will move
ARSOF from the force of today to the force of tomorrow.
KENNETH E. TOVO
Lieutenant General, U.S. Army
Commanding
Sine Pari – Without Equal
FROM THE
COMMANDER
Acknowledgments:
USASOC 2035 was a collaborative effort
that included many advisers and
contributors. LTG Kenneth Tovo, the
USASOC Commanding General, would
like to personally thank the following
individuals for their dedication to this effort:
The USASOC Commander’s Initiatives
Group: COL John Silkman, CW5 Linc
Glenister, LTC Ryan Burkert, LTC Christian
Sessoms, LTC Jon Bleakley, MAJ Doug
Graham, and Dr. Alex Heidenberg; the
USASOC G3, COL Tim Ladouceur, and the
G3 Staff; the USASOC G5, COL Kyle Lear, and
the G5 Staff to include MAJ Kyle Packard,
primary author of USASOC Campaign Plan
2035; Dr. Michael Krivdo and Dan Telles of the
USASOC Historian's Office; and the USASOC
CSC and CSU Command Teams. Special
thanks to the Special Warfare Magazine
staff: Janice Burton, Jennifer Angelo and
Juan Barrera. Finally, a special thanks to
LTC Duane Mosier, primary author and
res ...
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
UNITED STATES ARMY SPECIAL OPERATIONS COMMAND USASOC.docxouldparis
UNITED STATES ARMY
SPECIAL OPERATIONS COMMAND
USASOC Strategy-2035
April 2016
UNCLASSIFIED
UNCLASSIFIED 1
UNCLASSIFIED
UNCLASSIFIED 2
Where Army Special Operations Forces Stand Today
The ARSOF mission, vision, state of ARSOF 2022, and core
competencies are included below. Collectively, these subjects
represent where ARSOF stands today and serve as the starting
point from which capabilities and focuses must evolve.
USASOC Mission Statement
The United States Army Special Operations Command mans,
trains, equips, educates, organizes, sustains, and supports forces to
conduct special warfare and surgical strike across the full range of
military operations and spectrum of conflict in support of joint
force commanders and interagency partners, to meet theater and
national objectives.
USASOC Commander’s Vision
USASOC provides the Nation’s premier Special Operations
Forces, delivering appropriate and effective capabilities to
joint force commanders and interagency leaders across the
entire spectrum of conflict and under any operating conditions.
USASOC invests in new ideas and capabilities to anticipate
changing environments and new demands in order to maintain
a competitive edge over our Nation’s adversaries.
The State of ARSOF 2022
ARSOF 2022 restructured specific Army Special Operations
formations to optimize existing capabilities and to fill capability
gaps for sensitive activities in complex operational environments.
The restructure provided USASOC with an organic ability to
conduct advanced analysis of resistance potential in target areas and
created small highly trained units of action capable of developing
unique options for decision makers and joint force commanders in
contested environments. The restructure also created planning
detachments capable of augmenting TSOC campaign planning
efforts, with emphasis on special warfare.
The ARSOF 2022 restructure established 1st Special Forces
Command (Airborne) (Provisional) as an Army Division-like
headquarters tasked with operational missions and force provider
responsibilities. The restructure also established an organic Military
Intelligence Battalion and two new staff directorates (Influence and
the Office of Special Warfare) within 1st SFC (A)(P). These
changes allow 1st SFC (A)(P) to field a deployable and scalable
SOJTF headquarters to synchronize SOF effects for joint force
commanders. Additionally, each of the five Active Duty Special
Forces groups restructured their existing 4th Battalions, creating
units of action designed to assist in understanding, defining, and
preparing the operating environment. The capabilities established
through ARSOF 2022 place emphasis on operations outside, or
preceding, major combat theaters. Ultimately, these capabilities add
options to the USASOC portfolio of forces designed to address
trans-regional threats. ARSOF 2022 also established the Str ...
Army Capability Integration Center - America's Army Globally Responsive, Regi...Tom "Blad" Lindblad
The document discusses the United States Army's strategic priorities and vision for the future. It makes three main points:
1) The Army will focus on developing adaptive leaders through expanded education and training programs to prepare for complex global challenges.
2) The Army aims to be globally responsive and regionally engaged by organizing regionally-focused forces that can be rapidly deployed worldwide to support combatant commands.
3) The Army will work to remain ready and modern by adapting current capabilities, evolving new technologies, and innovating to ensure overmatch against future threats.
1) Developing a comprehensive approach to civil-military cooperation represents a major challenge that organizations face in operations today. More work is needed to define what a comprehensive approach entails and foster a common understanding of its scope, nature, and direction.
2) To be successful, an organization must have a comprehensive approach that encompasses its own resources, cooperation with international partners, and work with local governments. Well-coordinated capabilities between military and civilian actors require integrated training and learning from best practices.
3) Building an integrated comprehensive capability involves overcoming challenges like communicating across different organizational cultures and integrating civilian capabilities from national and international sources with military operations. Prior civil-military planning and coordination is essential for post-conflict success
The document discusses characteristics of an innovative Department of the Navy (DON), including:
1) Comfort with risk and uncertainty, emphasizing that uncertainty provides opportunities for innovation.
2) Cultivating intrinsic motivation by aligning individuals' strengths and interests with organizational needs.
3) Emphasizing information sharing to leverage ideas across organizational boundaries.
4) Encouraging agile decision-making and streamlining processes to increase flexibility.
5) Valuing diversity of thought to avoid groupthink and bring different perspectives together.
Military commanders face ambiguous and fastmoving circumstances, which can change in rapid and unexpected ways. What can investors and pension funds learn from the military’s approach to risk and crisis management?
Chairman of the Joint Chiefs of Staff Written Congressional StatementTisha Wright
This document is General Joseph Dunford's posture statement before the House Appropriations Committee regarding the state of the US armed forces and current security environment. It summarizes key strategic challenges posed by Russia, China, North Korea, Iran, and violent extremist organizations. It notes capability shortfalls in the US military and the need for continued investment to address these challenges. General Dunford advocates for funding in the FY2017 budget to improve readiness, deter adversaries, and ensure US military dominance.
This document provides a summary of the 2010 Quadrennial Defense Review conducted by the U.S. Department of Defense. It outlines the complex global security environment, America's role and interests in the world, and the department's defense strategy. The strategy balances resources and risk across four priorities: prevailing in today's wars in Afghanistan and Iraq, preventing and deterring conflict, preparing for a wide range of contingencies, and preserving the all-volunteer force. It also discusses rebalancing military capabilities, strengthening relationships with allies and partners, and reforming business practices.
This document discusses emergency coordination in Nigeria. It defines coordination as the intelligent sharing of information and discussion of issues among independent organizations with a common purpose. The key points are:
1) Nigeria's coordination system is called NEMANEMA and involves coordination at the federal, state, and local levels between government agencies, NGOs, and community groups.
2) Effective coordination requires clear communication, transparency, establishing mandates with the government, and recognizing different capacities and competencies.
3) Challenges to coordination include fragmentation, lack of understanding between groups, and competitiveness over funds. Trust, shared vision, and ground rules can help support effective collaboration.
Force 2025 and Beyond Torchbearer Article January 2015Scott Sadler
The document discusses the U.S. Army's holistic modernization strategy called Force 2025 and Beyond. It aims to develop a more capable, adaptive future force by maintaining technological overmatch against adversaries. The strategy will improve the Army's ability to provide future technologies through its Science and Technology Enterprise. This enterprise focuses research and development efforts on addressing warfighting challenges identified in the new Army Operating Concept to ensure technologies can counter future threats. Maintaining investment in the Science and Technology Enterprise is important for informing affordable modernization and minimizing risks to major acquisition programs.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
The 2014 Army Equipment Modernization Plan outlines investments across 10 capability areas for FY2014. It links these investments to Army strategy of empowering soldiers and squads with unmatched lethality, protection, and situational awareness through an integrated network. The plan emphasizes versatile, tailorable equipment that prepares the Army for complex threats. It focuses on mature technologies through incremental improvements and military-unique technologies for the future. The plan was created amid strategic uncertainties, rapid technological changes, and fiscal constraints requiring affordable, sustainable choices to maintain capabilities.
This document summarizes a roundtable discussion on strategic lessons from stabilization operations in Afghanistan, Haiti, and Solomon Islands. The key themes that emerged were:
1) Leadership and unity of effort are challenging but critical for effective transitions from external to local control.
2) Local and external actors must work together under a shared plan with mutually reinforcing civilian and military activities.
3) Joint assessment teams are needed to accurately understand needs and inform policy, and regular interagency meetings improve coordination.
4) National reviews of coordination, decision-making, and communication can identify lessons to improve future crisis responses.
This report summarizes the program plans and funding for each of the major acquisition programs included in the SAR and four additional programs. The Air Force’s Long Range Strike-Bomber (LRS-B), Long Range Standoff Missile (LRSO), and Ground Based Strategic Deterrent (GBSD), the future replacement for the Minuteman III, and the Navy’s Ohio-Class Replacement are not yet reported in the SAR, but enough is known about each program to construct a reasonable cost estimate. These programs are among the largest acquisition programs in DoD’s portfolio, and any discussion of major acquisitions would be incomplete without them. The programs included in this report represent 36 percent of the total acquisition budget in the FY 2016 FYDP. The remaining 64 percent of funding is used for hundreds of smaller acquisition programs not reported in the SAR or other programs too early in development to be included in the SAR.
The document discusses the strategic environment facing USTRANSCOM and its priorities and mission going forward. It notes that the US faces real threats from competitors like China and Russia who are challenging the international order. The 2022 National Defense Strategy directs the military to focus on defending the homeland against China, deterring attacks, deterring aggression, and building a resilient force. USTRANSCOM will align its operations and investments to balance current needs while preparing for future threats, focusing on global mobility posture, capacity, and command/control to project and sustain combat power wherever needed. Its priorities are maintaining warfighting readiness, adapting for future challenges, and empowering a competitive and resilient warfighting team.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
After more than 15 years of war, the operational effective.docxdaniahendric
After more than 15 years of war, the operational effectiveness of
Army Special Operations Forces remains without equal. However, the
future operating environment will continue to evolve with highly
adaptive state and non-state adversaries seeking to challenge the
status quo and our national interests. The forms of conflict employed
by adversaries in the future are expected to be hybrid in nature,
blending conventional and irregular capabilities, and will more often
challenge the stability of regions through indirect means.
Preventing or deterring hybrid conflict short of all-out war is
demanding. It requires persistent forward engagement at points of
vulnerability around the world. It requires operators to understand the
political, cultural, and geographic complexities of austere operating
environments and the unique challenges faced by our allies and
partners. It also requires an advanced understanding of adversaries
and how they are evolving in an effort to gain a position of advantage.
In order to meet these requirements and to counter hybrid threats of
the future, ARSOF must provide the nation with a portfolio of comple-
mentary capabilities enabled by institutional and operational agility.
USASOC 2035, like its forerunner ARSOF 2022, provides facts and
details for use by members of the force when communicating the
ARSOF narrative in engagements with joint force commanders,
interagency partners, and other audiences worldwide. It also pro-
vides guidance for the further development of ARSOF institutional
and operational capabilities needed to counter future threats across
the spectrum of conflict, especially in gray zones between peace and
overt war. USASOC 2035 incorporates ARSOF 2022 initiatives still in
progress and builds upon those capabilities already established. It
presents objectives for developing future capabilities that will move
ARSOF from the force of today to the force of tomorrow.
KENNETH E. TOVO
Lieutenant General, U.S. Army
Commanding
Sine Pari – Without Equal
FROM THE
COMMANDER
Acknowledgments:
USASOC 2035 was a collaborative effort
that included many advisers and
contributors. LTG Kenneth Tovo, the
USASOC Commanding General, would
like to personally thank the following
individuals for their dedication to this effort:
The USASOC Commander’s Initiatives
Group: COL John Silkman, CW5 Linc
Glenister, LTC Ryan Burkert, LTC Christian
Sessoms, LTC Jon Bleakley, MAJ Doug
Graham, and Dr. Alex Heidenberg; the
USASOC G3, COL Tim Ladouceur, and the
G3 Staff; the USASOC G5, COL Kyle Lear, and
the G5 Staff to include MAJ Kyle Packard,
primary author of USASOC Campaign Plan
2035; Dr. Michael Krivdo and Dan Telles of the
USASOC Historian's Office; and the USASOC
CSC and CSU Command Teams. Special
thanks to the Special Warfare Magazine
staff: Janice Burton, Jennifer Angelo and
Juan Barrera. Finally, a special thanks to
LTC Duane Mosier, primary author and
res ...
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
UNITED STATES ARMY SPECIAL OPERATIONS COMMAND USASOC.docxouldparis
UNITED STATES ARMY
SPECIAL OPERATIONS COMMAND
USASOC Strategy-2035
April 2016
UNCLASSIFIED
UNCLASSIFIED 1
UNCLASSIFIED
UNCLASSIFIED 2
Where Army Special Operations Forces Stand Today
The ARSOF mission, vision, state of ARSOF 2022, and core
competencies are included below. Collectively, these subjects
represent where ARSOF stands today and serve as the starting
point from which capabilities and focuses must evolve.
USASOC Mission Statement
The United States Army Special Operations Command mans,
trains, equips, educates, organizes, sustains, and supports forces to
conduct special warfare and surgical strike across the full range of
military operations and spectrum of conflict in support of joint
force commanders and interagency partners, to meet theater and
national objectives.
USASOC Commander’s Vision
USASOC provides the Nation’s premier Special Operations
Forces, delivering appropriate and effective capabilities to
joint force commanders and interagency leaders across the
entire spectrum of conflict and under any operating conditions.
USASOC invests in new ideas and capabilities to anticipate
changing environments and new demands in order to maintain
a competitive edge over our Nation’s adversaries.
The State of ARSOF 2022
ARSOF 2022 restructured specific Army Special Operations
formations to optimize existing capabilities and to fill capability
gaps for sensitive activities in complex operational environments.
The restructure provided USASOC with an organic ability to
conduct advanced analysis of resistance potential in target areas and
created small highly trained units of action capable of developing
unique options for decision makers and joint force commanders in
contested environments. The restructure also created planning
detachments capable of augmenting TSOC campaign planning
efforts, with emphasis on special warfare.
The ARSOF 2022 restructure established 1st Special Forces
Command (Airborne) (Provisional) as an Army Division-like
headquarters tasked with operational missions and force provider
responsibilities. The restructure also established an organic Military
Intelligence Battalion and two new staff directorates (Influence and
the Office of Special Warfare) within 1st SFC (A)(P). These
changes allow 1st SFC (A)(P) to field a deployable and scalable
SOJTF headquarters to synchronize SOF effects for joint force
commanders. Additionally, each of the five Active Duty Special
Forces groups restructured their existing 4th Battalions, creating
units of action designed to assist in understanding, defining, and
preparing the operating environment. The capabilities established
through ARSOF 2022 place emphasis on operations outside, or
preceding, major combat theaters. Ultimately, these capabilities add
options to the USASOC portfolio of forces designed to address
trans-regional threats. ARSOF 2022 also established the Str ...
Army Capability Integration Center - America's Army Globally Responsive, Regi...Tom "Blad" Lindblad
The document discusses the United States Army's strategic priorities and vision for the future. It makes three main points:
1) The Army will focus on developing adaptive leaders through expanded education and training programs to prepare for complex global challenges.
2) The Army aims to be globally responsive and regionally engaged by organizing regionally-focused forces that can be rapidly deployed worldwide to support combatant commands.
3) The Army will work to remain ready and modern by adapting current capabilities, evolving new technologies, and innovating to ensure overmatch against future threats.
1) Developing a comprehensive approach to civil-military cooperation represents a major challenge that organizations face in operations today. More work is needed to define what a comprehensive approach entails and foster a common understanding of its scope, nature, and direction.
2) To be successful, an organization must have a comprehensive approach that encompasses its own resources, cooperation with international partners, and work with local governments. Well-coordinated capabilities between military and civilian actors require integrated training and learning from best practices.
3) Building an integrated comprehensive capability involves overcoming challenges like communicating across different organizational cultures and integrating civilian capabilities from national and international sources with military operations. Prior civil-military planning and coordination is essential for post-conflict success
The document discusses characteristics of an innovative Department of the Navy (DON), including:
1) Comfort with risk and uncertainty, emphasizing that uncertainty provides opportunities for innovation.
2) Cultivating intrinsic motivation by aligning individuals' strengths and interests with organizational needs.
3) Emphasizing information sharing to leverage ideas across organizational boundaries.
4) Encouraging agile decision-making and streamlining processes to increase flexibility.
5) Valuing diversity of thought to avoid groupthink and bring different perspectives together.
Military commanders face ambiguous and fastmoving circumstances, which can change in rapid and unexpected ways. What can investors and pension funds learn from the military’s approach to risk and crisis management?
Chairman of the Joint Chiefs of Staff Written Congressional StatementTisha Wright
This document is General Joseph Dunford's posture statement before the House Appropriations Committee regarding the state of the US armed forces and current security environment. It summarizes key strategic challenges posed by Russia, China, North Korea, Iran, and violent extremist organizations. It notes capability shortfalls in the US military and the need for continued investment to address these challenges. General Dunford advocates for funding in the FY2017 budget to improve readiness, deter adversaries, and ensure US military dominance.
This document provides a summary of the 2010 Quadrennial Defense Review conducted by the U.S. Department of Defense. It outlines the complex global security environment, America's role and interests in the world, and the department's defense strategy. The strategy balances resources and risk across four priorities: prevailing in today's wars in Afghanistan and Iraq, preventing and deterring conflict, preparing for a wide range of contingencies, and preserving the all-volunteer force. It also discusses rebalancing military capabilities, strengthening relationships with allies and partners, and reforming business practices.
This document discusses emergency coordination in Nigeria. It defines coordination as the intelligent sharing of information and discussion of issues among independent organizations with a common purpose. The key points are:
1) Nigeria's coordination system is called NEMANEMA and involves coordination at the federal, state, and local levels between government agencies, NGOs, and community groups.
2) Effective coordination requires clear communication, transparency, establishing mandates with the government, and recognizing different capacities and competencies.
3) Challenges to coordination include fragmentation, lack of understanding between groups, and competitiveness over funds. Trust, shared vision, and ground rules can help support effective collaboration.
Force 2025 and Beyond Torchbearer Article January 2015Scott Sadler
The document discusses the U.S. Army's holistic modernization strategy called Force 2025 and Beyond. It aims to develop a more capable, adaptive future force by maintaining technological overmatch against adversaries. The strategy will improve the Army's ability to provide future technologies through its Science and Technology Enterprise. This enterprise focuses research and development efforts on addressing warfighting challenges identified in the new Army Operating Concept to ensure technologies can counter future threats. Maintaining investment in the Science and Technology Enterprise is important for informing affordable modernization and minimizing risks to major acquisition programs.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
The 2014 Army Equipment Modernization Plan outlines investments across 10 capability areas for FY2014. It links these investments to Army strategy of empowering soldiers and squads with unmatched lethality, protection, and situational awareness through an integrated network. The plan emphasizes versatile, tailorable equipment that prepares the Army for complex threats. It focuses on mature technologies through incremental improvements and military-unique technologies for the future. The plan was created amid strategic uncertainties, rapid technological changes, and fiscal constraints requiring affordable, sustainable choices to maintain capabilities.
This document summarizes a roundtable discussion on strategic lessons from stabilization operations in Afghanistan, Haiti, and Solomon Islands. The key themes that emerged were:
1) Leadership and unity of effort are challenging but critical for effective transitions from external to local control.
2) Local and external actors must work together under a shared plan with mutually reinforcing civilian and military activities.
3) Joint assessment teams are needed to accurately understand needs and inform policy, and regular interagency meetings improve coordination.
4) National reviews of coordination, decision-making, and communication can identify lessons to improve future crisis responses.
This report summarizes the program plans and funding for each of the major acquisition programs included in the SAR and four additional programs. The Air Force’s Long Range Strike-Bomber (LRS-B), Long Range Standoff Missile (LRSO), and Ground Based Strategic Deterrent (GBSD), the future replacement for the Minuteman III, and the Navy’s Ohio-Class Replacement are not yet reported in the SAR, but enough is known about each program to construct a reasonable cost estimate. These programs are among the largest acquisition programs in DoD’s portfolio, and any discussion of major acquisitions would be incomplete without them. The programs included in this report represent 36 percent of the total acquisition budget in the FY 2016 FYDP. The remaining 64 percent of funding is used for hundreds of smaller acquisition programs not reported in the SAR or other programs too early in development to be included in the SAR.
“The Tustin Hangars: Titans of History” is a comprehensive history of the two blimp hangars at the former U.S. Navy and Marine Corps air station in Tustin, California. The hangars were built early in World War II to house manned blimps or, in Navy terminology, non-rigid lighter-than-air (LTA) airships.
This document provides the 36th Commandant's initial planning guidance for the Marine Corps. It outlines several priorities, including enhancing recruitment screening to evaluate psychological resilience, addressing gaps in leadership at the non-commissioned officer level, and improving personnel stability and unit cohesion. The Commandant intends to guide the Marine Corps to be ready to meet its expeditionary mission and win future battles by focusing on leadership, warfighting capabilities, and balanced readiness across the force.
This document provides guidance from the Commandant of the Marine Corps on advancing the Marine Corps over the next four years. It outlines five focus areas: people, readiness, training/experimentation, integration with naval/joint forces, and modernization. The guidance emphasizes maintaining high quality personnel, decentralizing training while adhering to maneuver warfare principles, and modernizing through new technologies. Specific objectives include reviewing force structure, growing cyber and electronic warfare capabilities, ensuring leaders have time to train units pre-deployment, and reenergizing support for Marines after they leave active service. The overall goal is for the Marine Corps to remain the nation's crisis response force and be most ready when the country is least ready.
CRS - Marine Corps Amphibious Combat Vehicle (ACV) and Marine Personnel Carri...Tom "Blad" Lindblad
The document summarizes the Marine Corps' Amphibious Combat Vehicle (ACV) and Marine Personnel Carrier (MPC) programs. It provides background on the cancellation of the Expeditionary Fighting Vehicle in 2011 and the rationale for the ACV and MPC. It discusses requirements, program developments including contracts awarded in 2015, and the FY2016 budget. It notes potential issues for Congress regarding the new acquisition strategy for the ACV and MPC.
MCRP 5-12D Organization of United States Marine Corps 26 Aug15Tom "Blad" Lindblad
This document provides an overview of the organization of the United States Marine Corps, including its command structure and major components. It outlines the mission and roles of Headquarters Marine Corps, the Marine Corps Operating Forces including the Marine Air-Ground Task Force (MAGTF) framework of Marine Expeditionary Force, Brigade, and Unit levels. It also describes the Supporting Establishment, Marine Corps Reserve, and geographic and functional Marine Corps Components responsible for different regions and missions.
The Military Compensation and Retirement Modernization Commission (MCRMC) retirement
reform plan is a blended approach that includes a defined benefit (DB), a defined contribution
(DC) plan, and higher current compensation in the form of continuation pay at year
of service (YOS) 12. In addition, the plan allows active component (AC) service members—at
the time of their retirement from the military—a choice regarding the DB annuity receivable
from the time of retirement to age 67.1 The member may choose a full DB annuity, a full
lump-sum payment in lieu of the annuity, or partial DB annuity and partial lump sum. The
DB is like today’s DB, except with a multiplier of 2.0 percent instead of 2.5 percent in today’s
system. Reserve component (RC) retirees could elect to receive (1) a full DB annuity starting
at age 60; (2) a lump sum paid at the time of retirement from the RC in lieu of the annuity to
age 67; or (3) a partial DB annuity from ages 60 to 67 and a partial lump sum paid at the time
of retirement from the RC, then receive the full annuity starting at age 67. The DC plan vests
at YOS 3, the Department of Defense (DoD) makes an automatic contribution of 1 percent of
basic pay from years 1 to 20, and DoD matches the member’s contribution up to 5 percent of
basic pay over years 3–20.
GAO - Surface Ships: Status of the Navy’s Phased Modernization PlanTom "Blad" Lindblad
The Navy originally proposed a Phased Modernization Plan in 2014 that would place 11 cruisers and 3 dock-landing ships into reduced operating status for up to 12 years for maintenance and modernization. However, in 2015 the Navy significantly revised the plan in response to congressional concerns about capacity shortfalls. The revised plan limits the number of cruisers in modernization status at one time to no more than 6, and the time per cruiser to no more than 4 years. The Navy did not consider formal alternatives to the original plan and revised it primarily to address congressional concerns about reduced fleet capacity.
DOD's 2015 China Military Power Report (85 pages long)
Text Document
On May 9, 2015, the Defense Department released its annual China military power report.
This document provides an overview of the Department of Homeland Security's (DHS) procurement structure and spending in fiscal year 2014. It discusses that DHS spent $16.5 billion through 86,594 transactions in FY2014, with the largest components by spending being the Office of Procurement Operations, U.S. Coast Guard, Customs and Border Protection, and Immigration and Customs Enforcement. It also breaks down DHS spending by commodity families such as IT & telecom, professional services, and facilities & construction. The document outlines DHS' strategic sourcing program and notes that it achieved $471 million in savings for FY2014.
USMC Expeditionary Force 21 MAGTF Ground Combat Element (2015)Tom "Blad" Lindblad
1) The document discusses the need for the Marine Corps Ground Combat Element (GCE) to adapt to changing operational environments and complex mission requirements, such as non-combatant evacuations and raids on terrorist camps.
2) It analyzes recent missions and potential scenarios, questioning whether the GCE is adequately prepared and trained to execute complex, time-sensitive missions involving dispersed small units coordinating with air and naval assets.
3) The author calls for focusing on improving capabilities like integrated digital communications, reducing timelines for planning and execution, and standardizing training across the GCE to ensure readiness for large-scale operations on short notice against determined enemies.
Commandant of Marine Corps Posture Statement_2015 to CongressTom "Blad" Lindblad
Attached is the current posture statement and opening statement from yesterday's briefing by General Dunford to the House Appropriations Subcommittee on Defense.
Topics in the Posture Statement include:
• OEF-Afghanistan
• ARG/MEU Operations
• SPMAGTF-CR Operations
• Marine Corps in the Pacific
• Black Sea Rotational Force, Embassy Security Forces, and Theater Security Cooperation
• Fiscal Year 16 Budget Priorities
• Force Structure
• Amphibious Combat Vehicle
• Joint Light Tactical Vehicle
• Joint Strike Fighter
• CH-53K
• Command, Control, Communications and Computers
• Naval Integration and Programs of Interest
Readiness
• High Quality People
• Unit Readiness
• Capacity to Meet Combatant Commanders' Requirements
• Facility Investments
• Equipment Modernization and Innovation
• Marine Corps Force Integration Program (MCFIP)
• Sexual Assault Prevention and Response (SAPR)
• Suicide Prevention
• Wounded Warriors
• Transition Readiness
The FY 2016 budget request provides $126.5 billion for the Army base budget and $20.7 billion for Overseas Contingency Operations. The request maintains an end strength of 475,000 soldiers for the Active Army, 342,000 for the Army National Guard, and 198,000 for the Army Reserve. Funding is prioritized for military pay and benefits, training, readiness and modernization to ensure the Army remains capable of meeting global commitments.
Report of the Military Compensation and Retirement Modernization Commission-2...Tom "Blad" Lindblad
The document is a report from the Military Compensation and Retirement Modernization Commission summarizing its recommendations for modernizing the military's compensation and retirement systems. The Commission studied these issues over two years and received input from over 100,000 service members, veterans, and their families. The report outlines 15 recommendations that aim to improve pay and benefits while maintaining fiscal sustainability. The recommendations include transitioning to a blended retirement system, reforming health care programs, and enhancing education and family benefits. The Commission believes the changes will help recruit and retain high quality service members for the future.
This document provides an overview and agenda for the Joint Capabilities Integration and Development System (JCIDS). It discusses the requirements environment, capabilities-based planning process, key JCIDS documents including the Initial Capabilities Document, Capabilities Development Document, and Capability Production Document. It also covers topics like the requirements approval process, capabilities-based assessments, key performance parameters, and the relationship between JCIDS and the acquisition process.
This report presents statistics regarding U.S. military casualties in the active missions Operation
Inherent Resolve (OIR, Iraq and Syria) and Operation Enduring Freedom (OEF, Afghanistan), as
well as operations that have ended, Operation New Dawn (OND, Iraq) and Operation Iraqi
Freedom (OIF, Iraq). This report includes statistics on post-traumatic stress disorder (PTSD),
traumatic brain injury (TBI), amputations, evacuations, and the demographics of casualties. Some
of these statistics are publicly available at the Department of Defense’s (DOD’s) website and
others have been obtained through contact with experts at DOD.
CRS Casualty Statistics: Operations Inherent Resolve, New Dawn, Iraqi Freedo...
SOCOM 2020 - May 2013
1.
2.
3. ince 9/11, our operations, ranging from
direct action raids, to irregular warfare,
to peacetime engagement and relationship
building, have significantly contributed to
the accomplishment of U.S. strategic and
operational objectives. Our unique contribution
to national security emanates from superb SOF
warriors, who time and time again demonstrate
unhesitating dedication to duty, bravery,
tenacity, mature judgment, and
judicious use of force.
Given the increasing
complexity and uncertainty
in the global environment,
it is imperative USSOCOM
become more agile, even more flexible,
and ready for a broader range
of contingencies. We shall
achieve this through
the development of
globally networked,
innovative, low-cost,
and small footprint
approaches toachieve
our nation’s security
objectives. Success in
the future demands
unprecedented levels
of trust, confidence, and
understanding – conditions
that can’t be surged.
Effective networks are best created before a
crisis. Building networks requires relationships
and relationships require trust. Building trust
requires time and commitment. Persistent
engagement based on mutual trust and
understanding best positions the force to build
relationships. SOF must sustain and then
improve capacity to shape the operational
environment while building relationships
based on trust and sharing experiences,
hardships and knowledge with our partners.
Earning their trust hinges on retaining
our unique mastery of combating violent
extremist networks – a skill set mastered
during the last ten years of conflict. If we do
the fundamental tasks well -
SOF is best positioned to
prevent conflict or, when
we have to, fight as an
empowered force – fast,
unpredictable, relentless,
and precise.
Moving forward, we must Win our Current
Fights, Expand our Global SOF Network,
Preserve our Force and Families, and provide
Responsive Resourcing to meet dynamic future
challenges - USSOCOM must not only continue
to pursue terrorists wherever we may find them,
we must rebalance the force and tenaciously
embrace indirect operations in the -
“Human Domain,” the totality of
the physical, cultural, and social
environments that influence human
behavior in a population-centric conflict.
INTRODUCTION
S
Success in the future
demands unprecedented
levels of trust, confidence,
and understanding –
conditions that
can’t be surged.
“
”
2020
1United States Special Operations Command 2020
4. These conflicts require unique capabilities to
achieve success. While SOF is designed to
contribute to or support efforts in every domain
of warfare, the vast majority of SOF expertise
lies in the human domain of competition,
conflict, and war. The Human Domain is about
developing understanding of, and nurturing
influence among, critical populaces. Operating
in the Human Domain is a core competency
for SOF and we are
uniquely suited for success-
ful operations or cam-
paigns to win population-
centric conflicts. While
SOF operates today in
the Human Domain, the
expansion of the global
SOF network provides
a comparative advantage for our nation and
partners. It is critical to maintain robust and
frequent collaboration with the Geographic
Combatant Commanders, interagency, allies,
partner nations, coalitions, and our military
services to ensure this comparative advantage
is realized and sustained.
In the end, our success is ultimately
rooted in how well we take care of
our most precious resource - the SOF
warriors and their families.
Critical to long-term success is responsive
resourcing to ensure we maintain readiness, our
technological advantages, lethality, and global
agility. Without readiness of the force, no other
objectives can be accomplished. We emphasize
this in all our guidance and actions.
United States Special Operations Command
2020 provides strategic direction for SOF to
prepare, posture, and operate in dynamic and
diverse environments, often under ambiguous
circumstances. We must think differently, seek
greater understanding of local, regional, and
global contexts, and strengthen trust through
interagency and partner cooperation.
Strategic Guidance
Addressing the Evolving
Operating Environment
Recent Defense Strategic Guidance (DSG)
and Chairman’s Direction to the Joint Force
require changes to the
Joint Force in light
of a dynamic strategic
landscape. The DSG directs
the U.S. Military to build
a more agile, flexible,
ready and technologically
advanced force and-
Whenever possible, we will develop
innovative, low-cost, and small-footprint
approaches to achieve our security
objectives, relying on exercises,
rotational presence, and advisory
capabilities.
Furthermore, the Capstone Concept for
Joint Operations (CCJO) poses an operational
challenge:
Our Vision is a globally networked
force of Special Operations Forces,
Interagency, Allies and Partners
able to rapidly and persistently
address regional contingencies
and threats to stability
“
”
2020
2 United States Special Operations Command 2020
5. How will the joint forces with constrained
resources protect U.S. national interests
against increasingly capable enemies
in an uncertain, complex, rapidly
changing, and increasingly
transparent world when
security challenges
simultaneously exhibit both
local and global dimensions?
Present global fiscal circum-
stances are compelling the joint force to
prioritize a ready and capable force over
retaining force structure as it currently exists.
Reducing force structure on a global scale
requires increased efficiency, versatility, and
interdependence as well as maximizing partner-
ships to address state and non-state actors’
threats to security that no single nation can
undertake. USSOCOM remains focused on
investment decisions maximizing current and
future agility and responsiveness to
provide Geographic Combatant Commander
intrinsically versatile forces to face an
unpredictable strategic environment. We will
capitalize on networks and interdependency
that maximizes effectiveness in conflict
prevention and evolving Irregular Warfare.
The asymmetric capabilities proliferating
throughout an increasingly connected
global world
require SOF to
leverage game
changing tech-
nologies such as
cyber, robotics,
nanotechnol-
ogy, and ISR to ensure our comparative
advantage and ability to achieve success despite
rapidly evolving future challenges.
In addition to technological challenges, the
Chairman’s Strategic Guidance to the Joint
Force challenges the Joint Force to evolve
to meet future strategic challenges, to “think
differently,” and to adapt to an environment
that exhibits an accelerating rate of change.
SOF’s strength is its ability to understand the
strategic environment and address challenges
via networking with partners and allies.
Together, we can prevent future conflict or
provide a rapid response capability to defeat
adversary networks. Increased information
transparency is causing host nation leaders
Defense Strategic Guidance (DSG)
In executing the ten primary
missions of the armed forces, the
DSG directs the joint force to:
• offer versatility across
the range of missions
• make investment decisions
that maximize agility and
responsiveness
• maintain ready and capable
forces over retaining
existing force structure
• capitalize on networks
and interdependency to
maximize effectiveness
in deterrence and
evolving warfare
“
”
2020
3United States Special Operations Command 2020
6. to respond to sensitivities of U.S. presence.
Guaranteed access across the globe requires
sm a l l e r, i n te rd e p e n d e n t , i n n o va t i v e,
decentralized, networked, adaptive, versatile
and affordable SOF units.
USSOCOM’s Support of Defense
Strategic Guidance
Execution of the DSG and Chairman’s
Strategic Direction requires that we achieve
our end state of globally networked Special
Operations Forces, Interagency, Allies and
Partners capable of rapidly or persistently
addressing regional contingencies and threats
to stability.
We will provide unwavering support to
the Global Combatant Commanders’
wherever our national interests are
at stake. We will remain a pre-eminent
Counterterrorism force and we
will continually improve our indirect
operations in the human domain. Our
efforts are aligned along four priority
lines of operation:
Win the Current Fight
The imperative to winning the current fight
is first and foremost our commitment to
Afghanistan, a significant international effort.
This effort is linked back through both
the Joint Staff and Defense Department
objectives to the National Security Strategy
(NSS). We have achieved unity of effort in this
campaign and gained efficiencies by aligning
all U.S. and coalition SOF under a single SOF
command. This command is responsible for
increasing collaboration among SOF entities
and providing the synergy necessary to
achieve optimal effects on the battlefield. As
conventional forces continue to drawdown in
Afghanistan, SOF is posturing to shoulder a
heavier operational, command and control role
with interagency and partner nations. SOF's
expertise as advisors and trainers becomes
increasingly more important in developing the
capability and capacity of the Afghanistan
National Security Force to provide sustainable
security, transparency, justice, and opportunity
for the Afghan people.
Chairman’s Strategic Direction
to the Joint Force
The Joint Force of 2020 will:
• be smaller, interdependent,
and integrated
• capitalize on emerging joint
operations as SOF, Cyber,
robotics, and ISR as central
to joint operations
• leverage game
changing capabilities to
enhance smaller well
trained and equipped force
“
”
Chairman’s Strategic Direction
to the Joint Force
• Transition Security
responsibility to the Afghan
National Security Force
• Sustain persistent action
against al-Qa’ida and other
violent extremists
“
”
2020
4 United States Special Operations Command 2020
7. We are also pursuing violent extremists
across the globe wherever we may find them.
For the foreseeable future, the United States
will deal with various manifestations of inflamed
violent extremism, transnational criminal
organizations and other threat networks –
especially those pursuing weapons of mass
destruction. In order to conduct sustained
operations around the globe, our Special
Operations Forces must adapt to the
ever-changing environment. SOF’s missions,
conducted daily in approximately eighty
countries around the world and across
terrestrial and maritime seams, are building
enduring relationships through training with
partner forces and assisting like-minded
nations as they address the underlying causes
of extremism. These cumulative sustained
efforts, when teamed with our service and
interagency partners, keep the pressure on
violent extremist organizations, reduce their
capacity to conduct attacks, especially WMD,
and protect our national interests.
Expand the Global SOF Network
As we transition into a period of potentially
constrained resources, it is more critical than
ever to prevent or deter hostilities before they
turn into major regional conflicts. Maintaining
security and supporting our allies and partners
is a vital interest outlined in the NSS and is best
realized by conflict prevention. In support of
Ambassadors and GCCs, aligned with our
interagency partners, SOF will provide small
unit, forward-based persistent presence closely
integrated with our partners to protect our
interests and provide rapid response. We simply
cannot surge trust at the time of crisis.
Another key element of our global SOF
network requires enhancing the capabilities of
our Theater Special Operations Commands
(TSOCs). Over a multi-year deliberate process,
supported by detailed analysis and war gaming,
we will properly empower the TSOCs to increase
capacity and capabilities of SOF support to the
GCCs. Likewise, we are enhancing our
presence in the National Capital Region (NCR) to
responsibly support decision making with our
interagency partners. Strengthening our TSOCs
Chairman’s Strategic Direction
to the Joint Force
• Expand interagency and
international cooperation
• Promote multilateral security
approaches
• Pioneer new ways to combine
and employ emergent
capabilities such as
Special Forces
• Coordinating military power
with the diplomacy and
development efforts of our
government and those of our
allies and partners
• It means a regionally postured
but globally networked and
flexible force that can be
scaled and scoped to demand
“
”
2020
5United States Special Operations Command 2020
8. and interagency interaction facilitates our
development of Regional SOF Coordination
Centers (RSCCs). These multilateral coordination
forums established in key locations
around the world are to promote multinational
collaboration, education and training
opportunities with Partner Nation SOF. RSCCs
shall facilitate long-term
relationships and
burden-sharing to
achieve mutual
security objectives.
Preserve the
Force
and Families
A SOF Universal Truth is that
“people are more important than hardware.”
To ensure readiness, USSOCOM must ensure our
SOF warriors and their families are properly
cared for by reducing the stress they face
from the lack of predictability and demanding
operational tempos exacerbated by significant
time spent away from home. Increased difficulty
also occurs as forces reconnect and reintegrate
into family activities. We will provide responsive
counseling, medical, psychological, and
rehabilitative care to institutionalize the
resiliency of our SOF warriors and their families.
Everyone in the fight has been significantly
changed by the fight. Providing the treatment
our troops need and eliminating the stigma
associated with asking for help is a top priority
for all SOCOM leaders. For our families, we are
implementing family programs identified as
best practices and aggressively institutionaliz-
ing education for our Chaplains and Mental
Health professionals to emphasize family and
life initiatives. In addition to increasing the pre-
dictability of service member deployments,
SOCOM will redouble our efforts to reach out
to families with initiatives like our social media
page and more deliberate Command Communi-
cations. We all (including loved ones) seek to be
healthy in mind and body. We are committed to
sustaining our force and families and will not
break faith with our SOF family.
Responsive Resourcing
USSOCOM has an obligation to appropriately
train, educate, and equip the warriors from
whom we ask so much. We recognize the
Department of Defense’s challenging fiscal
environment. We are committed to our
disciplined resourcing process to ensure success
as USSOCOM’s missions, responsibilities, and
capabilities continue to adapt to the current and
projected fiscal landscape. We will continue
to reduce and divest investments in
Chairman’s Strategic Direction
to the Joint Force
• Our profession is our people
• Keep faith with our
military family
• Strengthen the force and
enhance resiliency
• Reduce the stigma and
reduce barriers to seeking
mental health services
“
”
2020
6 United States Special Operations Command 2020
9. underperforming programs and activities,
manage cost-growth in acquisition programs,
and implement requirements of the combatant
command review, Executive Order mandates,
and DOD auditability guidance.
As we implement our priority initiatives,
we will ensure resourcing processes reflect the
priorities of our strategic guidance. The total FY
2013 USSOCOM budget request is 1.7% of the
overall proposed DoD budget. When combined
with the Service-provided capabilities necessary
to enable our operations, we still represent less
than 4% of the DoD total budget. While
maintaining cost effectiveness, we will remain
within our programmed manpower growth.
This growth is essential for maintaining the
agile global SOF engagements that underpin
the Defense Strategic Guidance. Additionally,
USSOCOM's ability to execute rapid acquisition
of its materiel and service programs is essential
to meet the high demand to deliver and field
2020
7United States Special Operations Command 2020
10. critical materiel requirements and new
technologies. USSOCOM’s ability to maintain
the competitive advantage on the battlefield
depends on our ability to out-think and out-pace
the enemy in speed, technology, equipment,
and maneuverability. SOF capabilities are
directly related to investments we make
through our procurement budget.
Where We Will Be in 2020
The Global SOF Enterprise will become a
globally networked force of Special Operations
Forces, Services, Interagency, Allies and Partners
able to rapidly and persistently address regional
contingencies and threats to stability.
The SOF Operator will remain the strategic
cornerstone of the Global SOF Enterprise.
This expert warrior is regionally grounded,
well-educated, diplomatically astute, and
a master of the SOF tradecraft. As the
integrating factor at the most fundamental
level of operations and activities, the innovative,
tenacious, and networked SOF Operator
is hand-selected, rigorously trained, and
deliberately educated throughout their
career to increase their strategic vision -
enabling them to better shape the environment
and exploit emerging opportunities. The SOF
Operator adapts to new challenges and rapidly
responds to global crises leveraging the Global
SOF networks created by their excellence in the
human domain. The SOF operator understands
and practices the principles of Mission
Command and decentralized operations. They
cultivate a bias for action in their subordinates,
develop mutual trust and understanding, and
exercise moral nerve and restraint.
Defense Strategic Guidance requires and
SOCOM 2020 directs the SOF Enterprise to
renew and strengthen global SOF partnerships
to refine the United States’ leadership in the
21st century. In an age of economic constraint
and a politically enflamed global landscape, the
SOF Enterprise of 2020 employs agile, flexible,
low-visibility and highly adaptable capabilities
against insurgency, countering WMD, terrorism,
and nexus with transnational crime. The SOF
Enterprise of 2020 shall project power, promote
stability, and prevent conflict.
2020
8 United States Special Operations Command 2020
Chairman’s Strategic Direction
to the Joint Force
• Be affordable in every
way possible
• ...we will need to be even
more joint - advancing
interdependence and
integrating new capabilities...
to build a Joint Force that
preserves options for
our Nation
“
”