The Year In Special Operations 2016-2017 Edition by Vadim Koval

The Year in

SPECIAL OPERATIONS 2016-2017 EDITION

MARSOC 10th Anniversary – • • • • •

MARSOC Commander Maj. Gen. Joseph L. Osterman MARSOC Command Sgt. Maj. John W. Scott Col. Peter D. Huntley, Marine Raider Regiment Col. Jon D. Duke, Marine Raider Support Group Col. Brett A. Bourne, Marine Special Operations School

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INTERVIEW: Rear Adm. Kerry M. Metz, SOCNORTH Commander

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EDITORS’ FOREWORD In this edition we commemorate the 10th anniversary of the activation of Marine Corps Forces Special Operations Command. Officially activated Feb. 24, 2006, MARSOC today has reached its authorized end-strength of 2,742 active-duty Marines. Organized into the Marine Raider Regiment, Marine Raider Support Group, and Marine Special Operations School, MARSOC is the “youngest” of USSOCOM’s service component commands, and the smallest. MARSOC’s contributions to American SOF are out of all proportion to its size, however, providing critical skills to SOCOM at large. Its three Marine Raider Battalions (MRB) are each aligned with a particular Geographic Combatant Command, with 1st MRB aligned with PACOM, 2nd MRB aligned with CENTCOM, and 3rd MRB aligned with AFRICOM, although MARSOC Raiders are not limited to operating solely under those commands. Our commemorative content is anchored by exclusive interviews with MARSOC Commanding General Maj. Gen. Joseph L. Osterman; former MARSOC Command Sgt. Maj. John W. Scott; Marine Raider Regiment Commander Col. Peter D. Huntley; Marine Raider Support Group Commander Col. Jon D. Duke; and Marine Special Operations School Commander Col. Brett A. Bourne. The Marine Raider heritage is also commemorated here with an article describing the Raiders’ World War II role in the invasion of Tulagi and the legendary defense of Edson’s Ridge on Guadalcanal. Along with the youngest service component of USSOCOM, we feature the youngest Theater Special Operations Component Command in an interview with SOCNORTH Commander Rear Adm. Kerry M. Metz, USN. Established in November 2013, SOCNORTH is aligned with NORTHCOM, covering the same area of operations and operating in partnership with the interagency and regional SOF, synchronizing operations against terrorist networks, and, when directed, employing SOF to defend the continental United States and respond to crises. As always, we look at the past year for each of the USSOCOM component commands, and include historical features on SOF operations like Operation Thunderbolt/Jonathan (the raid on Entebbe) and Operation Nimrod (the Iranian embassy raid in London), as well as an update on international special operations forces. We hope you enjoy this edition of The Year in Special Operations. John D. Gresham Chuck Oldham

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CONTENTS 6

Rear Adm. Kerry M. Metz, USN Commander, Special Operations Command-North (SOCNORTH) By John D. Gresham

Maj. Gen. Joseph L. Osterman MARSOC Commanding General By J.R. Wilson

MARSOC 10th Anniversary By J.R. Wilson

122 Entebbe:

126 Product Showcase YEAR IN REVIEW

14 24

U.S. MARINE CORPS PHOTO BY LANCE CPL. STEVEN FOX

101

Interview with Col. Brett Bourne Commander, Marine Special Operations School Interview with Col. Jon Duke Commander, Marine Raider Support Group

106 1st Marine Raiders at Tulagi and Edson’s Ridge

By Dwight Jon Zimmerman

114 Operation Nimrod, May 5, 1980

The SAS London Hostage Rescue By David C. Isby

AFSOC Developing People, Exploiting Technology By Maj. Gen. Richard Comer, USAF (Ret) and Col. Darrel Whitcomb, USAF (Ret)

By John D. Gresham

SOCOM By John D. Gresham and Chuck Oldham

By J.R. Wilson

Interview with Col. Peter Huntley Commander, Marine Raider Regiment

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Sgt. Maj. John W. Scott

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MARSOC Always Forward By J.R. Wilson

NAVSPECWARCOM An interview with Rear Adm. Brian L. Losey, USN, on the state of Naval Special Warfare By Scott R. Gourley

USASOC Adapting, Engaged By Shawn E. Gorman and Chuck Oldham

International SOF A Worldwide Survey By David C. Isby

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The Year in

SPECIAL OPERATIONS 2016-2017 Edition

Published by Faircount Media Group 701 North West Shore Blvd. Tampa, FL 33609 Tel: 813.639.1900 www.defensemedianetwork.com www.faircount.com EDITORIAL Editor in Chief: Chuck Oldham Consulting Editor: John D. Gresham Managing Editor: Ana E. Lopez Editors: Rhonda Carpenter Contributing Writers: Maj. Gen. Richard Comer, USAF (Ret.), Shawn E. Gorman, John D. Gresham, Scott R. Gourley, David C. Isby, Mike Markowitz, Col. Darrel Whitcomb, USAF (Ret.), J.R. Wilson, Dwight Jon Zimmerman DESIGN AND PRODUCTION Art Director: Robin K. McDowall Project Designer: Daniel Mrgan Designer: Kenia Y. Perez-Ayala Ad Traffic Manager: Rebecca Laborde ADVERTISING Ad Sales Manager: Art Dubuc Account Executives: Steve Chidel, Brandon Fields, Robert Panetta, Patrick Pruitt, Adrian Silva OPER ATIONS AND ADMINISTR ATION Chief Operating Officer: Lawrence Roberts VP, Business Development: Robin Jobson Business Development: Damion Harte Financial Controller: Robert John Thorne Chief Information Officer: John Madden Business Analytics Manager: Colin Davidson FAIRCOUNT MEDIA GROUP Publisher, North America: Ross Jobson

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Interview

REAR ADM. KERRY M. METZ, USN COMMANDER, SPECIAL OPERATIONS COMMAND–NORTH (SOCNORTH) BY JOHN D. GRESHAM

Rear Adm. Kerry M. Metz serves as the first commander of Special Operations Command North, a subordinate unified command of U.S. Special Operations Command under the operational control of U.S. Northern Command. Commissioned via the Aviation Officer Candidate School in October 1984 and after a very brief time in aviation, Metz was assigned to the surface fleet, where he served on USS Enhance (MSO 437). Transferring to Naval Special Warfare, he completed Basic Underwater Demolition/SEAL training with Class 149 in April 1988. He served in both Naval Special Warfare and Joint Special Operations assignments. Previous commands include a Naval Special Warfare Task Unit, a Joint Task Force, Naval Special Warfare Group 11, and six Naval Special Warfare Reserve Units. His service overseas includes multiple deployments to Operations Enduring Freedom and Iraqi Freedom. Promoted to rear admiral in October 2011, he served first as the deputy commander and then as interim commander of Special Operations Command Central from September 2011 to July 2013. Rear Adm. Metz holds a Bachelor of Science in business from the University of Colorado in Boulder and a Master of Business Administration from the University of Denver. He completed courses at the Air Command and Staff College, the Armed Forces Staff College, and the Defense Language Institute.

The Year in Special Operations: When we talk about U.S. Northern Command or NORTHCOM as it’s known, how big is it physically? What are its political boundaries and what kind of human terrain, in your mind, does it cover? Rear Adm. Kerry M. Metz: NORTHCOM covers the continental United States, Alaska, Canada, the Bahamas, and Mexico. Northern Command stood up after 9/11, and is co-located fully integrated with the North American Air Defense Command (NORAD). The only separation they have between the two staffs is in the J-3, the Operations Sections. NORTHCOM is responsible for homeland defense, security cooperation, and civil support.

Why does NORTHCOM, which is, in theory, a homeland command, need to have a special operations component command? Well, I think there are a couple of things. Each geographical combatant command has a special operations command. NORTHCOM was the only one that didn’t have one. What the other special operations component commands do by linking together with the SOCOM Headquarters is they create a network. In order for NORTHCOM to leverage this network, they had to have some sort of way to link into it. So, it was decided between Adm. [William H.] McRaven, then the SOCOM

We do. Remember that SOCNORTH’s persistent and network presence enables us to provide rapid crisis response and unified action within the NORTHCOM theater. So, the portfolio that we’ve been assigned is to take the organize, train and equip, plan, sync, and employ functions of SOCOM and blend them with the NORTHCOM homeland defense, security cooperation, and civil support in a defending-the-homeland spectrum of mission sets. So for us here at SOCNORTH, it’s everything from counterterrorism to countering WMD to countering transnational organized crime, or helping our Mexican partners with that, [and] civil support, usually to the lead federal agency in our theater, in our case most often the FBI and then cooperative security. You know, you think of NORTHCOM as a homeland Geographic Combatant Command (GCC), but in reality it still has Canada, Mexico, the Bahamas and the maritime approaches to the homeland. So it requires pretty much the same thing as all the other GCCs, it’s just a little bit unique in that it has the homeland within its area of responsibility.

commander, and Gen. [Charles H.] Jacoby, then the NORTHCOM commander, to ask the Secretary of Defense for permission to stand up a SOC, a special operations command, for Northern Command. That was approved by Secretary [Leon] Panetta, and we came into being.

U.S. NAVY PHOTO

So, in a very real way, when McRaven was promoting his idea of a “Global SOF Network,” this is NORTHCOM’s piece that allows them to plug in and be part of that network? That’s exactly right. And they had lacked that piece since they stood up after 9/11. Not to say that there weren’t some dedicated civilians and military personnel working in the NORTHCOM J-3 [Operations] directorate to sort of coordinate, but it wasn’t a full-fledged command dedicated to that linkage. So beyond being the router connection between NORTHCOM and the rest of the network, do you have a portfolio of assignments, missions, and other things that you could talk about?

We’ve seen the rise of theater special operations command (TSOCs) as the centers of mass and gravity with regard to special operations forces (SOF) operations worldwide. What were your particular challenges and problems when you stood up this command? Well, it was interesting. I had been the deputy commander, and then the interim commander, of Special Operations Command – Central (SOCCENT), the largest of all the TSOC commands. Adm. McRaven asked me if I would consider, as a follow-on to that, the job of standing up this one. And I did have the background in what a TSOC does in a varied, complex, and challenging environment. So my first question back to Adm. McRaven was, “Where is it going to be located?” I’m a Colorado native and, you know, Adm. McRaven is a Texan [now the Chancellor of the University of Texas system]. He said, “Well, it could be located in a lot of places. It could be San Antonio, or El Paso,” and I was not all that enthused. Then he said, “I’m just kidding. Gen. Jacoby [then the NORTHCOM commander] has insisted that it be co-located at Peterson Air Force Base with the Headquarters of Northern Command.” Then, of course, I was a little more excited. Well, it’s not the worst place to have a headquarters, and if you’re going to, as our friend Adm. McRaven says, “make your bed” somewhere, “the Springs” is not the worst place. Yes, it is not bad. It has some geographic desirability. We came out, and there were a few dedicated SOF

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Recently, 26 participants from the Royal Bahamian Defense Force successfully graduated from a Joint Combined Exchange Training (JCET) Exercise conducted by Special Operations Command North (SOCNORTH) at Coral Harbour Base in the Bahamas.

ROYAL BAHAMIAN DEFENSE FORCE PHOTO

professionals working in the J-3, working on special operations issues. We took those. We then layered some additional personnel that had been provided from SOCOM, and “stirred it around,” and got a small but capable group together, and started building the place we have today. It sounds like you’ve got a fairly small but tight-knit group there? Yes … just over 130 folks at initial operational capability. We should eventually grow to between 150 and 160 personnel. How do you and the rest of SOCNORTH fit in there, in terms of your roles and missions, for Adm. Bill Gortney [the present NORTHCOM commander] and the rest of the NORTHCOM staff? Well, remember that NORTHCOM is a joint command. We have a large contingent of special operations forces,

quite a few conventional military units, along with some contractors and civilians with various backgrounds. It’s interesting that you asked that question on how SOCNORTH fits in. The NORTHCOM commander, wearing his NORTHCOM hat, has a number of service components – an Army component, a Navy component, Air Force, Marines, and we’re his special operations component. We are also the only component that’s not “dual hatted” with some other set of responsibilities. For example, the U.S. Fleet Forces commander, Adm. [Phil] Davidson, is dual hatted as the NAVNORTH [U.S. Naval Forces Northern Command] Commander. Lt. Gen. [Rex C.] McMillian as commander, Marine Corps Forces Reserve, is dual hatted as the Marine Forces North commander. The 5th Army commander, Lt. Gen. [Perry] Wiggins, is dual hatted as the ARNORTH [commander], and Lt. Gen. [William H.] Etter, the 1st Air Force Commander, is also the AFNORTH commander. But, we are not. We have a combatant commander, who is Gen. [Joseph L.] Votel [now CENTCOM commander, and relieved by new SOCOM Commanding General Lt.

“WE SPEND A LOT OF TIME TALKING, WORKING WITH, AND DISCUSSING WITH OUR VARIOUS INTERAGENCY PARTNERS: FBI, DHS, CIA, DEA, THE STATE DEPARTMENT. ALL THE OTHER TSOCS DO THAT TO A LESSER EXTENT. WE SPEND A GOOD DEAL OF TIME ON IT. WHAT WE ARE ALL TRYING TO DO IN A COLLABORATIVE MANNER IS MAINTAIN A BETTER PREPAREDNESS AND A BETTER POSTURE FOR THE ‘JUST IN CASE’ EVENTS THAT ARE OUT THERE.”

Gen. Raymond “Tony” Thomas], and an operational commander who is Adm. [William E.] Gortney, and we are solely dedicated to working his problem set.

Now, all that said, SOCNORTH does not actually own any SOF units that you can call your own, correct? Correct. Just like SOCCENT.

With all that said, do you have a significant Reserve and National Guard component in SOCNORTH as well? We have a blend of everyone and every category you could think of. We have active duty, Reserve, National Guard, civilian contractors … everyone. And, as I tell each person that checks in with us when they arrive, the name on the front of the jersey is SOCNORTH, which is far more important than the name on the back, which is whatever particular service or component they come from. To a person, they embrace that. I know everyone here, which is one of the good things, but I could not point out by just looking at them which are Guard, or Reserve, or full time, or just here doing their drills.

So, you are primarily given access to such units on a task and mission basis? Yes. Just like SOCCENT. Now remember, SOCSOUTH has some forces that they own … as well as SOCPAC [Special Operations Command Pacific], SOCEUR [Special Operations Command Europe]. So for SOCNORTH, there’s a process for obtaining forces for a mission or task. It’s not as simple as just calling the boss. It’s a two-year process, all those training events and exercises are programmed in so that the supporting unit can prepare and plan. There’s a session of briefs; we brief them on what we need them to do, they brief us back on how they’re going to accomplish that. Intel updates, all that kind of stuff – it’s a habitual relationship that’s more formalized than an ad hoc request.

Now, obviously you have to be a little more sensitive of realities like Posse Comitatus Act and domestic policy, because you are a homeland command. What are the day-to-day things you have to do to accommodate that reality of being a homeland command? I think there’s a greater stress on the interagency portion of the portfolio. We spend a lot of time talking, working with, and discussing with our various interagency partners: FBI, DHS [Department of Homeland Security], CIA [Central Intelligence Agency], DEA [Drug Enforcement Administration], the State Department. All the other TSOCs do that to a lesser extent. We spend a good deal of time on it. What we are all trying to do in a collaborative manner is maintain a better preparedness and a better posture for the “just in case” events that are out there. There are things that go on all the time where a lead federal agency might have need to request support from DOD [the Department of Defense]. We could get into a longer discussion on Posse Comitatus, but some people often think that that prevents military personnel from doing anything in the homeland. That’s not true. There are certain categories of support the military can provide. A piece of equipment, advice… there are many things the U.S. military can do to support whoever the lead federal agency is, and you’re not in violation. It’s direct military participation in law enforcement that Posse Comitatus prevents.

And that was really where the question was meant to go is that you are tasked for particular missions. You are part of a larger planning and execution process correct? Correct. You’ve obviously started doing missions, some of which you can talk about and some of which you can’t. I’ve frankly been fascinated with the work you’ve been doing with the Bahamian forces. How has that relationship developed, and do you see the Bahamas becoming a place where you could go and create a training and, if you will, refresher activity venue that could be advantageous to both the Bahamian forces as well as the United States? Absolutely. You have to remember that the Royal Bahamian Defense Force is a very small force. Therefore, they have a limited capacity to absorb multiple training events. But they are very eager to maintain the momentum we’ve got going. And, it’s a maritime defense force. They have some new watercraft, and while they don’t have a special operations force per se, our boat guys from Naval Special Warfare Command (NAVSPECWARCOM) train them on things as routine as motor maintenance, patrolling, underway towing, and

U.S. Northern Command, U.S. Special Operations Command North, and the Royal Bahamian Defence Force are working together to execute Exercise Marlin Shield the first two weeks of May 2016. The exercise aims for the U.S. and RBDF to actively practice interoperability and bilateral operations through maritime and land-based training at remote locations throughout The Bahamas.

SOCNORTH PHOTO

recovery operations – all the basic ship handling skills – all the way up to more advanced tactics, techniques, and procedures. They’re very hungry for it and they are great to work with. What do you see happening with SOCNORTH over the next few years? Do you see it in the context of staying pretty much as is, notwithstanding contingencies and real world responses? Or do you have a program for it to evolve and grow or do other things? Well, I think the way you just described it is perfect. Pretty much as is, but at the same time, we’re always trying to mature the command. For example, when you

stand something like SOCNORTH up, you normally have, “three of these and four of those and two of those.” And you gradually realize maybe I need three, three, and three, respectively. So, as you modify and figure out what it is you’re exactly going to do, you try to cross-level the load. You know, you’ve got two guys working in operations 12 to 15 hours a day, where you might have somebody in plans working only eight hours a day, and you want to cross-level that. So, that’s just one example, but multiply that across the entire command, and you want to look at getting the balance right. So, as part of the maturing of the command, we did finally get to move into our own facility in April 2015. I invite you out here to take a look at it. This is a refurbished

SOCNORTH personnel conduct training lifting external helicopter loads during Exercise Marlin Shield. A strong collaborative partnership with the Bahamas is critical to both North America and hemispheric security.

1940s-era hangar on the flight line, and from the outside it looks terrible. However, on the inside, it’s actually pretty nice. So for a TSOC headquarters, it’s just about ideal.

SOCNORTH PHOTO

In the long run, is SOCNORTH going to be a quietly run little command that the public doesn’t really have much of a sense of day to day? Or are there plans for it to have a higher visibility operationally within NORTHCOM? I think to be as effective as we can be, we do need to maintain a lower profile. I don’t want to give away anything to potential adversaries, especially on the intelligence side. So we’ll maintain a lower approach. We don’t care who gets the credit. So, we’ll work in the background and continue to support our partners to do the best they can. As you balance SOCNORTH out, polish it, and get it to where it needs to be, what sorts of roles and missions do you see SOCNORTH being involved in over the next decade or two? Or, is that really kind of a notional question that doesn’t have a good answer right now? Well, SOCNORTH has the NORTHCOM lead for counterterrorism, counter weapons of mass destruction, and dealing with terrorist acts in the homeland AOR [area of responsibility]. We integrate with partner nation SOF forces. We provide specialized capabilities for civil support,

and all while we mature the command. And those are our four lines of effort. So there will always be a role for a SOCNORTH. The work is there, and the work is becoming more important than we considered it in the past, because while we’ve been doing a great job fighting the “away game,” more and more we get indications that the adversaries are trying to bring it to our court. And we may have to play the home game as well. What is it you want the public to know about your command and your people that we didn’t ask you about or that you think we ought to know and pass along to them? The folks working at SOCNORTH are no different than any of the other folks serving in the DOD. They’re dedicated. They’re professional. They see a clear mission, and they move out to try to accomplish that mission. So whether it’s the folks making sure our facilities are secure, or that the new communications equipment works, or the planners toiling away on plans to defend the homeland in conjunction with NORTHCOM, they all contribute. And I think sometimes we sort of forget about that, and think that it’s just about those folks we put into “harm’s way.” Everyone is contributing. Do you like your job, sir? I do. I like it a lot! n

YEAR IN REVIEW

SOCOM BY JOHN D. GRESHAM AND CHUCK OLDHAM

U.S. AIR FORCE PHOTO BY SENIOR AIRMAN PETER REFT

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“T

he command is at its absolute zenith. And it is indeed a golden age for special operations,” said Gen. Joseph L. Votel III when taking command of U.S. Special Operations Command (USSOCOM) from Adm. William McRaven in August 2014. His remarks came at a time when Daesh (the preferred designation for the selfproclaimed Islamic State of Iraq and Syria) had been running wild, having taken Mosul, Fallujah, and parts of Ramadi in Iraq, captured Sinjar, Jumar, Raqqa, and most of the surrounding province in Syria, and proclaiming Raqqa the capital of an Islamic caliphate. President Barack Obama had committed to U.S. airstrikes just weeks before, but had resisted any American boots on the ground. That would change. As this is being written, several hundred American special operators are training, advising, and assisting Iraqi and Syrian forces in the fight against Daesh, and that is just the most visible theater in the conflict. American special operations forces (SOF) are arguably the most important assets involved in the fight against the rise of terrorism and extremism worldwide, fueled by conflicts simmering over generations, but accelerated in the aftermath of the Arab Spring. At the National Defense Industrial Association’s Special Operations and Low-intensity Conflict Symposium held in Washington, D.C., in January 2015, then-Commander Votel discussed the tide of foreign fighters being recruited to serve Daesh as an example of why SOCOM’s worldwide commitments are so important in the struggle, saying that more than 19,000 fighters from more than 90 different countries had been recruited to fight for Daesh in Iraq and Syria. “SOCOM is playing a critical, leading role in pulling together our military efforts – both within the U.S. and with international partners – for this global fight,” Votel said. Indeed, more than 10,000 special operations personnel are deployed or forward-stationed to more than 80 countries on any given day, Votel later told the Senate during testimony early in 2016. As usual, the more kinetic operations being supported or carried out in Iraq and Syria have garnered the most attention from the press and public, but the majority of special operations forces’ time and efforts are still devoted to Foreign Internal Defense (FID) – including host-nation military assistance, population security, counterterrorism, and counterinsurgency – and building relationships with partner nation forces. “Foreign Internal Defense remains one of our most cost-effective tools, and the potential return on investment is almost incalculable due to the unpredictable nature of future conflicts,” Votel told The Year in Special Operations last year. These investments are particularly important in trying to prevent the rise of terrorist and transnational criminal organizations that today can easily spread beyond the borders of their homelands. Social media, cyber warfare, and the availability of advanced technologies can provide

non-state actors far more influence and power in today’s networked world than in past decades. This has allowed them to transform the black and white of war or peace to a gray area somewhere between tenuous peace and total war, where motives, actors, sponsors, nations, insurgencies, and revolutions can be obscured in this new “fog of war.” “Between states, technological advancement is providing rising powers more options to pursue their interests,” Votel testified to Congress last March. “In some cases, countries are seeking to expand their claims of sovereignty outside of recognized borders. In other cases, they are sponsoring and relying upon non-state actors to act on their behalf abroad. Traditional approaches to deterrence are increasingly inadequate – particularly as some states are becoming adept at avoiding conventional military responses while advancing their interests through a combination of coercion, targeted violence, and exploitation of local issues. Russia is taking this approach and is systematically undermining neighboring governments and complicating international responses to its aggressive actions.” Russia’s hybrid warfare against Georgia and Ukraine, for example, employed cyber warfare, nationalistic proxies and ethnic surrogates, covert operators (little green men) in unmarked uniforms and vehicles, and intense propaganda efforts, along with aid and finally overt military support. “If the world of 1916 was complex, or the world of 1945 was complex, the world of 2016 is intensely complex, and I can tell you that from personal experience,” Army Chief of Staff Gen. Mark Milley told an audience at Norwich University during the ROTC Centennial Symposium in April 2016. “You’ll be dealing with terrorists, you’ll be dealing with hybrid armies, you’ll be dealing with little green men, you’ll be dealing with tribes, you’re going to be dealing with it all, and you’re going to be dealing with it simultaneously.” SOF are best placed, trained, equipped, and informed to fight and win in the gray zone, whether against insurgencies or nation-states employing gray zone methods and technologies. This means SOCOM is more needed than ever, but it also means that, contrary to hopes that deployments would be winding down, op tempos may rise yet again. While Eastern European nations and allies in NATO worry about a more conventional form of Russian aggression, the attacks in Paris and Brussels were grim reminders of the spread and threat of Islamic extremism, reminders accompanied by the ongoing exodus of Syrians from their war-torn country into Europe. Both threats, however, lay in the special operations sphere of expertise. SOF have played a part in NATO operational plans for decades, but there has been increased emphasis on their importance as well as an expansion of their numbers in recognition of new as well as renewed threats. Along with annual exercises and Joint Combined Exchange Training events, with small teams of operators training with their counterparts, a new series of exercises and deployments reflected this new emphasis. “The numerous small unit engagements conducted with our partners each year inevitably lead to stronger relationships and more robust operational capabilities,” said Special Operations Command Europe (SOCEUR) Commander Maj. Gen. Marshall B. Webb, USAF, in a news release. “An important byproduct of these relationships is that we reassure our partners and allies of U.S. support

COMMAND CHANGES AND EXPANSIONS REFLECT NEW CHALLENGES Growing demand for SOF, new challenges in new regions, and the continued search for efficiencies in order to do the most with limited resources meant a number of reorganizations, activations, and redesignations took place in 2015. Over the course of 2015, 1st Special Forces Command (Airborne) (Provisional), established in September 2014, enfolded its new and existing elements. The divisionallevel command now includes all active and National Guard Special Forces Groups (1st, 3rd, 5th, 7th, 10th, 19th, and 20th); the 95th Civil Affairs Brigade; the 4th and 8th Military Information Support Groups; and the 528th Sustainment Brigade. The reorganization consolidates all special warfare-focused units under one unified command, combines the Military Information Support Operations Command and USASFC (A) headquarters, and transitions Special Forces Command from a TDA (Table of Distribution and Allowances non-tactical,

Special operators fast-rope from a Portuguese navy Super Lynx Mk. 95 helicopter during Exercise Trident Juncture in Portugal.

non-doctrinal) unit to an MTOE (Modified Table of Organization and Equipment) doctrinally defined operational Army field unit. On March 23, 2015, the 352nd Special Operations Group (SOG) was redesignated as the 352nd Special Operations Wing (SOW) during a ceremony held in Hangar 814 at RAF Mildenhall, England. The 752nd Special Operations Group and the 352nd Special Operations Maintenance Group were activated just after. The 352nd SOW now consists of two groups, six squadrons, and some 1,200 Air Commandos supporting operations in Europe and, at times, elsewhere. The 352nd SOW includes the 752nd SOG and the 352nd Special Operations Maintenance Group. The 752nd SOG includes the 67th Special Operations Squadron (SOS) flying the MC-130J Commando II; the 7th SOS flying the CV-22B Osprey; the combat controllers, pararescuemen, and combat weathermen of the 321st Special Tactics Squadron (STS); and the 352nd Special Operations Support Squadron, providing command and control support. The 352nd Special Operations Maintenance Group includes the 352nd Special Operations Maintenance Squadron; the 352nd Special Operations Aircraft Maintenance Squadron; and the 352nd Special Operations Maintenance Support Squadron. “We not only support Special Operations Command Europe, but we will also support Special Operations Command Africa, to combat the challenges we see and

NIDS/NATO MULTIMEDIA LIBRARY

to deter aggression and promote regional stability.” Webb will take command of AFSOC this year. In May, U.S., Lithuanian, Danish, Estonian, Latvian, Polish, Norwegian, and Swedish SOF participated in Exercise Flaming Sword 15 in Lithuania. The exercise trained SOF of different nations to respond to a crisis situation before the activation of NATO’s Article 5 for collective defense. In October and November, SOCEUR, along with personnel from 17 NATO and European partner nations, formed the Special Operations Component Command (SOCC) Headquarters for the NATO Response Force during Exercise Trident Juncture 2015. Trident Juncture 2015 was the largest NATO exercise conducted in the last 20 years, with approximately 36,000 troops from more than 30 nations participating. It was also the certification exercise for SOCEUR to assume responsibility for 2016’s NATO Response Force SOCC, taking over stand-by responsibility from the Polish SOF. “Often seen as a force working primarily in the shadows and isolated from other troops, this exercise saw a strong emphasis from the SOF to execute interoperability with the Land, Maritime and Air Components,” said SOCC Chief of Staff Cmdr. Erick A. Peterson, USN, according to a SOCEUR release written by Sgt. 1st Class William Patterson. “Trident Juncture enabled us to execute our core NATO SOF missions with our partners across unique terrain.” SOCEUR commanded and controlled more than 1,300 SOF in Spain and Portugal during Trident Juncture, including forces from Belgium, Canada, the Czech Republic, Finland, the Netherlands, Poland, Portugal, Spain, and Slovakia. Supporting the Special Operations Task Groups were aviation units from three NATO allies, operating seven different types of aircraft from five different forward operating bases. Based out of Stuttgart, Germany, the SOCC commands special operations components across Europe, including two Special Operations Maritime Task Groups, five Special Operations Land Task Groups, and a Special Operations Air Component.

the struggles we have against violent extremism. And that is not going away anytime soon,” said U.S. Air Force Lt. Gen. Brad Heithold, commander of Air Force Special Operations Command, in a 352nd SOW news release. “In the past year, you’ve increased your aircraft by 40 percent and personnel by 200,” U.S. Air Force Col. William Holt, 352nd SOW commander told his personnel during the stand-up ceremony. “We will continue to build our new CV-22 and MC-130J capabilities and training. We will work closely to develop and strengthen new and enduring relationships with our partners across Europe. And we will maintain a sharp and constant focus on safety and mission accomplishment. Europe’s Air Commandos will prove the motto of ‘Mission First, People Always.’” Marine Corps Forces Special Operations Command officially redesignated its subordinate commands as Marine Raiders during a ceremony on June 19, 2015, at Stone Bay, on Marine Corps Base Camp Lejeune, North Carolina. “United States Marine Corps Forces Special Operations Command [MARSOC] is proud and honored to adopt the name Marine Raider, carrying on the rich heritage and legacy passed along to us by the Raiders of World War II,” said MARSOC Commanding General Maj. Gen. Joseph L. Osterman. MARSOC has reached its authorized end-strength of 2,742 active-duty Marines, organized into 48 teams in four Marine Special Operations Companies for each of the three Marine Raider Battalions (MRB). Each of the MRBs is aligned with a particular Geographic Combatant Command, with 1st MRB aligned with PACOM, 2nd MRB aligned with CENTCOM, and 3rd MRB aligned with AFRICOM, although MARSOC Raiders are not limited to operating solely under those commands.

PEOPLE Perhaps the most high-profile personnel change across SOCOM was the decision this year to open all SOF positions to women. Capt. Kristen Griest and 1st Lt. Shaye Haver made history Aug. 21 when they became the first women to graduate from Ranger School and earn the right to wear the distinctive Ranger tab. Maj. Lisa Jaster joined them by graduating Oct. 16, 2015. In the aftermath of this achievement, Secretary of Defense Ashton Carter announced on Dec. 3, 2015, his intent to open all positions in the U.S. military to women. “This means that as long as they qualify and meet the standards, women will now be able to contribute to our mission in ways they could not before,” Carter said in a statement. “They’ll be allowed to drive tanks, fire mortars, and lead infantry soldiers into combat. They’ll be able to serve as Army Rangers and Green Berets, Navy SEALs, Marine Corps infantry, Air Force parajumpers, and everything else that previously was open only to men. And even more importantly, our military will be better able to harness the skills and perspectives that talented women have to offer.” “As USSOCOM moves forward with integration, the command will absolutely not lower, raise, or create multiple sets of standards for special operations,” Votel said in a joint statement with Command Sgt. Maj. William Thetford. “If candidates meet time-tested and scientifically validated standards, and if they have proven that they have the physical, intellectual, professional, and character attributes that are so critical to special operations – they will be welcomed into the special operations forces ranks.

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“There are four principal factors that figured prominently into the decision to not seek an exception to this policy: “To begin, our first ‘SOF Truth’ is that ‘Humans are more important than hardware.’ This truth applies equally to women as it does to men, and special operations benefits from a more diverse force. Diversity provides access, insight and perspective that you simply can’t get with a homogenous force. USSOCOM needs a wide range of exceptional people to be combat effective and to help us address the complex security problems of today’s environment. As the former Chairman of the Joint Chiefs, Adm. Michael Mullen, has said, ‘it is vital to have people and voices at the table who, collectively, offer broader perspectives than anyone could alone.’ “Second, USSOCOM and special operations have a proud and successful history in leading integration efforts. One of the command’s predecessor organizations, the Office of Strategic Services, is an example by having one in five team members being female, including some who were on Jedburgh teams. Maj. Gen. ‘Wild Bill’ Donovan, a Medal of Honor recipient, described these women as ‘vital to an organization which touched every theater of war.’ In our modern special operations forces, USSOCOM has had unique programs in place for over 25 years, to include Civil Affairs and Military Information Support Operations. Aircrew positions in Air Force Special Operations Command were opened to women in 1993. Since 2011, women have been effectively employed as part of our Cultural Support Teams in Afghanistan. Selected female service members placed with our strike force effectively doubled our access to the population. More recently, the 160th Special Operations Aviation Regiment opened to women aviators in 2013. Integration is not new to special operations, and the force has benefited from having women in the ranks. Women serve in staff and leadership positions, and are as committed to the ethos of ‘Quiet Professionalism’ as anyone else. “Third, after weighing and considering the rigorous analysis of factual data regarding the requisite knowledge, skills and abilities, and taking into careful consideration the advice provided by commanders and senior enlisted leaders, it was determined there was no compelling analytical data that would support an Exception to Policy for special operations. “Finally, the United States is a nation of opportunity. USSOCOM serves in a society that is built upon the belief that every American should be afforded the opportunity

President Barack Obama presents the Medal of Honor to Senior Chief Special Warfare Operator (SEAL) Edward C. Byers Jr. during a ceremony on Feb. 29, 2016, at the White House. Byers received the Medal of Honor for his actions during a hostage rescue operation in December 2012.

to rise to their full potential. Each service member in the special operations community today was, at some time, afforded the opportunity to challenge the assessment and selection processes. If people, men or women, can meet these standards, then they should be afforded the opportunity to achieve their full potential in the special operations community. … “USSOCOM understands that the only path to true integration requires that the successful completion comes without caveat,” Thetford said. “The standards are, and will continue to be, the gatekeeper to service in all special operations occupations and units. They are protected by public law, and have the full support of our commander. “Bottom line – these standards have worked for decades, and USSOCOM is not going to change them. Special operations can trust in the assessment and selection processes to maintain the quality of our forces.”

“USSOCOM UNDERSTANDS THAT THE ONLY PATH TO TRUE INTEGRATION REQUIRES THAT THE SUCCESSFUL COMPLETION COMES WITHOUT CAVEAT. THE STANDARDS ARE, AND WILL CONTINUE TO BE, THE GATEKEEPER TO SERVICE IN ALL SPECIAL OPERATIONS OCCUPATIONS AND UNITS. THEY ARE PROTECTED BY PUBLIC LAW, AND HAVE THE FULL SUPPORT OF OUR COMMANDER.”

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Because people are SOCOM’s most precious resource, it is important to recognize the service and sacrifice of a few individuals who serve the command. On March 10, 2015, seven Marine Raiders of the 2nd Marine Raider Battalion died when their helicopter crashed into Santa Rosa Sound off of Pensacola, Florida. Four Louisiana National Guardsmen also perished in the crash, including the pilot and co-pilot of the helicopter. It was the greatest single-day loss of Marine Raiders since MARSOC’s activation in 2006, including combat, and a reminder of how hazardous a special operator’s job is, even during training. The Marine Raiders killed were: Capt. Stanford Shaw III; Master Sgt. Thomas Saunders; Staff Sgt. Marcus Bawol; Staff Sgt. Liam Flynn; Staff Sgt. Kerry Kemp; Staff Sgt. Trevor Blaylock; and Staff Sgt. Andrew Seif. On May 24, 2015, Sgt. 1st Class Pablo A. Ruiz of the 3rd Special Forces Group died in Bagram, Afghanistan. On Aug. 8, 2015, Master Sgt. Peter A. McKenna of the 1st Battalion, 7th Special Forces Group, was killed by small arms fire in Kabul, Afghanistan. On Aug. 26, 2015, Staff Sgt. Forrest B. Sibley of the 21st Special Tactics Squadron and Capt. Matthew D. Roland of the 23rd Special Tactics Squadron were killed by small arms fire in Helmand province, Afghanistan, near Camp Antonik. In October, Special Forces Master Sgt. Joshua Wheeler became the first American to die in combat in Iraq since 2011, when he was killed during an overnight rescue mission that freed some 70 hostages scheduled to be executed in the morning. On Jan. 25, 2016, Staff Sgt. Matthew Q. McClintock of the 1st Battalion, 19th Special Forces Group, was killed by small arms fire in Helmand province, Afghanistan. On a happier note, Senior Chief Special Warfare Operator (SEAL) Edward C. Byers, Jr., was awarded the Medal of Honor by Obama in a White House ceremony on Feb. 29, 2016, for actions in support of Operation Enduring Freedom on Dec. 8, 2012. Byers was involved in a hostage rescue mission where he shot one Taliban guard, engaged two others in hand-to-hand combat, shielded the hostage with his own body, and then help render medical treatment and performed CPR on his mortally wounded teammate for 40 minutes as they exfiltrated the area. “The important thing I want to say here is that everything we do is as a team; if it wasn’t for that team I wouldn’t be standing here today. Specifically for me, my teammate, friend and brother Nick Checque,” he said at a press conference following the ceremony, referring to fallen team member Petty Officer 1st Class Nicolas Checque. “The award is truly his. He was an American hero and he was the hero of that operation. “Today has been a very memorable day in my life, surrounded by friends and family, and it is truly something I’ll never forget. We’re gonna celebrate Nick’s life and celebrate the lives of the brothers that have fallen protecting our freedoms so that we can sleep peacefully in our beds at night,” said Byers.

LEADERSHIP In the three decades since its creation, SOCOM has been a nearly bottomless reservoir of talent and leadership

Army Gen. Joseph L. Votel, former commander of U.S. Special Operations Command, passes the guidon to Secretary of Defense Ashton Carter during the change-of-command ceremony March 30, 2016, at MacDill Air Force Base, Florida. Newly promoted Army Gen. Raymond “Tony” Thomas assumed command of USSOCOM and Votel became the commander of U.S. Central Command.

at every level, from enlisted to four stars. And in that time, SOCOM has contributed a Chairman of the Joint Chiefs of Staff (CJCS), a Chief of Staff of the Army (CSA), and now a Geographic Combatant Commander. Early in 2016, Obama selected SOCOM commander Votel to take over the command duties at U.S. Central Command (CENTCOM). Votel’s replacement is another experienced commanding general from the Joint Special Operations Command (JSOC), Gen. Raymond A. “Tony” Thomas III, USA. Thomas had commanded JSOC since July 2014. Both officers assumed their new command positions on March 30, 2016, at separate ceremonies at MacDill Air Force Base, Florida. “While we are saying goodbye to a great commander, the special operations bench is deep and we’ve got the good fortune to have another exceptional leader taking command,” said Chairman of the Joint Chiefs of Staff Marine Corps Gen. Joseph F. Dunford Jr. at the SOCOM change of command. “Tony Thomas is a proven combat leader with a wealth of experience and tactical expertise. He’s also a strategic leader who has the intellect and vision to take the command to the next level. I think the men and women of the Special Operations Command couldn’t be in better hands.” As we move into the 15th year since Sept. 11, 2001, Obama’s words upon awarding the Medal of Honor to Byers echo what has been said about the nation’s SOF before, but still holds true today: “Our special operations forces are a strategic national asset. They teach us that humans are more important than hardware. Today is a reminder that our nation has to keep investing in this irreplaceable asset; deploying our special operators wisely, preserving force and family, making sure these incredible Americans stay strong in body, mind and spirit.” n

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An Air Commando from the 321st Special Tactics Squadron fires simulated rounds from his weapon while participating in an exercise June 25, 2015, at RAF Sculthorpe in Norfolk, England. The Special Tactics Air Commandos regularly train on how to infiltrate a potentially hostile area.

U.S. AIR FORCE PHOTO BY SENIOR AIRMAN VICTORIA H. TAYLOR

t. Gen. Bradley Heithold assumed command as the 10th commander of Air Force Special Operations Command (AFSOC) in July 2014. Since its activation in 1990, AFSOC has steadily matured to command the 1st, 24th, 27th, and 352nd Special Operations Wings (SOW), the 353rd Special Operations Group (SOG), the Air Force Special Operations Air Warfare Center, and upon federal mobilization, the Air Force Reserve’s 919th SOW and the Pennsylvania Air National Guard’s 193rd SOW. Combined, these units are assigned more than 19,500 military and civilian personnel and more than 200 aircraft, and have grown, on average, 60 percent since the horrific events of Sept. 11, 2001. A career Air Commando, Heithold knew well the challenges facing him as he assumed responsibility for ensuring that the airmen of his command could perform their eight assigned core missions – Specialized Air Mobility; Precision Strike; Special Tactics; Intelligence, Surveillance, and Reconnaissance (ISR); Aviation Foreign Internal Defense (AvFID); Command and Control; Information Operations; and Agile Combat Support – while also preserving the force and exploring and exploiting leap-ahead technologies. Shortly after assuming command, he told his airmen, “Our nation expects that we have the people and capabilities needed to quickly address our nation’s most threatening adversaries, and that’s something that hasn’t changed over the years.” Recently retired Air Commando Maj. Gen. Rich Comer had a chance to attend a civic luncheon where Heithold spoke and then to interview him to discuss how AFSOC was moving forward. It was obvious to Comer that Heithold could not contain his pride as he described how his airmen were continuing to conduct operations against “violent extremist organizations,” the collective term used by AFSOC’s parent command, U.S. Special Operations Command (SOCOM), to describe the current enemy. That collage encompasses 59 organizations, some with the familiar names of Al Qaeda, Boko Haram, or the Islamic State. However, Heithold could not detail what his personnel and machines are doing. The specifics that make him so proud of his people and aircraft will have to “remain in the shadows.” He frankly stated that too much had already been detailed in the news and in recent books. Heithold worked with his staff and unit commanders to develop four strategic priorities to guide an action plan for the command. Those priorities are: • provide combat ready forces. • create an environment for airmen and families to thrive. • transform training to optimize human performance. • modernize and sustain the force.

He has communicated these priorities and action plan to all AFSOC units. They have developed lines of effort to address identified issues. Heithold receives monthly updates on the status of unit efforts. As he travels throughout his command and speaks with airmen at all levels, he is greatly heartened to observe that his personnel are aware of these priorities. The entire operational rhythm of AFSOC is encased in these four priorities.

PROVIDE COMBAT READY FORCES In this dangerous world, the demand for AFSOC aircrews, Special Tactics airmen, support personnel, and assets is constant. AFSOC’s ability to generate those forces is the product of a well-oiled and time-tested machine that can order force packages from any of the wings or groups to deploy as necessary. Air Commandos are currently active on five continents and are prepared to perform the eight core tactical missions. The 24th SOW, located at Hurlburt Field, Florida, is the Air Force’s tactical air-to-ground integration force. It commands five Special Tactics Squadrons (the 352nd SOW and the 352rd SOG also have Special Tactics Squadrons), which can provide Special Tactics forces as required to enable global access, precision strike, weather support, and personnel recovery operations. They are especially optimized for embedding with special operations forces (SOF) from the other services. The 24th SOW is the most highly decorated group of Airmen in the Air Force since the Vietnam War. Its Special Tactics airmen have received seven Air Force Crosses, 35 Silver Star medals, 100+ Purple Hearts, and almost 700 Bronze Stars, with a third of those with valor.

CREATE AN ENVIRONMENT FOR AIRMEN AND FAMILIES TO THRIVE Although placed second on the list, Heithold spoke first about this priority and his efforts as AFSOC’s leader. He is striving to develop a “culture of leadership.” In a letter sent to all of his leaders, he defined attributes that describe “toxic leadership” and the damage it can do to any organization.

U.S. Air Force pilot and co-pilot from the 73rd Special Operations Squadron prepare to return to base in an AC-130W Stinger II after a live-fire mission in support of Emerald Warrior at Hurlburt Field, Fla., April 27, 2015.

to help airmen and their families to cope with the stresses inherent in high opstempo. Lastly, the command closely monitors the “dwell time” of each individual to ensure that every airman has at least one day at home for each day deployed for any reason, and highly encourages all commanders to watch their people’s leave balances to ensure that they and their families are getting their downtime. Stated Caruso, “AFSOC has always placed significant importance on the health and welfare of our Air Commandos – it’s essential for our success.” However, he acknowledges that this priority is a continuous and multifaceted challenge.

TRANSFORM TRAINING TO OPTIMIZE HUMAN PERFORMANCE Training is a constant factor in the life of every Air Commando, and Heithold wants his personnel to shoot more, fly more, jump more, and train harder than in the past. New Air Commandos, upon sign-in at their first AFSOC assignment, are sent to Hurlburt Field for three weeks of indoctrination. There, they are taught what it means to be an Air Commando: the history of AFSOC’s successes and failures, the culture of the Air Commando community, and basic “soldier” field skills, such as shooting, communicating, movement, defensive driving, and basic “buddy care” field medicine. They learn about the specific capabilities that AFSOC’s aircraft and forces provide to joint and combined SOF and conventional partners that enable them to carry out their missions. During this phase, they are also issued iPads and hooked up to the AFSOC cloud, through which they accomplish much of their education through self-paced courses. The iPad is a toolkit that enables them to interact with the AFSOC structure and community in a multitude of ways. The new Air Commandos then enter their mission readiness training in their aircraft, support functions, or special tactics missions. When this is complete, they report to their individual special operations squadrons and join the unit “Green Flight,” in which they will learn the specific skills that they will need to go into combat. Again, much of this

U.S. AIR FORCE PHOTO BY SENIOR AIRMAN CORY D. PAYNE

Instead, he proposed “servant leadership,” whereby a leader is a steward of the resources (human, financial, and hardware) provided by the organization. Servant leaders are committed to serving others while remaining focused on achieving results in line with the organization’s mission, values, and integrity. They encourage collaboration, trust, empathy, and the ethical use of power and empowerment, and are fully aware of the awesome obligation of being responsible for others. They eliminate all forms of harassment and ensure fair treatment for all. Such cohesive organizations thrive. While servant leaders are confident, they are also humble. They maintain a quiet confidence without proclamation of individual accomplishments. This is part of the heritage and culture that makes an Air Commando synonymous with the term “quiet professional.” Heithold concluded his letter by saying, “I ask that you understand, practice, and teach humility as a foundation for successful leadership.” Heithold worked with his personnel team to ensure that all AFSOC personnel were receiving required performance ratings on time. He encouraged his leaders to provide writing guides to all rating officials so that efficiency reports would fairly and fully reflect the work that his airmen and civilian personnel were accomplishing. For the last year, AFSOC promotion rates were significantly higher than the rest of the Air Force. Working closely with Heithold is his senior enlisted advisor, Command Master Sgt. Matthew Caruso. In a recent interview, Caruso discussed several “qualityof-life” initiatives addressing this priority. For the first time in more than 50 years, new housing areas are being constructed at Hurlburt Field and Cannon Air Force Base. At several bases, gymnasiums and exercise facilities have been upgraded and made available 24/7 so that airmen on any work schedule can maintain a steady exercise regimen. Dining halls and eating facilities have been upgraded to offer expanded menu options and more varied schedules. AFSOC is also participating in SOCOM’s Preservation of the Force and Family Initiatives and has initiated a full spectrum of resilience programs such as workshops, training, and pre- and post-deployment activities, using all traditional Air Force support agencies

HEITHOLD PRESENTS MEDALS FOR AFGHAN MISSION training will be accomplished through their iPad and connection to the AFSOC cloud. When they finish, they are incorporated into their operational squadrons as mission ready Air Commandos. Now they are ready to deploy and begin learning advanced tactics and how to integrate operations with other SOF elements. At every phase of training, they utilize advanced training devices and ever more sophisticated simulators and are evaluated to maintain standards. It is a very challenging environment, and Heithold is constantly reaching out to industry for that “leap-ahead technology” that will help to optimize the skills that his Air Commandos acquire and be the best that they can be. Training in AFSOC is integrated with the other three priorities. AFSOC is fielding weekly new course syllabi for instruction for all 38 crew positions for combat ready training. This requires rigorous and standardized training that focuses on the knowledge and skills essential for deployment. This process is how AFSOC produces the combat ready crews that are the human element of those combat ready forces.

MODERNIZE AND SUSTAIN THE FORCE Heithold is maintaining an aggressive modernization program, noting that the command is, “… replacing legacy aircraft that, in some cases, were older than the pilots who flew them. From aircraft to gear on the ground, we are building AFSOC for decades to come.” He and his staff have adjusted the command’s modernization plans to ensure the most capable aircraft are available for their missions, extending retirement dates of some legacy C-130H models until the new J-models have all the proper special operations modifications installed, tested, and are combat ready. However, the AC-130H aircraft, which date back to service in Southeast Asia and every U.S. conflict since, have been retired. He says, as he looks back on his time in command of AFSOC, that the command has “made significant progress” in re-capitalizing the C-130 fleet. Eventually they plan to have 94 new C-130J models, which will be the “capital ships” of AFSOC. They will replace all existing MC-130 and AC-130 variants, and provide for a modern fleet of 57 MC-130Js and 37 AC-130J gunships. This fleet simplification will dramatically reduce overall maintenance and logistics costs and reduce aircraft down-for-maintenance time. Correspondingly, aircraft will be more available for operational or training use, and deployed units will have a uniform set of parts to support forward operations. When Heithold took command, the funding for the J-models was 15 aircraft short of the 94 aircraft requirement. The Air Force and SOCOM are working jointly and earnestly to procure full funding for these aircraft. All AC-130Js will carry the “crowd-pleaser” 105 mm cannon that has proven so effective for both close air support and interdiction since it was loaded aboard AC-130s almost 44 years ago. They will also carry precision air-to-ground munitions. AFSOC and SOCOM are currently working an effort to integrate a high energy laser weapon system onto an AC-130. It can be used to destroy or suppress targets with little collateral damage. Air Force Research Laboratory, in conjunction with industry, is developing an expendable unmanned aerial vehicle that can be launched from an AC-130 to provide target observation and

In 2015, Heithold travelled to Fort Bragg, North Carolina, to honor and decorate three combat controllers of the 21st Special Tactics Squadron, 720th Special Tactics Group of the 24th SOW. Senior Airman Dustin Temple received the Air Force Cross, and Tech. Sgt. Matthew Greiner and Senior Airman Goodie Goodman each received the Silver Star medal for their actions in the Kajaki district of Helmand province in Afghanistan. In September 2014, the three Special Tactics Airmen joined a combined force of Army Special Forces and Afghan Commandos inserted into the Helmand River Valley to disrupt and defeat an insurgent force estimated at 100 fighters. As they arrived, they separated into three groups. Almost immediately, they were engaged by the enemy fighters. Temple called for air support and began directing strikes by F-16s, AH-1s, and AC-130s. When one of the Army soldiers was wounded, Temple left his position to help the Army Green Berets recover the soldier, drag him to cover, and provide initial medical care. As the enemy forces worked to surround the combined force and closed to within 40 meters, one of the Afghan radio operators reported that he had just intercepted an enemy order to “take the Americans alive.” The overall battle lasted almost 45 hours, and the combined force had to be resupplied with ammunition and sustenance. On multiple occasions, Temple ran out into open ground to retrieve the resupply bundles while under fire and calling in suppressive airstrikes. Goodman and his element were also surrounded while taking cover on top of a building. He directed airstrikes against enemy forces and at one point utilized mortar fire and an AC-130 to repel a massive and coordinated attack. Greiner was also with this element. He worked directly with an MQ-1 to locate enemy elements gathering in a nearby village and directed A-10s and AH-64s that killed six and destroyed a large weapons cache. During the night, he helped locate and destroy an enemy radio network and directed F-16s, AH-64s, and an AC-130 that broke several enemy attacks. Throughout the battle, the three airmen controlled 80 airstrikes killing 38 insurgents and destroying 28 vehicles, 17 buildings, and 32 fighting positions. Many of those strikes required the accurate placement of ordnance at “Danger-Close” ranges. But most importantly, the actions of the three combat controllers undoubtedly saved the lives of the Green Berets and the Afghan Commandos. Stated Capt. Evan Lacenski, the Special Forces team commander at the awards ceremony, “The three CCTs are much of the reason I am standing here today … they acted professionally, valorously, and flawlessly.” To support AvFID efforts, AFSOC can form teams of combat aviation advisors (CAA) to advise foreign air forces how to organize and conduct a full range of aviation missions. AFSOC has the ability to support three such teams that can build partner capacity through the conduct of persistent engagements. One engagement is in Afghanistan, which sets the standard for CAA operations. Future plans call for creating the ability to conduct up to five persistent engagements concurrently. These teams are manned by specialists from the 6th Special Operations Squadron, assigned to Air Force Special Operations Air Warfare Center, collocated with the 919th SOW at Duke Field, Florida, and in partnership with Air Force Reserve Command’s 711th Special Operations Squadron (SOS). Comer also had the opportunity to speak briefly with the AFSOC A3, Maj. Gen. Scott Howell. Howell stated that the recent actions of Russia in Eastern Europe were most concerning and driving an increase in taskings for the 352nd SOW, which directly supports the NATO Alliance, and precluding the deployment of their resources into the Middle East. They were increasingly training with coalition SOF units and there was high demand for their MC-130s and CV-22s. Unfortunately, aviation support from the alliance forces was limited, and so far, only the 352nd was providing requested air task units for ongoing coalition training and operations. Tensions remain high in the region and may, at some point, drive requirements for AFSOC to deploy reinforcing units to the region. n

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Then-Brig. Gen. Marshall “Brad” Webb monitors the raid on Osama bin Laden’s compound on May 1, 2011, in a White House conference room along with President Barack Obama, Vice President Joe Biden, then-Secretary of State Hillary Clinton, then-Secretary of Defense Robert Gates and other members of the president’s national security team.

WHITE HOUSE PHOTO BY PETE SOUZA

location below clouds, and integrate with weapons cuing systems aboard the aircraft. These devices, called Tactical Off-board Sensors, or TOBS, show great promise. In total, these upgrades – actually technological exploitations – will create the enhanced AC-130J, the ultimate battle plane. “We’re looking for silent, ultra-precision strike,” Heithold said. AFSOC has asked for four additional CV-22s as attrition spares to provide for a fleet of 54 aircraft, so there will be ready replacements for non-combat losses. By 2021, CV-22 aircraft will be based at Yokota Air Base, Japan, as part of the 353rd SOG, giving that unit the ability to provide increased capability for U.S. SOF to quickly respond to crises and contingencies across the vast expanses of the Asia-Pacific region. Reports from deployed forces indicate that joint commanders are very satisfied with the new capabilities of the CV-22, and the aggressive tactical flexibility of the crews. They are in high demand. The same is also being said about the non-standard aviation assets, primarily the 20 C-146 “Wolfhound” aircraft. They are highly effective at intra-theater airlift and their crews are also being noted for their tactical acuity, thorough planning, and aggressiveness. AFSOC has changed its remotely piloted aircraft (RPA) fleet. It has removed all MQ-1 aircraft and will eventually grow to 50 MQ-9 Reaper aircraft for ISR missions. That mission can also be partly covered by the fleet of 28 U-28s, which require an aircrew of four, and 13 MC-12s, which usually require a crew of four personnel. The command is also modifying the Reapers with extended range modifications, which will add six hours to the ability to loiter and watch its targets. Howell, the AFSOC A3 director, says that the Reapers provide the ability for “tactical patience” while hunting high value targets. That and the “un-blinking eyes” of the on-board sensors give the AFSOC RPA operators the ability to wait and watch for the right target and proper time to most effectively utilize the weapons on the aircraft, while minimizing collateral damage or civilian casualties.

INSPECTION RESULTS Recently, the Air Force Inspection Agency (AFIA) performed a Management Inspection of AFSOC. The AFIA team determined that all airmen interviewed understood the four priorities of AFSOC and integrated them into their performance. While the actual inspection results are restricted, the inspection team praised AFSOC

overall, summarizing its visit to the command with seven area ratings, five of which were the highest possible, exceeding the Air Force average. No other inspected command has yet achieved more than three of the highest ratings. Heithold remarked, “The inspection results show that all oars are pulling together and in the same direction in AFSOC.” At a later occasion, he added, “AFSOC is an incredibly dynamic place right now. Our ops tempo is as high as I have ever seen it, and our people are knocking it out of the park every day. Our people’s ability to get the mission done doesn’t depend on proximity to the fight – they will get it done right, whether in garrison or on the frontlines. The Air Commando “quiet professional” ethos is strong, and I am very proud to be part of this team.”

CHANGE OF COMMAND Heithold’s time in AFSOC will be ending soon. The White House announced, and the U.S. Senate confirmed, his reassignment as the Defense Department’s cost assessment and program evaluation principal deputy director in Washington, D.C. He will oversee the Department of Defense programming process, including development and production of planning guidance and the annual program review that produces the Future Years Defense Program, which encompasses programs with direct impact on AFSOC. Heithold will pass command of AFSOC to Lt. Gen. Marshall “Brad” Webb, another career Air Commando. For Webb, it will be his fifth time assigned to Hurlburt Field, where he commanded the 20th SOS during Operation Iraqi Freedom, and later commanded the 1st SOW. Webb is, at the time of this writing, the commander of NATO’s Special Operations Headquarters in Mons, Belgium. He became well known after he appeared in a White House press release in May 2011 when, as a Deputy to the Commander of the Joint Special Operations Command, he was with President Barack Obama and his national security team during the special operations raid that killed Osama bin Laden. Webb has also been confirmed for the assignment by the U.S. Senate and will assume command in May, 2016. In anticipation of his pending arrival at Hurlburt, he stated, “Dawna and I are excited to return to NW [Northwest] Florida ... again! And, I am particularly honored and humbled to have been selected to lead America’s Air Commandos. While U.S. leadership continues to be vital, and facing many challenges and potential challenges worldwide, you can be assured AFSOC will continue to have airmen either already there, ready at a moment’s notice to be there, or active in shaping the outcome that prevents a ‘there’ from occurring ... together with our joint SOF teammates.” As Heithold leaves AFSOC, he leaves the command in the capable hands of Webb, who has the experience and knowledge to maintain the command at its very high level of performance and to serve as another great commander for its Air Commandos. n

MARSOC 10 Years

YEAR IN REVIEW

MARSOC BY J.R. WILSON

Marines with 1st Marine Raider Support Battalion don fins before swimming through the surf zone during the Tactical Skills Package aboard Marine Corps Base Camp Pendleton, California, May 14, 2015. The Tactical Skills Package was established to enhance enablersâ&#x20AC;&#x2122; skills and qualifications before deploying.

U.S. MARINE CORPS PHOTO BY SGT. DONOVAN LEE

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Marine Raiders from Company F, 2nd Marine Raider Battalion, lead a simulated partner nation force on ground combat patrolling tactics, techniques, and procedures during a company collective exercise in Fort Jackson, South Carolina.

U.S. MARINE CORPS PHOTO

arine Corps Forces Special Operations Command’s (MARSOC’s) 10th year in service marked the beginning of major changes in the command’s structure, training, and missions. The recently redesignated Marine Raiders began the transition from a decade of ground warfare in Afghanistan to a more regionalized status, incorporating jungle, mountain, and expeditionary ship-to-shore training and a stronger relationship with traditional Marine Expeditionary Units (MEUs) afloat. The Marine special operations forces (SOF) component officially redesignated its subordinate commands as Marine Raiders during a ceremony at Marine Corps Base Camp Lejeune, North Carolina, on June 19, 2015. The redesignation ceremony was especially monumental for the surviving original Raiders of World War II seeking to keep their heritage alive. Having highlighted a strong desire for their legacy not to be forgotten and to be carried on by another Marine Corps unit, they chose MARSOC to be the holder of that lineage. “We feel we owe it to those Marine Raiders still alive and their families to make every attempt to do so,” Maj. Gen. Joseph L. Osterman, MARSOC’s commander, said during the ceremony. “While assigned to MARSOC, all personnel are authorized to call themselves Marine Raiders, to include all support personnel and civilian employees, as well as the command’s critical skills operators [CSOs] and special operations officers [SOOs].” Osterman took command of MARSOC on Aug. 6, 2014, and immediately faced the problems of an increasing level of command responsibilities within Special Operations Command (SOCOM) and increasing demands for the use of his smaller than originally envisioned force of 2,742 Marines and sailors – what his predecessor called “rightsizing” in light of budget restrictions and overall U.S. force reductions. “Major changes for MARSOC in the past year or so have included further refinement and management of training for our special operations officers, critical skills operators, and special operations capabilities specialists,” he said. “Additionally, refinement of our accountability and maintenance procedures, long-term force generation capabilities, and acquisition technology development.” It was a year that began with the worst single-day loss of life in MARSOC history, when a Louisiana National Guard helicopter crashed during a joint training exercise

off the Gulf Coast of Florida, killing all seven Raiders and four Guardsmen aboard. “The UH-60 helicopter crash last March that took the lives of seven of our Marine Raiders was a tragic day for MARSOC, but it was gratifying to see the command pull together with overwhelming support for the families and each other,” Osterman recalled. “The command is also extremely appreciative of the overwhelming support from the local Eglin, Florida [Air Force Base], leadership and residents, the Coast Guard detachment based out of New Orleans, who assisted in the search and recovery operations, as well as the Louisiana Army National Guard.” In its first 10 years, those were the only Raiders to die in a training accident and represented 20 percent of all military-related MARSOC deaths. Between its founding on Feb. 24, 2006, and Feb. 24, 2016, another 26 Raiders were killed in action, two died in an accidental fire at a forward operating base in Afghanistan and one died of combat injuries five years after he was wounded. Considering the nature of their missions, that is a remarkably low number of the 5,000 or so Marines who served in MARSOC during that time. MARSOC’s forces continue to be regionally focused to provide persistently forward deployed, reinforced Marine Special Operations Companies [MSOC (Rein)] to U.S. Africa Command (AFRICOM), U.S. Central Command (CENTCOM), and U.S. Pacific Command (PACOM). The command also deployed a headquarters element in support of Operation Inherent Resolve to lead the mission command for the Combined Joint Special Operations Task Force in Iraq. “The MARSOC training continuum produces task-organized MSOCs capable of full-spectrum special operations, with particular emphasis on skills related to partner-nation capacity building. The three battalions of the Marine

MARSOC 10 Years

Marine Raiders jump from a VMM365 MV-22B Osprey during freefall

U.S. MARINE CORPS PHOTO BY LANCE CPL. AUSTIN LEWIS

parachute training.

MARSOC 10 Years

“WE’VE ACTIVELY IDENTIFIED ALL THE FEMALES IN THE MARINE CORPS WRIT LARGE WHO MEET ALL THE PREREQUISITES JUST LIKE WITH OUR NORMAL SCREENING TEAMS. WE’VE NOTIFIED OR CONTACTED EVERY ONE OF THEM AND LET THEM KNOW, ‘IT’S OPEN, YOU’RE ELIGIBLE.’” Raider Regiment (MRR) and Marine Raider Support Group (MRSG) remain regionally oriented to effectively produce this capability in support of these commands. In addition, each forward-deployed MSOC (Rein) is also attuned to the unique regional requirements of their deployment area, including language capability and any specific regional tactical capabilities,” Osterman said. “MARSOC has reached a point where we are valueadded to the U.S. Marine Corps, not just SOCOM. Since the drawdown in Afghanistan, MARSOC has regionally aligned our operational forces in order to provide better support to our respective TSOCs [theater special operations commands].” In 2015, MARSOC also began responding to the government’s new decision to open all U.S. military combat roles – including special operations – to women. Because MARSOC has never had what Osterman calls a “street-tofleet” recruiting program, the command has been actively soliciting and recruiting qualified female Marines from within the ranks of the Marine Corps. Shortly after the deadline of Jan. 4, 2016, that Defense Secretary Ashton Carter set for these new jobs to open, MARSOC had received several requests from female Marines to enter the assessment and selection process for CSOs. To qualify for the CSO program, a Marine must be at least a seasoned corporal or first lieutenant with a minimum GT score of 105 and a minimum physical fitness test score of 225 out of 300, plus pass a command swim assessment and meet medical screening criteria. “The very first week of January … we had one female applicant on the West Coast. Unfortunately, there was something in the prerequisite stuff she didn’t have, a [general technical] score or something. It was, ‘Get re-tested and come on back,’ that kind of thing,” Osterman told Military.com on Jan. 24, 2016. “We’ve actively identified all the females in the Marine Corps writ large who meet all the prerequisites just like with our normal screening teams. We’ve notified or contacted every one of them and let them know, ‘It’s open, you’re eligible.’” In January, the command submitted a broad implementation plan to Carter, based on input from both the big Corps and SOCOM. Osterman said MARSOC has an advantage over the big Corps by already having clear gender-neutral physical standards in place for CSOs, while the Corps as a whole only recently created such standards for infantry roles.

As with all SOF commands, the training program is exceptionally tough, with only 40 percent of the Marines who meet requirements to enter it eventually becoming CSOs. The MARSOC assessment and selection process begins with three weeks of initial testing in physical fitness and a range of other aptitudes. Those who pass go into a second, 19-day assessment and selection training phase. Applicants who pass both phases then begin a nine-month individual training course covering survival, evasion, resistance, and escape [SERE], special reconnaissance, close urban combat, irregular warfare, and many other skill sets. “When [Marines] go into assessment and screening, it’s a very holistic psychological profile. It’s swim, it’s physical fitness, but we don’t even count the PFT [physical fitness test] as part of the evaluation. It’s much more comprehensive than that. It’s a pretty sophisticated standardization system, which is nice in that, again, we already had this and it’s gender-neutral already,” Osterman said, adding Afghanistan demonstrated the benefits to having female operators in the field. “There are things that women can do, as I’ve seen many times in Afghanistan and Iraq, where there’s a lot of value added in the combined arms kind of approach.” Among the highlights for MARSOC during its 10th year were the awarding of Silver Stars to three Raiders: Petty Officer 1st Class Kevin D. Baskin, a special amphibious reconnaissance corpsman with 3rd Marine Special Operations Battalion (MSOB); Staff Sgt. Andrew Seif, a critical skills operator with 2nd MSOB; and Petty Officer 2nd Class Alejandro Salabarria, a corpsman with 2nd Marine Raider Battalion. Baskin was deployed with 2nd MSOB in 2013 when his team came under fire in Kushe Village, Afghanistan. He ran through heavy enemy fire and provided aid to a wounded teammate, stabilizing and loading the casualty into an evacuation vehicle before being shot in the back by an enemy combatant. Baskin’s citation reads: “Although wounded, he continued treating casualties while refusing medical treatment for his own injuries. Under intense fire, while simultaneously directing the evacuation of the wounded Marines, partner forces and himself, he laid down suppressive fire until every team member had evacuated the kill zone. His actions ultimately saved the lives of four of his teammates.” Having served a tour in Iraq prior to joining MARSOC, Seif was on his first deployment to Afghanistan as a Raider in 2012 when he and his teammate, Sgt. Justin Hansen, were closing in on one of the leading Afghan improvised explosive device makers, whose bombs had caused numerous U.S. and allied casualties. They came under fire from multiple enemy shooters while preventing the target from escaping; Hansen was wounded and was treated by Seif even as he returned small arms fire. Refusing to wait for reinforcements, Seif crossed exposed ground and entered the compound to complete the mission, clearing the entire compound alone before moving Hansen to a safer position. Hansen succumbed to his wounds, but Seif said if not for his teammate, the mission would have failed. Sadly, Seif was one of the seven Marines who died in the March 10 crash of the UH-60.

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MARSOC 10 Years

A Marine with 2nd Combat Engineer Battalion, 2nd Marine Division, fires an M4 carbine on the range in Gulfport, Mississippi, Feb. 10, 2015. Marine Raiders with 3rd Marine Raider Battalion, U.S. Marine Corps Forces Special Operations Command, trained with 2nd CEB Marines during RAVEN 15-03, a 10-day realistic military training exercise to enhance 3rd MRB’s readiness for worldwide support to

U.S. MARINE CORPS PHOTO BY GUNNERY SGT. JOSHUA HIGGINS

global security. Marines with 2nd CEB played the role of a partner nation force during the exercise.

When his Marine Special Operations Team (MSOT) came under fire at a landing zone near the end of their deployment, Salabarria grabbed his medical kit and followed the sounds of yells of pain as enemy fire pinned the team down. He quickly came across the team’s senior medic, who had been shot in the arm and leg. As enemy gunfire focused on them, Salabarria threw himself atop the wounded medic and returned fire until the attacker went down. Salabarria’s citation notes his “bold initiative, undaunted courage and complete dedication to duty,” although the Corpsman insisted, “I think anybody on that team, given the opportunity, would have done the same thing. It just happened to be me that did it.” In April 2015, eight members of an MSOT with 1st MSOB were awarded individual medals for countless acts of valor during a 48-hour firefight in Helmand province, Afghanistan, having come under heavy enemy fire while conducting village stability operations in the area in 2012. Osterman presented the Navy Cross to Gunnery Sgt. Brian C. Jacklin and the Bronze Star with valor distinguishing devices to Staff Sgt. Christopher W. Buckminster, Sgt. William P. Hall, Sgt. David E. Harris, Staff Sgt. Hafeez B. Hussein, and Gunnery Sgt. William C. Simpson at a ceremony at Marine Corps Base Camp Pendleton, California, on April 9, 2015. Two additional team members involved in the firefight were unable to attend and received their medals later – the Silver Star to Petty Officer 1st Class Jordan Walker and the Bronze Star with valor distinguishing device to Sgt. Ryan K. Pass. “What we’re really picking up on today is the gallantry and valor of these Marines in combat,” Osterman said. “I think it’s only appropriate to do all these awards together

because it was all for the same action. It was all for the same teamwork. That cohesion, that competence, that bravery and professionalism really epitomized what that team concept is all about.” Officials said each of the warfighters played an integral role in not only eliminating the enemy threat, but also in administering lifesaving medical care to the casualties or helping evacuate them from the kill zone under heavy enemy fire. In all, 426 MARSOC Marines received medals for exceptional valor during the SOF command’s first decade, including seven Navy Crosses and 23 Silver Stars. While medals are neither the goal of any military command nor a measure of its success or capabilities, they do reflect the quality and nature of its personnel, training, and missions. In each of those, the Raiders are determined to remain on a path to ensure future success, both as MARSOC and as a component of SOCOM and in support of the combatant commands. “MARSOC will continue to develop capabilities rapidly, based on the operational demands of the geographic combatant commands and TSOCs. However, MARSOC is striving to maintain the leading edge on leveraging emerging technologies that provide our forces a comparative advantage against enemy networks globally,” Osterman concluded. “The integrated, cross-functional manner in which we train our forces ensures that we continue to innovate, experiment, and adapt operational and tactical concepts to ensure theater SOF forces remain capable of staying ahead of and influencing emerging enemies, and assisting partners globally to defeat those threats to security and stability.” n

YEAR IN REVIEW

NAVSPECWARCOM An interview with Rear Adm. Brian L. Losey, USN, on the state of Naval Special Warfare

NAVAL SPECIAL WARFARE COMMAND

BY SCOTT R. GOURLEY

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ear Adm. Brian L. Losey, USN, assumed command of Naval Special Warfare (NSW) Command in Coronado, California, in June 2013. He previously served under U.S. Africa Command as commander, Combined Joint Task Force Horn of Africa and commander, Special Operations Command Africa (SOCAFRICA). His operational assignments have included a full range of duties in Sea, Air, Land (SEAL) Teams, SEAL Delivery Vehicle (SDV) Teams, and Special Boat Teams, and deployments to named and contingency operations around the world. He commanded SDV Team One and served as deputy commander and commander of Naval Special Warfare Development Group. He has worked extensively with interagency and international partners in enhancing security cooperation relationships, capabilities, and capacities. Other assignments include: duty as deputy commander, Naval Special Warfare Task Group, U.S. 6th Fleet; maritime operations officer and deputy chief of current operations in the Joint Special Operations Command; and U.S. 7th Fleet special warfare officer in USS Blue Ridge (LCC 19). He served in the executive office of the president as a director on the National Security Council Staff bridging two administrations. He recently shared his thoughts on several key issues with The Year in Special Operations senior writer Scott R. Gourley.

The Year in Special Operations: It’s no secret that nearly 15 years of deployment has had/continues to have an impact on your forces. What were the challenges 10+ years ago? What are they now? Rear Adm. Brian L. Losey, USN: 9/11 was America’s wake-up call introducing a different kind of enemy, one that required a different response. This new era of warfare against dispersed and elusive terrorists required small, flexible, responsive, and adaptive forces – special operations forces. The greatest challenges for NSW then were to grow and scale the force, advance and develop new capabilities, and increase training for those new capabilities. NSW met these challenges and kept pace with emerging requirements. Fifteen years ago, getting candidates who could meet the standards for entry into Basic Underwater Demolition/SEAL training (BUD/S) made just filling a class difficult. Over time, the SEAL and SWCC [Special Warfare Combatant-craft Crewmen] Scout Team worked with Navy Recruiting Command to improve and refine the recruiting, assessment, and selection processes which now push a steady flow of high-quality candidates to BUD/S, most of whom are easily exceeding the minimum qualification standards. We’re filling our classes and graduating more students at the end of them. During this time, NSW also received critical, dedicated manpower in the form of Navy personnel with key technical ratings. The Navy has provided critical support in enabling our efforts to build a robust intelligence capability. Early partnering with the information warfare community has resulted in a Navy-wide collection and processing program; specialized training for NSW personnel to support the targeting processes; and enhanced augmentation support from Navy Criminal Investigative Service for protection of our forward deployed forces. As NSW evolved organic ISR [intelligence, surveillance, and reconnaissance] capabilities, we have advanced the

Rear Adm. Brian L. Losey, USN

ability to generate a common operating picture, one we share with our partners. That means fielding an inventory of comparatively affordable and technically sustainable, organic systems embedded in the force structure that have a low signature, small footprint, and are “partnerable” when working with other nations. In our surface maritime mobility platforms, we are continuing to field the Combatant Craft Medium (CCM), as a replacement for the Mk. V, which is no longer in service. The Combatant Craft Assault (CCA) evolved from our High Speed Assault Craft (HSAC) and is a generational replacement for our Rigid-hull Inflatable Boats (RIBs). Our Special Operations Craft-Riverine (SOC-R) continues to meet current operational requirements, but we are looking at a service common craft and commercial off-the-shelf technology for our next generation riverine craft.

We continue to advance our undersea mobility capabilities. For example, a number of our SEAL Delivery Vehicles (SDVs) are receiving critical upgrades and we’re testing advanced, cost-efficient, wet and dry combat submersibles to fill out capability and force structure requirements. We’re also teaming up with the Navy to update the Dry Deck Shelter so it can launch and recover undersea systems in addition to the SDV and Shallow Water Combatant Submersible (SWCS). We have expanded facilities and ranges to support our growth and increased training requirements on both coasts and in Stennis, Mississippi. We’re training closer to home or in locations where training venues are co-located, which creates force generation efficiencies and reduces the amount of time our sailors spend “deployed” for training. In fact, a great deal of progress has been made following the Navy’s Record of Decision to support the building of our Coastal Campus in San Diego. This initiative involves 25 planned military construction projects, to be built over the next several years, including Navy infrastructure, design, and equipment contracts, all totaling nearly $1 billion. Once it’s completed, the Coastal Campus will have the greatest impact on the current and future readiness of our forces and the way we operate on the battlefield for decades to come. Just a decade ago, special operations forces (SOF) were challenged with meeting the congressional mandate to grow their forces. NSW has successfully grown its force, but the threats also continue to grow in number and complexity, and there are no new authorizations for personnel on the horizon. What are you doing to mitigate impacts to the force and what more do you think you need to do? Our flagship weapon system and capital resource is our people. We are committed to making sure they are

physically, mentally, emotionally, and spiritually prepared for the demanding tasks that we ask them to execute. Our selection and training regimens have evolved and are designed to instill the will, skill, and character to attain desired effects in the most complex and demanding environments. Beyond that, rehabilitation, recovery, and maintaining peak performance throughout their careers are essential to force readiness. We are also dedicated to advancing superior assessment selection, training, education, and talent management programs for our personnel. NSW is actively working with partners in SOF, the Navy, DOD [the Department of Defense], academia, and our local communities to ensure necessary resources and authorities are available to support the readiness and resilience of our force and our families. Through our partnering efforts, we have developed an integrated, embedded care model to maximize access to services and support and minimize the stigma of seeking help. Given that predictability is a key component to building resilience, a 2014 USSOCOM [U.S. Special Operations Command] policy memo was issued to improve operational readiness and retention. Commanders at the lowest level are monitoring the use of assigned forces and are better able to make informed risk decisions that help protect operators with a sustainable operations tempo. Evaluating and balancing mission requirements with the needs of our service members contributes to mission success. Another aspect of readiness and taking care of our people is ensuring our personnel are supported by timely development, fielding, and sustainment of the right kinds of servicecommon and special operations-peculiar equipment. Increased demand for SOF and the current fiscal environment require unprecedented agility and greater efficiency, but shifting priorities to meet emerging requirements is not new to NSW. Our readiness and our

NAVAL SPECIAL WARFARE GROUP ONE

West Coast-based Naval Special Warfare personnel participate in a small boat training evolution.

Special warfare combatant-craft crewmen (SWCC) from Special Boat Team (SBT) 22 operate Special Operations Craft-Riverine (SOC-R) at John C. Stennis Space Center. While SOC-R continues to meet current needs, NSW is looking for an off-the-shelf,

U.S. NAVY PHOTO BY MASS COMMUNICATION SPECIALIST 1ST CLASS NATHAN LAIRD

service-common craft to replace it.

ability to support the Geographic Combatant Commanders depend on a continuous reassessment of our priorities and resourcing in a responsive and responsible way. CENTCOM [Central Command], AFRICOM [U.S. Africa Command], EUCOM [U.S. European Command], PACOM [U.S. Pacific Command], NORTHCOM [U.S. Northern Command] and SOUTHCOM [U.S. Southern Command] – on any given day, NSW is deployed to more than 40+ countries around the world in a wide variety of operational environments and situations. While we have focused our efforts in recent years on enhancing our interoperability with Navy, it is also important that we prioritize and synchronize our activities globally. U.S. Special Operations Command has led a SOF-wide effort to develop a network of partners to do that. Taking a regional approach to identifying instability and situations that threaten international security, we are providing Geographic Combatant Commanders with tailored solutions, unique capabilities, and strategic options for our national and military leaders to mitigate both traditional and asymmetric threats. We are committed to helping our partners build their own capacity and protect their own interests as well as to help maintain security and stability in their regions. Our persistent engagement and the work we’re doing to establish interoperability and long-term working relationships is essential to our future success. Can you talk at an unclassified level about where NSW is in its development of its UAS program? What does it currently have in its inventory and what would it like to see in the future? The NSW unmanned aircraft system (UAS) program provides a unique capability to deployed forces, allowing for organic, direct support information gathering for intelligence, surveillance, and reconnaissance (ISR) and force protection missions. The two platforms currently employed

are the Multi-mission Tactical UAS (MTUAS) ScanEagle and the All-Environment Capable Variant (AECV) Puma. Originally developed for fishing vessels to track fish migration, NSW has adapted the ScanEagle for operational use, resulting in more fleet interoperability opportunities, expanded Navy surface ship capabilities, and providing operational commanders greater situational awareness on the battlefield. Technological improvements in sensor suites enable tactical forces to better characterize activities of interest. MTUAS provides a high degree of awareness and support necessary to NSW operations. The active-duty component of the NSW UAS program has been in commission for several years, operating in theaters around the globe. Now, with the integration of NSW reserve component support, there is greater ISR capacity and more NSW operators downrange offering fleet and Geographic Combatant Commanders a wider range of options to deliver a higher level of tactical, operational, and strategic impacts in areas of operation. The future of the NSW UAS program will include increasing the presence of UAS elements to deployed NSW units, integrating the Small Tactical UAS (STUAS) Blackjack, and developing a scalable UAS maritime capability. How has the Navy’s rebalance to the Pacific affected NSW training and operations in recent years? Where do you see the focus of NSW in the future as it relates to the Pacific area of responsibility (AOR)? Any shift in guidance by the Department of Defense sets new requirements to be met within the limits of U.S. Special Operations Command and NSW stewardship. The rebalance to the Asia-Pacific effort is no different. NSW training and operations are balanced globally and are tailored to support each theater Combatant Command’s requirements, which change over time to support national and theater needs. The focus for NSW in the Pacific AOR is consistent

“INCREASED DEMAND FOR SOF AND THE CURRENT FISCAL ENVIRONMENT REQUIRE UNPRECEDENTED AGILITY AND GREATER EFFICIENCY, BUT SHIFTING PRIORITIES TO MEET EMERGING REQUIREMENTS IS NOT NEW TO NSW.” 45

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with strategies set forth at the national and theater level, USSOCOM guidance, and leverages NSW’s relationship with the Navy in a principally maritime theater. How does the Naval Small Craft Instruction and Technical Training School (NAVSCIATTS) support the SOF commander’s goal to create a network of like-minded allies focused on security around the globe? Our collective experience tells us that it makes good sense to adapt and advance NAVSCIATTS’ role to directly support maritime and special operations security force assistance objectives with partners. NAVSCIATTS provides a contained, controlled, and quality environment that enhances the return on investment for the longstanding, episodic engagements in different theaters. NAVSCIATTS trains and educates foreign security forces and other international students on small craft, operations, communications, weapons, maintenance, and instructor development. More than 10,000 students from 100+ partner nations have graduated since 1963, with an average of 400 to 500 students graduating each year. Our personnel are developing relationships with their counterparts and leaders of partner nations through NAVSCIATTS even before they deploy. Those relationships pay big dividends when they meet up again in-theater. Despite its relatively small size, NAVSCIATTS has an evolving mission, one that is proving to be a critical and cost-effective enabler to U.S. defense strategy and U.S. Special Operations Command’s intent to develop a network of like-minded partners across the globe. Inviting allies to train in the U.S. allows for exposure to a world-class mission-planning environment that provides multiple military benefits. Most importantly, NAVSCIATTS is leading from the front by proactively sharing our best practices in leadership, operations, and maintenance in partnership towards higher levels of security and stability. Where are the greatest equipment challenges? Funding? Technologies? The greatest challenge is getting requirements identified, documented, validated, prioritized, and resourced in a timely manner. In NSW’s context, the current fiscal environment tends to drive acquisition away from development and further toward commercial off-the-shelf items. While this approach has its advantages, i.e., affordability and quicker fielding, it challenges our ability to maintain a necessary advantage over our adversaries (state or nonstate actors), as the technology is available and affordable to them as well. Our key challenge is to achieve game-changing advanced capabilities while maintaining existing capability in a fiscally constrained environment. One of the approaches we take is to focus “capability pursuit” by developing programmatic roadmaps that look out over the next couple of decades. We also make every effort to leverage other government agency research development test and evaluation (RDT&E) funding to the maximum extent possible to help us accomplish proof of concept, prototypes, and generally increase

the technology readiness level (TRL) of various technologies. Finally, we only plan to resource a small number of these efforts, always looking for those areas that appear ripe for success, are the most impactful, and generally represent the lowest risk to transition toward fielding to our operators. We will occasionally identify a significant stretch goal for large levels of investment funding, e.g., Tactical Assault Light Operator Suit, but those opportunities might come around once a decade and we hope to cull benefits that intersect multiple technology areas. What is your message to industry representatives who believe they have “the next great idea” in NSW hardware? Industry members sometimes contact NSW directly; however, without a requirement or a look at an actual product, it is probably the least productive use of their time. If the idea is still at a very low TRL, i.e., 6 or less, then they may want to reach out to any of the various RDT&E-focused organizations such as the Combating Terrorism Technical Support Office (CTTS), the Office of Naval Research (ONR), or Naval Surface Warfare, Crane Division, to see if there’s interest or if they are aware of an existing requirement or pre-existing technology along those same lines. If “the idea” is a product technology at a TRL of 7 or higher, they should subscribe to FedBizOps, which enables them to receive applicable Requests for Information, Sources Sought Synopses, Broad Agency Announcements, and other potential contracting-related information for the types of capability SOCOM and NSW are pursuing. They should focus efforts on demonstrating their technology at one of the various technology experiment events, NSW innovation events, or defense-focused trade shows held throughout the year. We recommend reaching out to the program offices within SOCOM to develop a better understanding of the battle rhythm of these events and to obtain the logistic details of these events occurring over the next few months. Technical experimentation events are typically held three times a year and will have differing technology emphasis areas. The ideal scenario is to pair that “great idea” with documented requirements, programmed funding, and the intent for the government to pursue a contract. Industry representatives have numerous ways by which to display their hardware. The USSOCOM Technolog y & Industry Liaison Office (TILO) (http://www.socom.mil /sordac/ Pages/ SubmitYourIdea.aspx) is a forum for presenting new ideas to the USSOCOM community at large. Technology providers may also be interested in applying to participate in the USSOCOM Technology Experimentation (TE) events (http://www.socom.mil/ sordac/Pages/ExpWithUS.aspx), or the Naval Postgraduate School (NPS) Joint Interagency Field Experimentation (JIFX) events (http://my.nps.edu/web/fx). There are various events each year that offer the opportunity for industry technology providers to test their equipment under field conditions with active-duty members from the various services in direct contact. The events enable operator feedback, giving providers a better idea of whether their product is in line with operational requirements, which also helps guide future independent research and development investment. n

A Special Forces assault team breaches a door at the U.S. Army Special Operations Commandâ&#x20AC;&#x2122;s International Urban Assault Challenge, where six two-man teams from special operations units put their skills to the ultimate test, March 28-31, 2016.

U.S. ARMY PHOTO BY STAFF SGT. JACOB BRAMAN U.S. ARMY JOHN F. KENNEDY SPECIAL WARFARE CENTER AND SCHOOL, PAO

YEAR IN REVIEW

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.S. Army special operations forces (SOF) comprise less than 6 percent of the Army, but they represent 51 percent of all U.S. special operations forces. Comprised of the 1st Special Forces Command (Airborne) (Provisional), the 75th Ranger Regiment, the John F. Kennedy Special Warfare Center and School (JFKSWCS), and U.S. Army Special Operations Aviation Command (ARSOAC), USASOC has an authorized strength of approximately 27,000 personnel. While USASOC forces have been deeply committed over the past years, the command continues to seek better ways to serve the nation and carry out its missions. Commanded by Lt. Gen. Kenneth E. Tovo, assisted by his senior enlisted adviser Command Sgt. Maj. Robert V. Abernethy, USASOC continues to change and adapt to new challenges.

1ST SPECIAL FORCES COMMAND (AIRBORNE) (PROVISIONAL) The “Provisional” in the designation above gives some hint of the changes that have been taking place for the command, traditional home of the Army’s Special Forces. Late in 2014, the decision was made to reorganize Special Forces Command (Airborne) into 1st Special Forces Command (Airborne) (Provisional), or 1st SFC(A)(P). The reorganization went far beyond a name change, combining the 1st, 3rd, 5th, 7th, 10th, 19th, and 20th Special Forces Groups with the 528th Sustainment Brigade, 95th Civil Affairs Brigade, 4th Military Information Support Group, and 8th Military Information Support Group. The command is now a division-level, two-star organization, with some 22,000 personnel; it comprises the bulk of USASOC. The new command will enable task forces to be quickly assembled to handle various crises or situations, drawing from the units most capable of handling unconventional warfare. Under the same plan, the fourth battalion in each of the seven Special Forces Groups reorganizes 18 of a group’s 72 Operational Detachments-Alpha (ODAs), into smaller teams, specifically formed to work with allied and partner nation forces. These teams include Regional Support Elements, to identify and build networks; Special Warfare Planning Detachments, to develop and operationalize the networks; and Jedburgh teams (Special Forces Operational Detachments-Golf), to train and fight with the networks across the SOF spectrum. On a larger scale, the reorganization transforms the command from a non-combat headquarters responsible for manning, training, and equipping Special Forces personnel for assignment to Geographic Combatant Commands to a doctrinally defined Army field unit. Much of this transition was led by Maj. Gen. Darsie Rogers, Jr., who presided over the command until his relief in August 2015 by Maj. Gen. James E. Kraft, Jr. “Our 11 maneuver brigades in front of you are doing the day to day, dirty fingernail work of our nation,” Rogers said during the change of command. “I couldn’t be more proud of you. … If you’re a doctor, a communicator, a

[psychological operations] officer, a [civil affairs noncommissioned officer] or a Green Beret, you’re an operator in this formation. And your performance over the past two years has been magnificent.” Rogers is now commander of U.S. Special Operations Command Central (SOCCENT). Linking the past to the future, the 1st Special Forces Command (Airborne) (Provisional) honored former President John F. Kennedy during a wreath laying ceremony Oct. 20, 2015, at the president’s gravesite at Arlington National Cemetery. The event paid tribute to JFK’s vision of building a dedicated counterinsurgency force, which helped build the Green Berets into the organization it is today. Kraft, Command Sgt. Maj. Brian C. Rarey, 1st SFC (A) (P), senior enlisted adviser, and Dr. William Kennedy Smith placed the wreath on JFK’s resting place. In October 1961, JFK commended the men of the Special Warfare Center at Fort Bragg, North Carolina, on their efforts to prepare a force of unconventional warriors to combat growing threats to the nation. “The challenge of this old but new form of operations is a real one and I know that you and the members of your command will carry on for us and the free world in a manner which is both worthy and inspiring,” Kennedy wrote. “I am sure that the Green Beret will be a mark of distinction in the trying times ahead.” Among the president’s funeral detail in November 1963 was Special Forces Command Sgt. Maj. Francis J. Ruddy, who respectfully laid his own Green Beret upon the grave of his commander-in-chief at the conclusion of the services. This began an annual tradition of the laying of a Green Beret wreath at the president’s gravesite. In March 2016, Special Operations teams took part in the first-ever U.S. Army Special Operations Command International Urban Assault Challenge. The challenge played out over four days at Fort Bragg, North Carolina. The U.S. Army Special Forces Advanced Reconnaissance Target Analysis Exploitation Techniques Cadre developed and conducted the competition. Six teams of four operators from USASOC participated in 20 combat-oriented events designed to replicate an urban environment and test operators’ ability to make instantaneous decisions in an ever-changing battlespace. The 1st Special Forces Group team took first place in the inaugural competition.

75TH RANGER REGIMENT In June 2015, Col. Marcus Evans relieved Col. Christopher Vanek of command of the 75th Ranger Regiment. Vanek, who took command in July 2013, was relieved after an investigation ended with a reprimand for misconduct. According to the Army Times, the informal investigation into Vanek, in accordance with Army Regulation 15-6, “looked into matters concerning command climate, perception and judgment,” said Lt. Col. Mark Lastoria, a USASOC spokesman. “There is no greater privilege than commanding the 75th Ranger Regiment. Even more so when it is at war,” Vanek said as he addressed the audience during the change of command. “Rangers, it has been an honor to serve with and for you. You are getting no finer officer than Col. Marcus Evans.”

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Evans was commissioned through the ROTC in 1994. He has held a number of assignments with the Rangers, and participated in operations in Kosovo, Iraq, and Afghanistan. Perhaps the greatest change coming to USASOC is the inclusion of women into its rank and file. In August 2015, Capt. Kristen Griest and 1st Lt. Shaye Haver became the first females to complete the Ranger School and secure the coveted Ranger Tab. Maj. Lisa Jaster joined them by graduating in October 2015. Following this, in December 2015, Defense Secretary Ashton Carter ordered a reclassification of combat arms opportunities for enlisted women, and the opening of officer, warrant officer, and enlisted assignment opportunities within the 75th Ranger Regiment, which was previously closed to women. The decision does not come without controversy and pushback. On April 29, 2015, two Rangers assigned to 1st Battalion, 75th Ranger Regiment were awarded the nation’s third highest honor. Staff Sgt. James Jones, a Ranger Squad Leader, and Sgt. Derek Anderson, a Ranger Team Leader, both with Bravo Company, 1st Battalion, 75th Ranger Regiment, were awarded the Silver Star Medal for their actions in Afghanistan. “Today we celebrate [the Warrior Ethos], along with the values of courage and valor,” said Gen. Daniel B. Allyn, vice chief of staff of the United States Army. “The example this unit sets, and the expertise the Ranger Regiment builds and carries to the rest of the force, is a large part of what makes us the greatest fighting force in the world.” Allyn went on to praise the actions of 1st Battalion in Afghanistan. “Nowhere is the discipline, endurance, expertise, and confidence more apparent than in the 1st Ranger Battalion, and it’s reflected in the eyes of every Ranger in this formation,” Allyn said. “Knowing that you serve with our nation’s best gives you the courage to always do your duty … and triumph over fear.”

PAUL ABELL / AP IMAGES FOR U.S. ARMY RESERVE

ARMY SPECIAL OPERATIONS AVIATION COMMAND Brig. Gen. Erik Peterson, commanding general of ARSOAC, has made it a priority for the U.S. Army to build an unmanned aircraft system that would employ multiple sensors for gathering of intelligence during special operations. Speaking at the Association of the United States Army’s aviation symposium in January 2016, Peterson emphasized that the current state of the Army unmanned aerial systems (UAS) fleet was lacking, especially those unmanned aircraft available to special operators. Operators need a true multi-intelligence capability in group IV systems, Peterson said, and emphasized ARSOAC was working with both the Army and Special Operations Command to achieve the capability. Special operations UAS need a lighter footprint, and to incorporate vertical takeoff and landing. The problem is a financial one and the command is currently coming up against pushback for new systems. ARSOAC has one company of MQ-1C Gray Eagle UAS platoons and will receive upgraded Gray Eagles in fiscal year 2019, but Peterson stated that the system has been stretched as far as it could go.

U.S. Army Reserve Maj. Lisa Jaster, center, became the third woman to graduate from the U.S. Army’s elite Ranger School, Oct. 16, 2015, in Fort Benning, Georgia. Jaster joins just two other women, Capt. Kristen Griest, left, and 1st Lt. Shaye Haver, right, in gaining the coveted Ranger Tab.

Peterson has encouraged his command to work with the private sector to develop better UAS that are more suited to the special operations battlespace and operator needs. In April 2016, it was announced that ARSOAC command would change, but an exact date for the ceremony was not provided. Brig. Gen. Erik C. Peterson will be replaced by Brig. Gen. John R. Evans, Jr. Evans has held a number of positions within the Army Aviation community, including command of the 160th Special Operations Aviation Regiment (160th SOAR). He has served in both Iraq and Afghanistan, and is currently deputy commanding general of support for the 2nd Infantry Division in Korea. Peterson, who took command in June 2014, will become director of Army Aviation in the Office of the Deputy Chief of Staff at Army headquarters in Washington, D.C. In June 2015, soldiers of the 160th Special Operations Aviation Regiment (Airborne) and more than 60 Royal Air Force (RAF) aviators, maintainers, and aviation crewmembers from 7 Squadron, RAF traveled to Joint Base Lewis-McChord to conduct a three-week bilateral training exercise designed to understand how each unit operates with the Chinook CH-47s (Mark 6) helicopter. The exercise was also designed to facilitate cooperation between American and British aviation for possible joint operations of the future. “The training exercise was a great way to evaluate and share tactics, techniques and procedures in how both forces employ the aircraft,” said Chief Warrant Officer 4 Brian Edwards, a CH-47 heavy assault standardization instructor pilot with 160th SOAR. “We are used to flying a heavier aircraft and their tactics are revolved around flying a lighter aircraft. They come in a lot faster than we do. The advantage on board the U.S. Chinook MH-47G aircraft is primarily technology, whereas the Mark 6 is in its weight. The mindset of both aviation units is identical, providing support to the forces on the ground.” “We do things a little bit differently, but at the same time it’s still a Chinook,” said Staff Sgt. Ryan Rybolt, a flight engineer with the 160th SOAR, in praising the

An MH-6 Little Bird during a U.S. Army Special Operations Command Capabilities Exercise, April 25, 2012. While Little Birds are being upgraded to fly into the 2020s, there is no replacement aircraft in sight.

in the rest of our aircraft… ,” he said, adding that this was “both an approach to sustain this further out to the 2020-2030 time frame – where you see that MLBX, whatever it may be, what’s next – to sustain it, but also give us more capability.” While SOCOM has its own Title 10 budget, it remains dependent on the bigger services to leverage much of its equipment, and the cancellation of the Army’s Armed Aerial Scout program left SOCOM without a new light helicopter program on which it might base a future Little Bird replacement. So the command is working to extend the life of the fleet as well as modernize it through a block upgrade strategy. Block 3.0 promises to add significantly to the performance of the aircraft. One of the major upgrades will be new high-performance rotor blades developed by Boeing. “What … [Boeing has] done, is they’ve leveraged the Apache, the Guardian program,” Vannoy said. “Apache had a new blade they put together. Boeing scaled that down and applied that to the Little Bird. What it’s done is that, in that test, the aircraft was at 4500 pounds. … Data was extrapolated out to 4K/95 for the airplane. The plane today, as it sits on the flight line at the regiment,

“ANOTHER THING WE’RE DOING IN BLOCK 3 IS REVERSING THE DIRECTION OF THE TAIL ROTOR TO CLEAN UP THE VORTEX RING STATE CREATED BY THE MAIN ROTOR,” VANNOY SAID. “IT PROVIDES BETTER TAIL ROTOR PERFORMANCE IN THE END … AND JUST GIVES A MUCH MORE STABLE PLATFORM TO THE PILOT.” 54

USASOC PHOTO

training operations. “Flying with them has been a great opportunity for sharing knowledge between the two units. Seeing how they conduct a mission profile, taking in their techniques, and possibly applying it to ours, has made this exercise a success.” “The relationship [between the American and British fight crews] going forward has definitely been strengthened,” said Maj. Gabriel M. Wolfe, the executive officer of the 160th SOAR. “The whole goal is to de-risk future operations. If we are asked to go to some country in the world and execute a mission together, we can quickly plan and execute the mission safely and effectively.” ARSOAC is facing some changes in its aircraft, with AH/ MH-6 Little Birds being upgraded, but with no replacement in sight. Col. John M. Vannoy, SOCOM’s Program Executive Officer (PEO) for Rotary Wing, said at the 2015 Special Operations Forces Industry Conference (SOFIC), that in the near to medium term SOCOM will continue to upgrade the fleet of 51 AH/MH-6 Little Birds rather than replacing it. “All 51 … will have a new structure airframe; we’ll balk more performance out of the Rolls-Royce engine; we’ll throw in a new cockpit that will look very similar to a smaller lighter version of our Rockwell CASS cockpits

An Army jumpmaster with the 112th Signal Battalion, 528th Sustainment Brigade gives a one-minute time warning from the troop door of a

U.S. ARMY PHOTO BY SGT. 1ST CLASS SEAN A. FOLEY

C-27 Spartan aircraft during airborne operations over the St. Mere-Eglise drop zone on Fort Bragg, North Carolina, on Nov. 25, 2015.

would be restricted to about 55 knots straight and level [with that load]. That plane [with the new rotor blades] achieved 105 knots same load, so for us, the guys who are flying that, that’s a significant improvement. I know the operator will appreciate getting there faster. “Another thing we’re doing in Block 3 is reversing the direction of the tail rotor to clean up the vortex ring state created by the main rotor,” Vannoy said. “It provides better tail rotor performance in the end … and just gives a much more stable platform to the pilot.” “I would tell you it’s our intent to lay out a strategy,” Vannoy said. “We expect to be asked by Congress to lay out a strategy for the future of Little Bird – we’ll be asked that this fall I expect, through the NDAA [National Defense Authorization Act], and what we’ll do there is we’ll address the near-term, the 2020 to 2030 time frame, but we will address further out, and where we will be going after Little Bird, whether it’s a Block 4 that looks the same or whatever it may be.”

JFKSWCS In a reception hosted by Lt. Gen. Charles Cleveland, then-commander of USASOC, on May 4, 2015, Maj. Gen. James B. Linder took command of the U.S. Army John F. Kennedy Special Warfare Center and School.

Linder, the former commander of Special Operations Command-Africa, has served in a number of assignments, including the 82nd Airborne Division, 1st Battalion, 75th Ranger Regiment (Airborne) and 5th Special Forces Group (Airborne). He also served in multiple positions within special operations, and after completing a Senior Service College Fellowship at the Central Intelligence Agency, worked within the Joint Special Operations Command. Linder previously commanded the Support Battalion and served as deputy commanding officer, 1st Special Warfare Training Group (Airborne). At the ceremony, Linder recalled experiences from his time in SOC Africa: “Imagine a small group of soldiers on a presence patrol in their local community, a community that has grown in fondness for these soldiers because they have consistently demonstrated that their duty is to protect those who can’t protect themselves,” he said. “They have heard the stories of Boko Haram’s brutality … and only last week, they strapped a body bomb on an innocent 10-year-old little girl – walked her into the public market and detonated her; killing nine and wounding others. The town is now nervous and alert. “Now imagine these soldiers walking their daily presence patrols through town when a woman no one recognizes … attempts to fling herself on a bus loaded with people. The passengers block her, close the door and attempt to speed away,” he said. He then explained

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A competitor takes aim during the Special Operations Command International Sniper Competition, held March 20-25, 2016, at Fort Bragg, North Carolina. Some 25 sniper teams from the United States as well as Germany,

U.S. ARMY PHOTO BY STAFF. SGT. JACOB BRAMAN

Singapore, Australia, Kyrgyzstan, and Ireland competed in 21 different events.

that the woman, unable to mount the bus, attempted to leap on the back of a soldier, but was stopped by another soldier who placed a well-aimed shot and prevented her from detonating another body bomb in the area. Linder emphasized the unique role U.S. Special Forces has with indigenous forces in order to build a solid foundation in which emerging nations can successfully take on their own responsibility and security against the increasing threats from non-state actors. Linder replaces Maj. Gen. Eric P. Wendt, who is moving on to be the chief of staff of U.S. Pacific Command. Another major command change at the Kennedy School is Brig. Gen. Edwin J. Deedrick, Jr., who will move to Fort Bragg from Korea, where he was commander of Special Operations Command-Korea. Deedrick will become deputy commanding general for the 1st Special Forces Command. In June 2015, the Special Forces Underwater Operations School at JFKSWCS turned 50. The school trains Special Forces combat divers and was founded by Col. Ola Lee Mize. That same month, the Department of Defense announced plans to improve infrastructure and organization to the U.S. Army’s Special Forces Underwater Operations School’s Combat Diver Qualification course. The six-week course is held at Fleming Key at Naval Air Station Key West, Florida. Army Maj. Joshua Eaton, commander of Charlie Company, 2nd Battalion, 1st Special Warfare Training Group (Airborne), said, “The Special Forces Underwater Operations Dive School is a turnkey operation. The next step is identifying what the future of [Special Forces underwater operations] looks like and what are

the infrastructure requirements of not only the company, but the visiting units that conduct training here. We need to increase capacity. We want to train more than 36-42 [special operations soldiers] ... per class and increase that number to around 60 per class, or 300 per year.” In March 2016, JFKSWCS hosted 25 sniper teams from around the globe for the 2016 U.S. Army Special Operations Command International Sniper Competition. From March 20 to 25, 2016, teams from Germany, Singapore, Ireland, Australia, Kyrgyzstan, and the United States competed in 21 different events. “The competition is combat-oriented on things that have been used on deployment. Because of this, it tests the competitors on tasks that will help them complete their missions down range,” said Master Sgt. Jason Brown, a Special Forces Sniper Course (SFSC) instructor and an event coordinator during the 2014 competition. Brown continued, “It brings all the snipers together from all over the world, which gives them a chance to communicate on what they are doing in training to become better snipers. This helps the SFSC committee because most of the competitors are from the Special Operations Forces Regiments and it allows us to see how well they have been trained by us and how well they are conducting their own training once they have completed ours.” 3rd Special Forces Group won the 2016 competition, with two other Special Forces groups taking second and third. In April 2016, the John F. Kennedy Special Warfare Center and School will also host its annual Robin Sage competition. n

YEAR IN REVIEW

INTERNATIONAL SOF A Worldwide Survey

DOD PHOTO BY NAVY PETTY OFFICER 2ND CLASS DOMINIQUE A. PINEIRO

BY DAVID C. ISBY

Members of the Iraq Special Operations Forces conduct sniper rifle training at the Area VI training site in Baghdad, Jan. 7, 2016. The Iraqi special forces primarily conduct anti-guerrilla operations in Iraq and are part of the Iraqi Counter Terrorism Bureau.

Soldiers assigned to the Iraqi Counter Terrorism Force (ICTF) practice urban maneuvering procedures at a shoot house in Baghdad, Iraq, June 30, 2015. The ICTF trains regularly to improve its tactical abilities and sustain its level of tactical awareness. A coalition of regional and international nations have joined together to enable Iraqi forces to counter Daesh (also known as the Islamic State of Iraq and the Levant) to re-establish Iraq’s borders and retake lost terrain.

was not a quiet year, nor one devoted to reorganizing and rebuilding. In 2015, combat operations – and exercising to be ready for them – dominated international special operations forces (SOF) activities. Countries facing external or internal threats to their national security have, over the past year, increasingly looked to SOF to help counter them. Once again, events demonstrated the importance of international SOF for U.S. national security policy. The United States and its closest allies have helped build coalition partners’ SOF capabilities, but meeting the tests of combat remains difficult. In the Middle East, Africa, and Asia, SOF were fighting rising radical Islamic forces, some four years after the death of Osama bin Laden at the hands of U.S. SOF had seemed to defeat that threat. On Russia’s periphery, the 2014 seizure of the Crimea – spearheaded by Russia’s SOF – and the continued conflict in Ukraine have led both Russia and those threatened by it to strengthen their SOF. Internal security SOF is often used as part of a whole-of-government approach, integrated with intelligence and law enforcement. Despite this, terrorists were able to strike inside countries that have invested in SOF to counter them.

U.S. ARMY PHOTO BY SPC. GABRIEL SEGURA

NEAR EAST & SOUTH ASIA In 2015, international SOF were a major part of the campaigns against Daesh insurgents in Syria and Iraq. A United States announcement on Nov. 27, 2015, that 50 U.S. Special Operations Command (SOCOM) personnel would “train, assist, and advise” local forces fighting Daesh was followed by Germany stating on Dec. 4 that it was considering reinforcing its forces in the region with Kommando Spezialkräfte (KSK) SOF. The Kingdom of Saudi Arabia (KSA) followed this with a similar statement that it was considering committing its SOF. These announcements followed a year of combat by international SOF. U.S. SOF enabled on Oct. 22, 2015, the prisoner rescue raid by Kurdish special forces. The May 2015 raid that killed Daesh (the term now preferred over the previously used acronym ISIL) commander Abu Sayyaf was reportedly made possible by surveillance

from a team from Britain’s Special Air Service (SAS) and led to the acquisition of intelligence materials that enabled international action against Daesh’s financial network. SAS snipers have also been active against Daesh high-value targets, including English-speaking leaders. Canada – expanding its Special Operations Forces Command to some 2,200 personnel worldwide in 2015 – sent SOF to train Kurdish forces in northern Iraq. In December, a surprise Daesh offensive forced the Canadians into a combat role, providing supporting fire as Kurds counterattacked. Canada is considering a commitment to help train a Kurdish SOF unit. Turkish SOF started to train non-Kurdish Iraqi and Syrian anti-Daesh forces in March 2015. By December, this effort had led to disputes with Iraq, as Turkey aimed to counter Iranian SOF efforts to expand their influence. Turkish SOF also increased its presence along the border with Syria. As in previous years, the Turkish SOF has worked closely with intelligence and internal security forces against the PKK (Kurdistan Workers’ party), both inside Turkey and throughout the region. Iraq’s SOF, trained and equipped by the United States and its close allies, were driven back by the Daesh advance in 2014. In 2015, Iraq reorganized and reformed its 1st Special Operations Brigade and committed it to anti-Daesh operations alongside both Western SOF and the Iranian Revolutionary Guard Corps (IRGC) Quds Force, including political warfare specialists that work closely with Iraqi Shia militia forces. The value of a strong SOF capability, enabled by international training and cooperation, has been demonstrated in 2015 by Jordan. Despite facing an existential threat from Daesh, Jordan has, so far, prevented highprofile terrorism within its borders and deployed highly capable SOF. In January 2015, Brig. Gen. Aref al-Zaben of the King Abdullah II Special Operations Training Centre (KASOTC) was quoted in the press as saying, “Airstrikes are not enough, and there is a need for ground force operability.”

ABOVE: Afghan SOF prepare for a mission, one of 140 operations carried out nationwide in a typical week. OPPOSITE PAGE: Senegalese special operations forces conduct a beach landing exercise during Flintlock 2016 in Saint Louis, Senegal, Feb. 12, 2016. Riverine type operations are important in Military Zone 2 in Saint Louis because the region has 700 kilometers of coastline. The riverine operation was a culmination exercise after a weeklong training with Netherlands and U.S. special operations forces.

AFGHANISTAN IN 2015 DEMONSTRATED THAT EVEN SOF THAT HAVE BENEFITED FROM INTERNATIONAL TRAINING AND SUPPORT MAY STRUGGLE WHEN THESE ARE WITHDRAWN.

U.S. MILITARY PHOTO BY LT. SHARON MULHOLLAND

But the strongest SOF involved in these conflicts were those fighting to keep the Assad regime in power in Damascus. Syrian SOF, when the civil war started in 2011, had the maintenance of the Assad regime as its primary mission. It is uncertain how much of the prewar organization still remains in combat, but it appears to be the backbone of the pro-Assad forces. By late 2015, more than 1,000 Iranians, including Quds Force SOF, were also fighting in Syria. Russian Spetsnaz were, in 2015, reportedly directing airstrikes and artillery fire in Syria. This commitment has boosted Russian prestige in the region and demonstrated its resurgent SOF capabilities. As in Ukraine in 2014, casualties have been kept out of the press, but are known to have included at least one Russian naval infantry reconnaissance company trooper killed during the combat search and rescue (CSAR) operation for the Russian strike aricraft shot down by the Turkish air force on Nov. 24, 2015. The conflict in Yemen, following the January 2015 coup, fractured Yemen’s national security organizations, including its SOF. The U.S.-trained counterterrorism (CT) unit had worked closely, in recent years, with U.S. personnel. These were evacuated, the last from the al-Anad air base in March 2015. As in Iraq and Mali in previous years, SOF trained by the United States and its allies were rendered ineffective, creating a vacuum on the ground. In Yemen, this was filled by an international intervention making extensive use of SOF, in this case from the KSA and United Arab Emirates (UAE). The KSA’s SOF operated in Yemen in close cooperation with airpower, both fixed wing and helicopters. Forces from the UAE Special Operations Command, part of the Presidential Guard, defended Yemeni ports against Houthi rebels and later took part in the offensive to recapture the international airport and defeat rebel forces in southern Yemen. The Presidential Guard incorporates SOF, amphibious, and expeditionary capabilities in its mission set and models itself on the U.S. Marine Corps. UAE SOF rescued a British hostage held for 14 months in Yemen on Aug. 23, 2015. These extensive operational commitments have stretched UAE SOF and led to the recruitment of former Colombian and other expatriate veterans. Other KSA SOF have retained their primary internal security function, conducting a CT exercise with Saudi National Guard forces near Arar in March 2015 following an attack by extremist insurgents. Saudi SOF participated with Pakistan SOF in Exercise Samsam 5 in March 2015 in Taif. Afghanistan’s SOF, trained and equipped by the United States and its allies, have held the line against insurgent offensives, especially in areas such as Kunduz and Helmand provinces. Lack of intelligence and targeting capabilities, airpower, helicopters, and airlift – they had previously relied on their coalition partners for these – greatly hindered Afghan SOF operations in 2015. Despite this, by mid-year, Afghan SOF were some 11,000 strong and carrying out some 140 operations nationwide in a typical week. Afghanistan in 2015 demonstrated that even SOF that have benefited from international training and support may struggle when these are withdrawn. Israel announced, on July 6, 2015, that it was forming a new commando brigade modeled on the U.S. Rangers, consolidating three existing airborne infantry brigade reconnaissance battalions (each with different combat

specialties), a combat engineer battalion, and the Duvdevan (Cherry) unit that specializes in covert operations. The new brigade will not be part of Israel’s Joint Special Operations Command, but will be under an army divisional headquarters. Israel was also, in 2015, looking toward investment in long-range air insertion capability for its SOF. Israel would like to procure a squadron of Bell-Boeing MV-22 Osprey tilt-rotor aircraft, but has not yet signed a contract. Sikorsky CH-53K and Boeing CH-47F Block II helicopters are both being evaluated.

AFRICA

U.S. ARMY PHOTO BY SPC. DAVID M. SHEFCHUK

Insurgent activity throughout northern Africa led to increased international SOF response in 2015. Egypt’s SOF were heavily committed to combating insurgents in the Sinai and the Western Desert, working in conjunction with helicopters. Egypt’s CT-specialist Task Force 777, disbanded in 2011, is now reformed and operating in urban areas. In Libya, international SOF helped end the Qaddafi regime in 2011, but, in 2015, their presence and activities were limited. The number of Daesh fighters in Libya increased over the course of 2015 – from about 500 to about 5,000 – and this may lead to an increased international SOF presence. Tunisia’s democratic government has deployed its internal security forces and Germantrained SOF to fight Islamic insurgents, especially in the Kasserine Pass area near the Algerian border. Algeria reorganized its SOF during 2015 for internal security and CT missions and has ordered Mil Mi-26 Halo heavy-lift helicopters from Russia for enhanced mobility. The three-week Flintlock 2015 SOF exercise in Chad involved 1,300 personnel from 18 Western and 10 African

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countries and underlined the international SOF commitment in Africa. Opposing al Qaeda, Boko Haram, and other radical Islamic insurgents, SOF are part of the international response to the collapse of Mali’s national security organizations – including U.S.-trained SOF – in 2013 and Nigeria’s inability to respond effectively to terrorist activity, including the highly publicized kidnapping of schoolgirls in 2014. Niger and Cameroon have also faced Islamic radical insurgent threats. The Islamic radical insurgent threat has led to the continuing commitment of French SOF to the region. In May, these killed four senior members of al Qaeda, one suspected of kidnapping French citizens. The international SOF commitment in Mali has included participants from both Europe and Africa, including Mauritania. In addition to receiving extensive international training – the Nigerian Special Boat Service trains with U.S. Navy SEALs – Nigeria has supplemented its SOF with 72 Mobile Force, a South Africa-organized contractor force with organic air, intelligence, and logistics capabilities. International SOF support against Boko Haram in 2015 included an SAS presence at Maiduguri in northeastern Nigeria. In east Africa, U.S. SOF have worked extensively, building capabilities in Djibouti and Uganda. Kenya’s SOF, which have trained in conjunction with international forces since the 1970s, have used their recent U.S. training to play a major role in the campaign against Somalia’s resilient al-Shabab Islamic radicals. In these operations, they are supporting African Union (AU) and Somali military units, including SOF, but the AU forces remain overstretched and the Somalis suffer from that country’s profound divisions and institutional weakness.

THE FORMER SOVIET UNION The Russian demonstration of an effective “hybrid warfare” capability in its 2014 annexation of the Crimea and conflict with Ukraine included the effective use of SOF. This has been followed, in 2015, by an emphasis on international SOF training in response. “NATO Special Operations Headquarters are very seriously thinking about the Baltic states in order to find ways to make their presence here more visible and to support us more,” Lt. Col. Riho Ühtegi, commander of Estonia’s SOF, said in a February 2015 interview. In May, Exercise Flaming Sword 2015 included SOF from Poland, Latvia, Lithuania, Denmark, Estonia, Norway, Sweden, and the United States. In June, Swedish SOF participated in Exercise Baltops 2015 alongside SOF from the United Kingdom, Finland, and the United States. Lithuanian and Polish SOF trained together in 2015 to enable Lithuanian participation in a Polish-led NATO Response Force (NRF) SOF commitment. The NRF participated in Exercise Trident Juncture 2015 in October-November, bringing together SOF from nine NATO countries plus Finland in the largest exercise in a decade. Its scenarios were played out across Europe – most of the SOF exercises were along the Mediterranean littoral – and were intended to develop international interoperability. The lack of a secure communications platform and network to link NATO SOF was among

the shortfalls identified in the exercise. Technologies that could benefit SOF have lagged in adoption, such as unmanned aerial vehicles (UAVs), although the British 2015 Strategic Defence and Security Review said that the two Airbus Military Zephyr high-altitude UAVs to be procured were primarily for SOF support missions. The most intensive 2015 SOF response was the international commitment to help Ukraine develop its SOF as a multi-service force. Ukraine announced that its special operations command would be formed in December 2015 and made operational by 2016-17. This was one of the initiatives announced on April 27, following a Ukraine presidential decree on April 23. Even before this, a Joint Multinational Training Group (JMTG), including troops from the U.S. 10th Special Forces Group, was training Ukrainian SOF in Khmelnytsky. Other NATO SOF participated in SOF training missions in Ukraine throughout 2015. In October, Ukraine and Georgia held discussions at the chief of staff levels on security cooperation including SOF training. Progress has been slow. Ukraine shut down its own special operations training facilities by 2013 and faces continued problems with corruption, lack of equipment and training, and lack of standardization in foreign-provided materiel and training. Despite U.S. provision of non-lethal materiel assistance since 2014, by late 2015 Ukraine’s 3rd Spetsnaz Regiment had only 17 night vision devices. Overall, Ukraine’s special forces had an 80 percent shortfall in night vision. Secure communications, body armor, and vehicles were all among the many categories where these forces are lacking. In 2015, Turkish SOF were active in the former Soviet Union, conducting multilateral joint exercises with Georgia and Azerbaijan in June and helping to train Azerbaijan’s SOF. These have clashed with Russiantrained Armenian SOF amid the continuing tension between the two countries. Russia, in 2015, strengthened its SOF subordinated to the GRU (the Main Intelligence Directorate of the General Staff), the KSO (Special Operations Command – formed in 2013), and the VDV (airborne forces). Two new Spetsnaz units, the 100th Brigade and the 25th Regiment, were formed, reportedly for counterterrorist operations, in 2014. This brought estimated Spetsnaz strength to some 15,000 to 17,000 capable of direct-action missions, but only some 500 to 1,000 capable of the covert integrated military-political operations described in Russia’s 2014 military doctrine. Russia has also emphasized international SOF training and cooperation. Exercises with other countries of the former Soviet Union, plus China and India, were publicized. In February 2015, Russia announced the construction of a large-scale international SOF training complex in Chechnya.

COUNTERTERRORISM AND INTERNAL SECURITY Throughout the world, 2015 saw the strengthening of SOF intended for internal security and CT missions. This took place in many countries, including Russia, China, and India. Again, the events of 2015 have demonstrated how difficult the CT mission is for international SOF. No country has achieved more effective SOF integration with

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Spanish special operations forces secure an area after leaving a U.S. Air Force CV-22 Osprey at Almagro Air Base, Spain, on Oct. 24, 2015, during Trident Juncture 15. The joint training enabled the practice of an air insertion into a potentially hostile area.

intelligence than France. That Daesh penetrated security in Paris on Nov. 13, 2015, for its first synchronized terrorist attacks on the continent rather than a “soft” target elsewhere in Europe shows that even the best CT SOF capabilities cannot remove the threat entirely. French SOF, following the Daesh attacks, were committed to increased domestic counterterrorist missions in support of the existing Gendarmerie SOF as part of Operation Sentinelle. The same limitations can be seen in Indonesia, whose Detachment 88 represents an effective CT capability, well integrated with intelligence, yet was not able to prevent that country’s first terrorist attack since 2009, on Jan. 16, 2016.

JORGE MANRIONE BEHRENS

SOF AT SEA Despite the decline of piracy off the Horn of Africa, 2015 saw a rise in the significance of naval and amphibious SOF. Most – but by no means all – of this activity reflected the contested maritime environment of the Eastern Pacific littoral. China has been increasing its SOF capability since the 1990s, and amphibious and maritime forces have, along with internal security, been priority investment areas. Japan’s new amphibious quick reaction force, currently being organized, will be operational by 2018 and will include enhanced SOF capabilities. Japan is reported to have increased amphibious capability of National Police Special Assault Team (SAT) SOF

to enable them to respond against attempts to occupy remote islands. Their training reportedly includes the ability to use non-lethal force in ship boarding. Western naval SOF for over a decade have focused on dry-land activities. In 2015, they found they needed to get back to their maritime capability roots. New players are also exercising maritime special operations. Exercise Shaheen Al Jazeera in December was a bilateral SOF exercise between Pakistan and Bahrain, focusing on maritime interdiction and security. Mexico’s new Marine Paratroop Brigade, while organized for internal security missions against that country’s criminal cartels, took part in the Mexican navy’s first multinational amphibious landing exercise in September, alongside U.S., Japanese, and New Zealand forces in Exercise Dawn Blitz 2015. There remains a large gap between the world-class international SOF – which fortunately are largely operated by close U.S. allies – and the bulk of what is designated SOF worldwide, with no easy evolutionary path to follow from one to the other. But even SOF that lacks an all-aspects capability can still be highly effective as a tool of national capability. Europe, looking at the likelihood of more terrorist attacks on the Paris 2015 model, will have to consider what role internal security SOF will have in countering this threat. Elsewhere, CT and internal security are likely to be a priority mission area. The fracturing of Yemen’s SOF and the struggles of Afghanistan’s SOF, as well as the slow process of rebuilding Ukraine’s SOF, show that despite each having international training and support, it remains difficult for coalition partners to duplicate the factors that have enabled the effective use of SOF by the United States and its closest allies, especially the high-quality personnel and the effective integration into both national strategy and joint and coalition operations. n

MARSOC 10 Years

Interview

MARSOC COMMANDING GENERAL

MAJ. GEN. JOSEPH L. OSTERMAN BY J.R. WILSON

Maj. Gen. Joseph L. Osterman was commissioned through the Naval Reserve Officers Training Corps at the University of Colorado, where he earned a Bachelor of Arts degree in biology. His subsequent assignments included rifle and 81 mm mortar platoons commander with 1st Battalion, 7th Marines; executive officer of the Marine Detachment aboard the USS Kennedy; commanding officer of the Marine Detachment aboard the USS Forrestal, and 1st Battalion operations officer 2nd Marines. He deployed to Okinawa in 2000 as commander of 1st Battalion, 3rd Marines, and participated in support of Operation Enduring Freedom. This was followed by a joint tour as an instructor and as the chief of staff, NATO School, Oberammergau, Germany, where he was responsible for training support to some 54 nations. Following his promotion to colonel, Osterman assumed command of 25th Marine Regiment and deployed to Iraq as an adviser to the Iraqi army. He returned to Quantico, Virginia, in June 2006 as director of the Expeditionary Warfare School and two years later was assigned assistant division commander, 2nd Marine Division. In March 2010, he deployed to Afghanistan as commanding general, 1st Marine Division (Forward). He returned to Quantico in 2011 as commanding general, Marine Corps Recruiting Command. In December 2012, he reported to ISAF Joint Command in Afghanistan as deputy chief of staff, joint operations. Afterward, he served as deputy commanding general, Marine Corps Combat Development Command, before assuming command of Marine Corps Forces Special Operations Command (MARSOC) in August 2014. On MARSOC’s 10th anniversary, Osterman spoke with The Year in Special Operations senior writer J.R. Wilson about his command’s history, status, and future. The Year in Special Operations: When MARSOC was first proposed, many people said the Marine Corps did not need a special operations command because the Corps was a special operations command. One decade on, how does MARSOC differ from the big Corps in answering that contention? Maj. Gen. Joseph L. Osterman: I don’t think there’s any difference between us. The Marine Corps recognized

the value of U.S. Marine Corps Forces Special Operations Command early on and codified that when then-Commandant Gen. James F. Amos directed the Corps to “embrace MARSOC.” MARSOC has been able to play a strong role in the continuing evolution of special operations forces-Marine Air Ground Task Force (MAGTF) interoperability and I’m proud of the value MARSOC brings to both the larger Marine Corps and to U.S. Special Operations Command (SOCOM).

U.S. MARINE CORPS PHOTO

MARSOC 10 Years

After a year and a half as MARSOC’s commanding general, how do you view the command’s growth and evolution since its founding in 2006? As commander, I can certainly say MARSOC has grown into a mature special operations forces (SOF) organization over the last 10 years and we are on a sustainable operational path. MARSOC continues to innovate and dynamically contribute to the Theater Special Operations Commander’s (TSOC’s) requirement. For example, MARSOC is currently leading the mission command for the Combined Joint Special Operations Task Force (CJSOTF) in Iraq. MARSOC continues to be an agile force, grounded in both the Marine Corps and SOF ethos. MARSOC units are in high demand among the TSOCs due to a reputation for professionalism and combat-proven small unit tactics, cultural awareness, and operations intelligence integration at all levels. We are Marines first and we bring the strong Marine ethos of honor, courage, and commitment to special operations. How have the drawdown in Afghanistan, the rise of ISIS, growing operations and potential conflicts in the Arctic, renewed Russian adventurism in Eastern Europe, China’s rapid growth in military capability – and pressures on

both Taiwan and Japan – increased emphasis on Africa, etc., had an impact on MARSOC’s training, equipment requirements, and potential future deployments? Although I will not comment on any specific operational actions we have taken or are planning to take, I can describe what we are doing globally in a general way. Since the drawdown in Afghanistan, MARSOC has regionalized our operational forces in order to provide better support to the TSOCs in three key regions: U.S. Africa Command (AFRICOM), U.S. Central Command (CENTOM), and U.S. Pacific Command (PACOM). To that end, MARSOC maintains a persistently forwarddeployed rei n forced Mar i ne Specia l Operat ions Company (MSOC) in each of these three regions. These reinforced MSOCs can execute the full spectrum of special operations, and MARSOC will maintain our forward capability persistently in each region through rotational deployments. While each deployed MSOC is task-organized according to theater requirements, they share common characteristics. Each reinforced MSOC combines a healthy mix of combat, combat support, and combat service Marines and sailors into a cohesive team. The MSOC can then be employed as a single entity, as separate Marine Special Operations Teams (MSOTs), or in even smaller elements, depending on mission requirements. By being forward deployed, the MSOC is more agile in response to emerging theater requirements and more able to conduct sustained, meaningful partner nation engagements in accordance with the objectives of the TSOC in concert with the Combatant Commander’s Theater Campaign Plan. Although special operations have fared better than most components of the U.S. military in recent years, MARSOC nonetheless has been cut back from its original full operational size goal. How have you adjusted to that? What I can tell you is, MARSOC currently has an authorized end strength of 2,742 active-duty Marines. From that force, we deploy fully integrated and enabled MSOCs to AFRICOM, CENTOM and PACOM. MARSOC

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MARSOC 10 Years

“MARSOC CONTINUES TO BE AN AGILE FORCE, GROUNDED IN BOTH THE MARINE CORPS AND SOF ETHOS. MARSOC UNITS ARE IN HIGH DEMAND AMONG THE TSOCS DUE TO A REPUTATION FOR PROFESSIONALISM AND COMBAT-PROVEN SMALL UNIT TACTICS, CULTURAL AWARENESS, AND OPERATIONS INTELLIGENCE INTEGRATION AT ALL LEVELS. WE ARE MARINES FIRST AND WE BRING THE STRONG MARINE ETHOS OF HONOR, COURAGE, AND COMMITMENT TO SPECIAL OPERATIONS.”

has sufficient critical skills operators (CSOs), special operations officers (SOOs) and special operations capabilities specialists (SOCS) to meet all of our operational requirements. How do you see MARSOC’s role within SOCOM continuing to evolve into the 2020s? While MARSOC continues to provide persistently present reinforced MSOCs to three TSOCs, we have also expanded ou r contr i butions to overal l SOF mission command. We are partnered w ith Naval Special Warfare Command (NSW) to provide an 0-6 [colonel level] CJSOTF Headquarters in support of the efforts in Iraq, and we are also exploring ways to contribute 0-5 [lieutenant colonel] level command and control (C2) capabilities. As we move forward, I see the demand for small, agile SOF C2 nodes increasing, with MARSOC’s contributions to those requirements increasing as well. After a decade of land-based deployments – and many of its younger members never having been to sea – how is MARSOC looking to connect with the Marine Expeditionary Units (MEUs) and Navy at sea? MARSOC fully supports, with both manpower and exercise support, the SOCOM program to deploy a Special Operation Forces Liaison Element (SOFLE) with each Amphibious Readiness Group/Marine Expeditionary Unit (ARG/MEU) team. It is important that I note to you that the SOFLE is not a MARSOC unit. It is a six-man liaison element made up of SOF members from across the SOCOM enterprise – United States Army Special Operations Command (USASOC), Air Force Special Operations Command (AFSOC), Naval Special Warfare Command (NSW), and MARSOC. The SOFLE advises and informs the MEU commander and his staff on SOF capabilities and actions that are relevant to their training, exercises, and operations. The operational successes during recent deployments by the 11th MEU and 24th MEU are a reflection of the

service emphasis on integration and interoperability between SOF and the deployed Marine Air Ground Task Forces. This interoperability makes all of us stronger. Subordinate MARSOC units are now designated as Marine Raiders, in honor of their World War II ancestors. What has that meant to individual operators and the Raiders’ relationships with allied forces and SOCOM’s other SOF components? What I have witnessed since the Raider re-designation is the title Marine Raider continues to unify all those assigned to MARSOC. Using the legacy of Marine Raiders and the label as an organization creates an umbrella under which all military occupational specialties (MOS) fall. This unifying concept provides our operators and those who support them with a common cohesive term and prevents elitism from fostering within the command. Marines are Marines and no one MOS or occupational field is more special than the other. Each Marine brings a unique set of skills that is essential for the collective capability. It is this collective capability that is MARSOC’s center of gravity and distinguishes it within the SOF community. The Raider moniker also provides our SOF and Marine Corps leadership with a way to identify MARSOC Marines in different forums. Within the SOF community, our sister SOF services are labeled as Navy SEALS, Army Green Berets, Army Rangers, and Air Force Air Commandos. When it comes to Marines, there is often a struggle to find the right label, and the term critical skills operator is often used, which tends to confuse people. Marine Raider ties together “Marine” – who we are – with “Raider,” an historical reference to Marine special operations, ultimately relaying the message “Marines are who we are, special operations are what we do.” SOF proved itself an invaluable asset to the wars in Southwest Asia and are now at the top of every COCOM’s speed dial. How has this increased demand, in light of

MARSOC 10 Years

tight budgets and a reduced end force, affected how MARSOC responds when called? We have responded by forward-deploying Marine Special Operations Forces (MARSOF) that are capable of the full spectrum of SOF operations and are adaptable to whatever the specific mission requirements dictate. By persistently providing these forces to the TSOCs, the regional commanders know what they have and how agile those forces are. I believe this provides them maximum flexibility as they respond to emerging theater requirements for SOF. Many of the new equipment programs planned as combat operations in Southwest Asia were being reduced have now been delayed or canceled. How will MARSOC deal with repairing and upgrading legacy equipment rather than replacing it with next generation systems? MARSOC will continue to do what it and the Marine Corps have done in the past, which is to be efficient stewards of America’s resources. We will maximize the use of current equipment while continuing to seek out game-changing capabilities. Your predecessors said one of their top goals after Afghanistan was to get rid of MARSOC’s mine-resistant ambush protected vehicles (MRAPs) and replace them with new, lighter platforms. How are you dealing with those legacy vehicles and future Raider combat operational requirements? A valid requirement remains for mine-resistant vehicles. MARSOC has the ability to leverage Marine Corps and SOCOM programs as required for the mission. Our current light vehicle capability is provided by SOCOM through the Light Tactical All-Terrain Vehicle (LTATV) and Ground Mobility Vehicle (GMV) 1.1 programs that provide an aircraft internally transportable capability.

“WITH CLEARLY ARTICULATED AND CODIFIED STANDARDS, MARSOC WILL ENHANCE ITS ABILITY TO SCREEN AND SELECT THE BEST AND MOST FULLY QUALIFIED MARINES TO BECOME CRITICAL SKILLS OPERATORS AND SPECIAL OPERATIONS OFFICERS, INCREASING THE OVERALL COMBAT READINESS OF OUR FORCE. NO MATTER THE GENDER, ALL CSOS AND SOOS WILL RECEIVE THE SAME LEVEL OF TRAINING AS BEFORE.”

Despite all that, what is your “wish list” for new equipment and capabilities for MARSOC, from senior command down to individual operators in the field? MARSOC will look for capabilities that increase our interoperability and integration with conventional forces.

the best and most fully qualified Marines to become critical skills operators and special operations officers, increasing the overall combat readiness of our force. No matter the gender, all CSOs and SOOs will receive the same level of training as before.

The first female Marines have applied for MARSOC in the wake of the Department of Defense’s opening of all combat posts to women. How are you adjusting to that in terms of training, field infrastructure, unit structure, and schooling both men and women in proper conduct? Currently, we (MARSOC) have not accepted any applications, but there have been a number of female Marines who have expressed interest. Upon the Secretary of Defense’s approval of the service’s and SOCOM’s implementation plans, we will begin implementation, to include accepting applications. We remain committed to sustaining and improving our combat effectiveness through the systematic application of our standards. With clearly articulated and codified standards, MARSOC will enhance its ability to screen and select

Do you see a need and place within MARSOC for a manned aviation unit? If so, comprising what? If not, why? No. We are able to leverage the capabilities of a wide variety of units for that support.

To what extent and in what ways do you see MARSOC adopting and implementing robots in the field, such as: • UAVs – including resupply rotorcraft • Ground systems for medevac, to accompany small units and lessen the load each warfighter must carry, logistics support, recon/mine detection, lethal weapons platforms • Surface and subsurface water platforms MARSOC lives by the SOF Truth: “Humans are more important than hardware.” But there is no denying that

MARSOC 10 Years

Maj. Gen. Joseph L. Osterman, commander, U.S. Marine Corps Forces Special Operations Command, speaks about the redesignation during the MARSOC re-designation ceremony at Stone Bay, aboard Marine Corps Base Camp Lejeune, North Carolina, June 19, 2015. The ceremony was held to officially adopt the name “Marine Raider,” carrying on the heritage and legacy passed

U.S. MARINE CORPS FORCES PHOTO BY SGT. DONOVAN LEE

along by the Raiders of World War II. During the ceremony, the units' colors were cased and their new colors were unveiled.

technology in the areas of robotics are enabling the accomplishment of more on the battlefield. MARSOC employs small unmanned aerial systems (SUAS) in support of operations, but not specifically for resupply. MARSOC works closely with SOCOM to search for a SUAS “swarm” capability, logistics augmentation and resupply, and an advanced counter-improvised explosive device capability. As the U.S. military moves from a heavy focus on Southwest Asia to an almost Cold War-level multi-areaof-responsibility status, what role do you see for MARSOC in particular and SOF in general? From my perspective, MARSOC will maintain a forwarddeployed MSOC-Reinforced in AFRICOM, CENTCOM, and

PACOM, particularly so that we can build and maintain long-term relationships with key partner nation forces in certain critical sub-regions. Recent events in CENTCOM have not altered MARSOC’s commitment to provide forces to AFRICOM or PACOM. Special operations in the Corps has grown from a temporary assignment to a career track. How has that change affected recruitment, retention, and morale? Approval of the Primary Military Occupational Specialty (PMOS) allows the Marine Corps the ability to develop CSOs (0372) and SOOs (0370) over the course of their careers, as both fully proficient special operations professionals and well-rounded MAGTF Marines. Having what we call

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MARSOC 10 Years

Maj. Gen. Joseph L. Osterman, commander, U.S. Marine Corps Forces Special Operations Command, presents Petty Officer 2nd Class Alejandro Salabarria, a corpsman with Marine Special Operations Company F, 2nd Marine Raider Battalion, the Silver Star medal during a ceremony at Stone Bay, Marine Corps Base Camp Lejeune, North Carolina,

MARINE CORPS PHOTO BY SGT. LIA GAMERO

Feb. 5, 2016. Salabarria was awarded for his actions in Afghanistan Sept. 15, 2014.

a “closed loop” PMOS for both our CSOs and SOOs allows MARSOC to manage our Raiders with a development strategy that facilitates talent management of SOF skills, standardized training, retention, promotions, command, professional military education, and career progression. Once designated with the PMOS, a CSO or SOO will predominantly fill billets within MARSOC, but will also serve in billets throughout the Marine Corps and across the special operations enterprise. By developing a defined career path, MARSOC and the Marine Corps writ-large will be better able to retain and sustain the operational experience and capability necessary to meet operational requirements and reinvest special operations talent and experience where it is needed most. Raiders already are among the most highly trained members of the U.S. military, with requirements covering

combat medicine, languages, culture and religion, negotiations, training host nation troops, etc. How would you describe the training and capabilities of an operator by MARSOC’s 20th anniversary in 2026? Over the next decade, MARSOC will continue to develop capabilities rapidly, based on the operational demands of the Geographic Combatant Commands (GCCs) and Theater Special Operations Commands. However, MARSOC is striving to maintain the leading edge on leveraging emerging technologies that provide our forces a comparative advantage against enemy networks globally. The integrated, cross-functional manner in which we train our forces ensures that we continue to innovate, experiment, and adapt operational and tactical concepts to ensure theater SOF remain capable of staying ahead of any influencing emerging enemies and assisting partners globally to defeat those threats to security and stability. n

MARSOC 10 Years

MARSOC 10TH ANNIVERSARY When the U.S. Special Operations Command (SOCOM) was created in 1987, comprising Army, Navy, and Air Force special forces commands, a relationship was formed with the 3-year-old Marine Expeditionary UnitSpecial Operations Capable (MEUSOC), the Corps’ first SOF-specific force, with an emphasis on direct action and special reconnaissance from the sea. As the use of special operations forces (SOF) became more expansive during the wars in Iraq and Afghanistan, pressure mounted on the Marine Corps to create its own dedicated special forces command. In February 2006, the Marine Corps Forces Special Operations Command (MARSOC) stood up at Camp Lejeune, North Carolina, with Maj. Gen. D.J. Hejlik as its first commanding general. With no increase in overall Corps size authorized, MARSOC members were drawn from existing Marine personnel – primarily Force Reconnaissance – with the Foreign Military Training Unit (FMTU), 1st Marine Special Operations Battalion (MSOB, at Camp Pendleton, California), 2nd MSOB (Camp Lejeune), the Marine Special Operations Support Group (MSOSG), and the Marine Special Operations School as its subordinate units. In June 2015, MARSOC officially redesignated its subordinate commands as Marine Raiders. The Marine Special Operations Regiment became the Marine Raider Regiment (MRR), Marine Special Operations Battalions became Marine Raider Battalions (MRBs), and the Marine Special Operations Support Group became the Marine Raider Support Group (MRSG). The new designations will be used henceforth in this article. The Force Recon companies already embodied many of the skills SOCOM sought in MARSOC mission tasks – primarily special reconnaissance and direct action – plus those of FMTU. While it typically takes at least one year for a new major command to recruit, train, and equip forces before becoming operational, MARSOC deployed

its first units into action after less than six months, only six weeks after being officially incorporated into SOCOM on July 6, 2006. “We had teams in Africa and South America and a MARSOC company getting ready to work with special operations in Afghanistan, but that July 2006 memorandum, signed by the Secretary of Defense and SOCOM’s commander was the defining moment for MARSOC,” Hejlik said on MARSOC’s first anniversary. “That gave us credibility with the other components that we are special operations forces.” In the early years, Marine special operators – all experienced senior-level noncommissioned officers and mid-level officers with multiple combat tours – were on temporary duty with MARSOC, returning to the big Corps after one rotation to help their fellow Marines and commanders better understand SOF and how to best employ it in the field. Even so, they underwent seven months of training in language and specific SOF skills, plus subject matters, such as engineer, recon, communications, intel, logistics, etc., to get into the mind-set of working in unconventional warfare. The original plan also called for Marine Special Operations Companies (MSOCs) to deploy at sea with traditional Marine Expeditionary Units (MEUs), but demands of the land wars in Southwest Asia kept MARSOC Marines away from sea duty for most of the command’s first decade. MRSG was created in January 2007 as a new, internal unit to provide an enabler package to support entire MSOC deployments or MRBs, plus any other task MARSOC might undertake. The MRBs were part of the Marine Raider Regiment (MRR), which provides tailored military combat skills training and advisor support for identified foreign forces in order to enhance their tactical capabilities and to prepare the environment as directed by SOCOM. MRR

U.S. Marine Corps Raiders with 3rd Marine Special Operations Battalion – now 3rd Marine Raider Battalion (MRB) – U.S. Special Operations Command, conduct low level static line parachute jumps at Bridgeport, California, Oct. 16, 2014. 3rd MRB Marines stayed at Bridgeport to attend the assault climbers course and the special operations forces horsemanship course.

U.S. MARINE CORPS PHOTO BY CPL. DESIRE M. MORA

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MARSOC 10 Years

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MARSOC 10 Years

A Marine with a company from 2nd Marine Raider Battalion, U.S. Marine Corps Forces, Special Operations Command, fires on his target while he conducts shooting drills as part of the Dynamic Assault package at the Washoe County Regional Shooting

USMC PHOTO BY LANCE CPL. STEPHEN C. BENSON

Facility in Reno, Nevada, on April 7, 2009.

Marines and sailors train, advise, and assist friendly host nation forces to enable them to support internal security and stability, counter subversion, and reduce the risk of violence from internal and external threats. As a regimental headquarters for the MRBs, MRR also fulfills an advisory role in the development of each battalion in terms of standardization – to become alike in performance and capabilities in the kinetic and nonkinetic environments to perform the missions SOCOM directs. That enables MARSOC to maintain a persistent presence in its host nations of focus to better facilitate long-term relationships and trust as part of the U.S. effort to help those nations develop the capability, capacity, and vision necessary to achieve common goals. Each MRB, tasked with direct action, special reconnaissance, counterterrorism, information operations, foreign internal defense, and unconventional warfare, comprises four or five MSOCs, each of those, in turn, containing four Marine Special Operations Teams (MSOTs). The MSOT operates with teams of eight to 14 men, including critical skills operators, communications specialists, Navy Corpsmen, intelligence support, Joint Terminal Attack Controllers (JTAC), and multipurpose canines, as needed. That structure is designed to enable each team to operate independently, if necessary, or as part of a larger unit, such as an MSOC or SOTF (Special Operations Task Force). An MSOT JTAC differs from those of other services in the need to successfully integrate complex shoot-movecommunicate scenarios while maintaining positive control of all aircraft overhead, deconflicting the routes of both manned and unmanned aircraft, and integrating fires on the objective – all to achieve his commander’s intent while ensuring the safety of his team and reducing negative collateral effects of the attack he has designed. One of the MSOT’s unique strengths is the relative “flatness” of the command; the most junior member of a team has only three levels in the chain of command separating him from the commanding general. That flatness, coupled with the component’s small size, allows the MRR to display unprecedented responsiveness while preparing individuals and units for deployment. With a standing group of Marines and sailors, the MRSG is organized into five subordinate elements – an intel company, a support company (communications, dogs, fire control), a logistics company (motor transport, engineers, maintenance), Detachment West (with a small slice of all capabilities to support the MRB at Camp

Pendleton), and a headquarters and service company to handle all MARSOC administration support, including most supply needs. It was during 2nd MRB’s first two deployments, to Afghanistan in 2007, that MARSOC suffered its first combat deaths – Cpl. Travis Woods, who had served a tour in Iraq before being deployed to Afghanistan, on Sept. 9, and, two weeks later, Petty Officer Second Class Luke Milam, a Navy corpsman who was MARSOC’s 2006 Operator of the Year and on his fourth deployment to Southwest Asia. “Our MARSOC motto – ‘Always Faithful, Always Forward’ – builds on the Marine Corps motto and means that our nation can rely on our Marines to carry the fight wherever they are needed. That has real value for our country, for the Corps, and for SOCOM,” Hejlik commented toward the end of his command. His successor, Maj. Gen. Mastin M. Robeson, oversaw a major MARSOC reorganization, both internally and with respect to its role as the Marine component of SOCOM. That included moving from being deployed wherever a COCOM requested help to a more geographic and regional focus, with operators becoming better trained in the languages, cultures, and military/political situations of specific nations and regions that would become their areas of responsibility (AORs). However, that was complicated by Central Command’s (CENTCOM’s) need for more MARSOC support in Afghanistan. Essentially retasking the majority of MARSOC’s assets to a single command and theater of

operations was not the only change for the still new Marine Raiders as the new century’s first decade drew to an end. In 2009, SOCOM tasked Robeson to provide command and control (C2) capability, ref lecting the changing relationship between MARSOC and SOCOM and the latter’s growing confidence in the former’s ability to do the mission. MARSOC also increased the number of joint combined exchange training (JCET) and counternarcotics training (CNT) and MSOCs to Afghanistan. Another addition was deployment of MARSOC’s first SOTF in 2009, providing battalion-level C2 over all SOCOM assets and missions within a specified region and coordinating their operational functions. That also meant accepting a disconnect from the original MSOC commitment to the MEUs for at least the next few years. Rising in importance to the overall mission was the MRSG, a component unique to MARSOC among the service special operations forces, providing the enablers – human intelligence, signals intelligence, fire support, intelligence analysts, logistics support, etc. – considered vital to a fully operational company-level capability. A new capability added to that in 2009 was military working dogs, an extension of nearly a century of Marine Corps dog teams. Increasing the number of enablers to support MARSOC’s growing mission portfolio was a difficult task, as no additional personnel were being added to the command. Robeson’s short-term answer was to create one of the biggest restructure efforts the special ops command had experienced. Key to that was eliminating one battalion headquarters and redesignating MRSG as a special ops regiment. Maj. Gen. Paul E. Lefebvre became MARSOC’s third commanding general in November 2009, with a focus on enhancing interoperability with SOCOM’s three other service components – the U.S. Army Special Operations Command (USASOC), Naval Special Warfare (NSW) Command, and Air Force Special Operations Command (AFSOC) – and, perhaps most important, locking down MARSOC’s relationship to the big Marine Corps. MARSOC’s growth toward full authorized strength and full operational capability had moved more slowly than originally planned, even as demands on and for the nation’s newest special ops command continued to mount. But the growth of capability and experience within MARSOC – and SOCOM – had been substantial nonetheless, based in large part on its central heritage as a Marine Air/Ground Task Force (MAGTF), seen as differing from the other service SOF components of SOCOM in having an integrated force mind-set, rather than bringing “snap-on” pieces to the mission. That MAGTF heritage also was fundamental in the creation of MARSOC’s first SOTF, following several months of formation and some augmentation from the big Marine Corps. According to Lefebvre, the SOTF was the manifestation of distributed ops, with small teams operating independently on the battlefield with solid communications, fire power, and logistics, working for long periods, in ungoverned spaces, in a significant combat situation. To continue moving MARSOC forward, Lefebvre instituted

EMBRACING THE THREE CHESSBOARD CONCEPT BROUGHT SOMETHING UNIQUE TO MILITARY THINKING AND OPERATIONS, ACCORDING TO LEFEBVRE, ENABLING OPERATORS TO THINK TWO LEVELS ABOVE AND SUPPORT TWO LEVELS BELOW.

U.S. MARINE CORPS PHOTO BY LANCE CPL. THOMAS W. PROVOST

MARSOC 10 Years

A Marine with Individual Training Course (ITC), Marine Special Operations School, Marine Corps Forces Special Operations Command, patrols during Exercise Raider Spirit aboard Camp Lejeune, North Carolina, on Oct. 6, 2010. Exercise Raider Spirit is an event that combines the training the ITC students have completed so far.

what he called the “three chessboard concept” to enhance Marine special operators’ ability to solve complex problems in real-time, on the move. The first is a tactical chessboard, based around recon and direct action – the basics of finding, fixing, and finishing. The second chessboard comes into play after one or two tours overseas, when the Raider spends a year in language school and cultural immersion, building the competence and skill to relate to, gain the trust of, and command the force integration team in combat. The third chessboard is where the SOTF comes into play, with sophisticated Raiders able to support nonkinetic missions – building government and developing infrastructure – with interagency partners based on a well-developed sense of how to play those interagency parts and put things together. Embracing the three chessboard concept brought something unique to military thinking and operations, according to Lefebvre, enabling Raiders to think two levels above and support two levels below. Having the time to accomplish all that led to a change in MARSOC assignment from five to eight years, laying

the groundwork for the eventual creation of a SOF MOS (military occupational specialty), making MARSOC a career path rather than a limited-term assignment. That also was seen as inevitable because an NCO who leaves his MOS for an eight-year term in MARSOC may return to the big Corps as a better Marine, but with a nearly insurmountable gap in the requirements and technologies of his old MOS. MARSOC stood up its own schoolhouse in 2009 to screen SOF applicants, provide training and certification of special operators, and develop doctrine to produce a critical skills operator founded in direct action, internal defense, and special reconnaissance. Schoolhouse instructors were chosen from MARSOC Marines with three or four deployments, the most senior Raiders who had been there from the beginning. Bringing solid background in applying SOF tools in a synergistic way, these battlefield-validated subject matter experts, who significantly heighten the bona fides of the schoolhouse’s seven-month curriculum, provide what Lefebvre termed “a significant improvement in the quality, level, and method of instruction provided to students.” A commander’s course also was created, in tandem with the Special Operations University, to provide company commanders, team leaders, and, especially, team chiefs with a standardized look at complex planning and employment of enablers, in particular combat support enablers. “Enabler” is a term MARSOC eschews, however, having taken a unique approach to its support personnel. Instead of building a wall between the capabilities and missions of special operators and enablers, MARSOC deploys a task-oriented group around a company, for example, ensuring they are highly trained tactically, with more of a holistic capability, and very much a part of the organization, not just an attachment. While the U.S. and global focus had been on Southwest Asia since 9/11, MARSOC, despite its small size, responded to COCOM requests for SOCOM support throughout the world, executing dozens of different missions in areas ranging from Africa to the Pacific islands and Southeast Asia, Latin America to Central and Southwest Asia. The command’s teams operate in small groups in remote areas beyond the front lines, tasked with forging relationships that cross national and cultural barriers. This integration into and acceptance by the local populace allows long-term impacts on the stability of a region. Operationally engaged in every theater despite both tight budgets and operational pressures, MARSOC’s build plan continued to adhere to two basic SOF “truths”:

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MARSOC 10 Years

A Marine Special Operations Team member and his dog Wilbur maintain security from a field near an over watch for Afghan National Army Special Forces, helping Afghan Local Police build a checkpoint in Helmand province, Afghanistan, April 3, 2013. Afghan Local Police complement counterinsurgency efforts by assisting and supporting rural areas with limited Afghan

U.S. MARINE CORPS PHOTO BY SGT. PETE THIBODEAU

National Security Forces presence in order to enable conditions for improved security, governance, and development.

“Quality is more important than quantity” and “Special Operations Forces cannot be mass produced.” Given their multiple deployments into some of the most dangerous locations on Earth, MARSOC also took studies done by the University of California-Los Angeles and NSW on the physical and mental capacity of a warfighter to keep going – on the battlefield and at home – to develop a performance and resiliency philosophy centered around spirit, mind, and body. Designed as a “cradle-to-grave” concept, initially implemented with operators at the ITC (Initial Training Course), it also looks at other fundamental concerns, including marriage, religion, and mental health. In the MARSOC concept of operations (CONOPs), combat and the spiritus invictus (unconquerable spirit) goal of the Performance and Resiliency (PERRES) program are integral and closely linked. The next step in MARSOC’s growth within SOCOM was to move beyond SOTF to its ability to operate as a Joint Special Operations Task Force (JSOTF), providing C2 for multiple SOTFs from all SOCOM components. Even as combat operations in Afghanistan began to draw down, the Marine Corps approved an MOS and career path for special operators, giving MARSOC the long-term ability it had long sought to train and evolve its special operators to meet the next generation of challenges.

Maj. Gen. Mark “Droopy” Clark became MARSOC’s fourth commander – and the first with operational, command, and multi-service SOF experience – in August 2012. During his tenure, MARSOC put a heavy new focus on regionalization, including supporting Theater Special Operations Commands (TSOCs) with their expeditionary and naval capabilities and littoral operations. In 2014, the first companies with that assignment were deployed to Guam in support of SOCOM-Pacific (SOCPAC), as well as to SOCOM-Africa (SOCAFRICA) and to SOCOM-Cent (SOCCENT) for partnership training and other TSOC missions, as well as crisis response. While there are no current plans to return to the original concept of attaching MARSOC units to MEUs at sea, Clark did oversee the creation of a new component to work with the MEUs afloat – the SOF Liaison Element (SOFLE) – to tie together the MAGTFs and special purpose Corps units with SOF. The six-man SOFLE team is built around a lieutenant colonel, providing local commanders the ability to tap into the SOF network in both predeployment training and actual deployments, but drawn from all SOCOM elements. Doing all that in the face of ever-tightening budgets and growing demands on the force required MARSOC to adapt to what Clark called the “new normal.”

MARSOC 10 Years

A critical skills operator (CSO), a member of a MARSOC Marine Special Operations Team (MSOT), provides security during an operation in Helmand province, Afghanistan, ca. 2013. MSOTs were working closely with

“Resourcing requirements will be even more important in the fiscal environment we’re in, that we do the best with what is good enough right now. I’ve adjusted the concept of building the MARSOC ‘total force’ to building the ‘right force.’ We can’t get locked into decisions we made three or four years ago. We need to adjust to the people and resources available. That may mean a smaller force right now and building up later, but we have to recognize DOD [the Department of Defense] is going through some hard licks and we must adjust to that environment,” he said midway through his tour. “We’re looking at providing a network for persistent engagement and a crisis responsive force to serve the COCOMs’ needs. AFRICOM has a lot of theater-specific requirements that need to be addressed, not just random acts where you visit them once a year, but constant contact, people who understand the culture and speak the language. That’s something SOF is good at and will get better at. We’re making a lot of headway, but there is still a lot of work ahead – you can’t just absorb language and culture overnight.” Clark also pushed to fruition a change long sought by his predecessors: reviving the World War II name “Marine Raiders” to honor the first Marine contingent specifically created to pursue special operations missions. While Marines as a whole have long considered themselves to be special operators, it is the Raiders with which MARSOC

most closely identifies – a highly trained, lightly armed force that made initial amphibious landings on beaches considered inaccessible by a larger force, conducted surprise raids where swiftness and stealth were critical, and functioned as a guerrilla force behind enemy lines. While the command itself retains the name MARSOC, subordinate units and individual operators are now known as Raiders. Maj. Gen. Joseph L. Osterman became MARSOC’s fifth – and current – commander on Aug. 6, 2014. He immediately faced the problems of an increasing level of command responsibilities within SOCOM and increasing demands for the use of his smaller than originally envisioned force of 2,742 Marines and sailors – what his predecessor called “right-sizing” in light of budget restrictions. During its first decade, a number of phrases have been identified as MARSOC’s motto – “Always faithful, always forward,” “Marines are who we are, special operations are what we do” – but the most recent, “Today will be different,” is perhaps the best description of 2014-15 in command history. In addition to the name change, becoming a career track, a smaller-than-planned total force, trying to balance the withdrawal from Afghanistan with new demands in Iraq, A frica, Europe, and elsewhere around the globe, and an ever-tightening DOD budget

U.S. MARINE CORPS PHOTO BY SGT. PETE THIBODEAU

local Afghan military and police forces on joint counterinsurgency operations in Afghanistan.

MARSOC 10 Years

Marines with 2nd Combat Engineer Battalion (CEB), 2nd Marine Division, run to a firing point at a range, Feb. 10, 2015. Marine Raiders with 3rd Marine Raider Battalion, U.S. Marine Corps Forces Special Operations Command, trained with 2nd CEB Marines during RAVEN 15-03, a 10-day realistic military training exercise to enhance the battalion’s readiness for worldwide support to global security. Marines with 2nd CEB played

OFFICIAL U.S. MARINE CORPS PHOTO BY GYSGT. JOSH HIGGINS

the role of a partner-nation force during the exercise.

that has delayed new equipment programs, MARSOC experienced its worst single-day loss of life on March 10, 2015 – not in combat, but during a training exercise. An Army UH-60 Black Hawk helicopter carrying seven Raiders and four Louisiana National Guardsmen crashed in heavy fog during a water insertion exercise off the coast of the Florida panhandle. All aboard perished. Ten years of essentially on-the-job training has seen significant growth and evolution in MARSOC and its operators and support personnel, all now fully integrated into SOCOM’s missions, command, and force structure. As MARSOC and the rest of the U.S. military try to adjust to a constantly changing global environment, Osterman said the command will continue to rapidly develop capabilities based on the operational demands of the Geographic COCOMs and TSOCs. “Over the past 10 years, MARSOC personnel in all aspects of SOF operations and support, both officer and enlisted, have greatly contributed to the unique Marine Air/Ground Task Force approach MARSOC brings to the SOF mission set. Our people, not equipment, make the critical difference in our success,” he said. n

“WE’RE MAKING A LOT OF HEADWAY, BUT THERE IS STILL A LOT OF WORK AHEAD – YOU CAN’T JUST ABSORB LANGUAGE AND CULTURE OVERNIGHT.”

MARSOC 10 Years

Interview

MARSOC COMMAND SGT. MAJ. JOHN W. SCOTT BY J.R. WILSON

Command Sgt. Maj. John W. Scott has served in all areas of the Marine Air-Ground Task Force (MAGTF), as an infantry machine gunner, embarkation specialist, logistics chief, and senior enlisted leader since joining the Marine Corps in December 1987. During his 28-year career, he has been awarded the Legion of Merit, Bronze Star, Meritorious Service Medal (third award), Navy and Marine Corps Commendation Medal (third award), Navy and Marine Corps Achievement (fifth award), and Combat Action Ribbon (second award). Scott was named command sergeant major of U.S. Marine Corps Forces Special Operations Command (MARSOC) in April 2014. While still in that position at the time of this interview, he transferred to the new Marine Forces Cyber Command on April 22, 2016, and was succeeded at MARSOC by Sgt. Maj. Douglas Schaefer. Prior to his departure, Scott spoke with The Year in Special Operations senior writer J.R. Wilson about the role of the command sergeant major on MARSOC’s 10th anniversary, its history, status, and future.

The Year in Special Operations: What are the primary duties of the MARSOC command sergeant major (CSM)? Command Sgt. Maj. John W. Scott: As the principal senior enlisted adviser to the commander, the sergeant major is uniquely positioned to provide executive-level counsel in those areas that may impact MARSOC’s contribution to the Marine Corps and SOF [special operations forces] enterprise; specifically, command climate, professional development, strategic planning, human factors, and readiness are just a few areas that fall within the purview of the CSM. How do those differ from the “Big Corps?” Generally speaking, the role and responsibilities of the sergeant major do not differ from conventional to special

operations forces; however, there are subtle nuances that must be taken into account due to the unique capabilities of our people and the organization we serve in. Both the Marine Corps and SOCOM [Special Operations Command] recognize the importance of its people. In the Marine Corps, it is frequently stated, “It is our Marines and sailors who are our most valuable asset.” I liken this to the SOF truth, “humans are more important than hardware.” What is your relationship with the commanding general and his staff? The relationship I have with the MARSOC commander is one that is built on special trust and confidence. The commander has given me the latitude to move about freely throughout the command, to provide counsel or

MARSOC 10 Years

that we – MARSOC – maintain solid lines of communication with our parent service and operational command. My position allows me to serve as an ambassador for both organizations, and it is critical that I remain close to our most senior enlisted leaders. By maintaining open lines of communications, we enhance the capabilities and opportunities for the Marines and sailors to serve. What is the most difficult task you must perform? Aside from assisting the families of our fallen Marines and sailors, which can be an emotional and stressful time for us all, any time I am confronted with the challenge of discussing the preservation of a Marine or sailor’s career, whether it is due to positive or negative circumstances. This being said, I spend a great deal of time deliberating prior to making my recommendations. There are so many factors that can influence the retention of personnel, and it is my responsibility to evaluate those factors and see how they impact the institution, the SOF enterprise, the service members, and their families. Every time I review a package, I see years of service, countless time and resources dedicated to developing the Marine or sailor and families. Those impressions make it difficult sometimes to evaluate and deliver the best recommendation possible that supports the future of our Corps. What is the most enjoyable? Hands down, the most enjoyable moment is any time I can get away from the office and spend quality time with our Marines, sailors, soldiers, and civilian staff members and their families. They are the true backbone of this organization, and it has been an honor to watch them experience great success.

U.S> MARINE CORPS PHOTO

assistance in specific areas that would otherwise distract subject matter experts [SMEs] from their primary focus. Furthermore, the direct link to the commander enables me to serve as a “voice” for all of our personnel. What, if any, interactions do you have with your fellow CSMs in the other service special operations commands? As the MARSOC sergeant major, I am in constant communications with my fellow senior enlisted leaders. Whether it is a component command or a TSOC [Theater Special Operations Command], we all stay pretty tied in with each other. From the beginning, they have all been very supportive of MARSOC and I am privileged to have a great relationship with each of them. What, if any, interactions do you have with your fellow CSMs at SOCOM Headquarters and the Big Corps? I interact with the sergeant major of the Marine Corps and CSM SOCOM as often as necessary. It is imperative

How do you think the Raiders and their families view the role of command sergeant major? Experiences vary depending on particular MOSs [military occupational specialties] within the Marine Corps. Some MOSs are routinely exposed to the influence and impact of the CSM and some are not. Overall, I would like to think that the Marines and their families view the CSM as an advocate for the enlisted Marine or sailor who helps to give the members of this command what they need, a person who is dedicated to the betterment of the institution and the men and women who make up the organization. Regardless of MOS, background, or experiences, if a person sees that you are genuinely concerned for their well-being and willing to fight for their interests, then they will come to you for support. In what ways was the CSM’s job affected when MARSOC went from a temporary assignment to a career track within the Marine Corps? The Marine Corps has taken a unique approach in how it assigns its senior enlisted advisers. The process of assigning Marines specifically designated as organizational leaders to support all activities of enlisted personnel frees the SMEs of the various [communities] to

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MARSOC 10 Years

Command Sgt. Maj. John W. Scott salutes Maj. Gen. Mark A. Clark, then-commander of U.S. Marine Corps Forces Special Operations Command (MARSOC), during his appointment as sergeant major of MARSOC in a relief, appointment, and

U.S. MARINE CORPS FORCES, SPECIAL OPERATIONS COMMAND PHOTO BY CPL. DONOVAN LEE

retirement ceremony at Stone Bay, aboard Marine Corps Base Camp Lejeune, North Carolina, June 27, 2014.

focus on their particular area and provide the commander with the most well-rounded perspective possible. Recognizing that the fields will sometimes overlap and that leadership can come from all angles, the Marine Corps wants to provide its commanders with a robust staff and command deck that provides numerous view/data points for him or her to consider prior to making a decision. When employed correctly, the command team and staff can outpace any element on the battlefield due to the amount of expertise being placed towards each commodity. As it has always been in the Marine Corps, those who chose the path of a command senior enlisted billet must surrender their primary MOS and laterally move into the 8999 [sergeant major] field. CSOs [critical skills operators] and other SOF support personnel have the same opportunity to do so, as well. I certainly believe that in the not-too-distant future, the Marine Corps will see an increase of MARSOC personnel returning as 8999s, which will further enhance the overall effectiveness of the organization.

How will the anticipated inclusion of women in MARSOC impact the duties of CSM? As Marines, we take great pride in our reputation as being tenacious warfighters, but even more so as being an organization of consummate professionals, uncompromising in our standards and unwavering in our respect for each other and our institution. Positive and engaged leadership has always been a hallmark of our success and, in this case, I see nothing to be different. Although MARSOC is small in numbers, its special operators are deployed worldwide â&#x20AC;&#x201C; often with little notice and sometimes clandestinely. How does that affect the CSMâ&#x20AC;&#x2122;s job and how have you adjusted to it? At the end of the day, it boils down to dynamic leadership within any organization. Marines have a long history of being dispersed in small teams, while operating under the most austere and arduous conditions. Being associated with the SOF enterprise is right up the

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MARSOC 10 Years

U.S. Marine Corps Command Sgt. Maj. John W. Scott passes the Marine Corps colors from Maj. Gen. Mark A. Clark, the outgoing Marine Corps Forces Special Operations Command commander, to Maj. Gen. Joseph L. Osterman, the incoming MARSOC commander, during a change of command ceremony aboard Stone Bay at

U.S. MARINE CORPS PHOTO BY CPL. DONOVAN J. LEE

Camp Lejeune, North Carolina, Aug. 6, 2014.

“AS MARINES, WE TAKE GREAT PRIDE IN OUR REPUTATION AS BEING TENACIOUS WARFIGHTERS, BUT EVEN MORE SO AS BEING AN ORGANIZATION OF CONSUMMATE PROFESSIONALS, UNCOMPROMISING IN OUR STANDARDS AND UNWAVERING IN OUR RESPECT FOR EACH OTHER AND OUR INSTITUTION.”

Marine Corps’ alley. Although the total size of the force is smaller than other MARFORs [Marine Corps forces], our strategic impact and how our Marines and sailors affect that is immense. Our personnel are specifically trained to accomplish tasks that can shape entire theaters of operation and a byproduct of that is a very senior force. Knowing and understanding your target population group is essential to effective communication and leadership. While the importance of the human dynamic is always at the forefront, how you support it or work through it requires a different leadership finesse. What assets do you have at your disposal to do your job? As previously stated, our most valuable asset is our people. We have been fortunate enough to amass an organization of immensely talented servicemen and women. In addition, our civilian staff continues to provide the continuity that enables MARSOC to aggressively move forward. The caliber of people who work to support the Marines and sailors of this command are second to none and perform miraculous feats on a daily basis, enabling MARSOC to accomplish so much more with very little. What changes do you see in those – and the overall role of CSM – in the future? As the organization continues to evolve, I see the sergeant major doing so as well, making appropriate and timely adjustments as necessary. n

MARSOC 10 Years

Interviews

MARSOC LEADERSHIP • Marine Raider Regiment • Marine Special Operations School • Marine Raider Support Group COL. PETER HUNTLEY Commander, Marine Raider Regiment BY JOHN D. GRESHAM Col. Peter Huntley enlisted in the U.S. Army in 1984 and served three years with the 1st Ranger Battalion before receiving an honorable discharge in 1987. In December 1991, he returned to military service with a commission in the U.S. Marine Corps through the Platoon Leader’s Course. Huntley served as operations officer for 45 Commando Group (Royal Marines) during peacekeeping operations in the Balkans in 2000 and during the early phases of the United Kingdom’s participation in Afghanistan (2001-2002). He then took command of Task Force Kabul under 3rd Battalion, 6th Marines in support of the U.S. Embassy in Afghanistan and served as the battalion executive officer during deployment for operations in eastern Afghanistan in 2004. He held a series of command assignments in Afghanistan and Iraq through 2011, then returned to the U.S. to attend the National War College. Following graduation, he served as deputy, then director, for CT operations within the Office of the Secretary of Defense (2012-2014). Prior to taking command of the Marine Raider Regiment, Huntley was director of operations and plans for the Combined Joint Interagency Task Force-Syria. On MARSOC’s 10th anniversary, Col. Huntley responded to questions from The Year in Special Operations Consulting Editor John Gresham about his command’s history, status and future.

The Year in Special Operations: How did you first become involved with MARSOC? Col. Peter Huntley: I first came to MARSOC in 2009 when I assumed command of then 2nd Marine Special Operations Battalion, now 2nd Marine Raider Battalion, from 20092011. In this capacity, I had the opportunity to deploy and command the battalion HQ as a Special Operations Task Force (SOTF-W) to western Afghanistan in 2010-2011. What are the roles and missions assigned to the Marine Raider Regiment and your subordinate components? The Marine Raider Regiment (MRR) consists of a headquarters company and three Marine Raider Battalions (1st, 2nd and 3rd). The regiment provides tailored military combat skills training and advisor support for

MARSOC 10 Years

identified foreign forces in order to enhance their tactical capabilities, as well as the capability to form the nucleus of a Joint Special Operations Task Force. Marines and sailors of the MRR train, advise and assist friendly host nation forces – including naval and maritime military and paramilitary forces – to enable them to support their governments’ internal security and stability, to counter subversion and to reduce the risk of violence from internal and external threats. Regiment deployments are coordinated by MARSOC, through USSOCOM, in accordance with engagement priorities for Overseas Contingency Operations. Each Marine Raider Battalion is organized, trained and equipped to deploy for worldwide missions as directed by MARSOC. Each battalion consists of four Marine Special Operations Companies (MSOCs) and is task-organized with personnel uniquely skilled in special equipment support, intelligence and fire support. Each MSOC is commanded by a Marine major and capable of deploying task-organized expeditionary special operations forces for the conduct of full-spectrum special operations in support of the Geographic Combatant Commanders. What kind of deployments has your unit made over the past few years? And can you give us a sense of the size of the personnel/units normally deployed and what they are tasked to do? Although I will not comment on any specific operational actions we have taken or are planning to take, I can describe what we are doing globally in a general way. Since the drawdown in Afghanistan, we have regionalized our operational forces in order to provide better support to the Theater Special Operations Commands (TSOCs) across three Geographic Combatant Commands (GCCs): U.S. Central Command (CENTCOM), U.S. Africa Command (AFRICOM) and U.S. Pacific Command (PACOM). This

establishes a supportive relationship where we maintain a persistently forward-deployed MSOC in each of these three regions and allows us to develop regional expertise. These MSOCs can execute the full spectrum of special operations and the MRR will maintain our forward capability persistently in each region through rotational deployments. While each deployed MSOC is task-organized according to theater requirements, they share common characteristics. Each MSOC combines a comprehensive mix of combat, combat support and combat service Marines and sailors into a cohesive team. The MSOC’s design allows for flexibility in its employment, as it provides multiple intangibles to a TSOC commander – an enhanced operations and intelligence fusion cycle that leads to a faster decision-making process, data network and Information Technology (IT) expertise that facilitates greater command and control capability, and a logistical support cycle that gives the company reinforced maneuverability and lethality. All of these factors have allowed MARSOC to stand out in their deployed regions by giving forward commanders a greater latitude of employment options. By being forward-deployed, the MSOC is more agile in response to emerging theater requirements and more able to conduct sustained, meaningful partner nation engagements in accordance with the objectives of the TSOC, in concert with the Combatant Commander’s Theater Campaign Plan. In the context of current/overall SOCOM/MARSOC force structure, where do your units fit – and how? The Marine Raider Regiment provides the deployed forces for MARSOC through our primary unit of employment, the MSOC. The MRR mans, trains, equips and deploys the MSOC forward to the TSOCs through our Title 10 responsibilities. Our MSOCs are structured to provide

Marine Raiders with 1st Marine Raider Battalion, U.S. U.S. MARINE CORPS PHOTO BY SGT. SCOTT A. ACHTEMEIER

Marine Corps Forces, Special Operations Command, provide security while conducting a simulated night raid on a warehouse in Los Angeles, California, Sept. 3, 2015. 1st Marine Raider Battalion is organized, trained and equipped to deploy for worldwide missions as directed by MARSOC in support of their regionallyaligned Theater Special Operations Command.

MARSOC 10 Years

“THE MRR SEEKS TO MAINTAIN THE LEADING EDGE ON LEVERAGING EMERGING TECHNOLOGIES THAT PROVIDE OUR FORCES A COMPARATIVE ADVANTAGE AGAINST ENEMY NETWORKS GLOBALLY.”

a unique capability not inherent within the TSOCs. The MSOC demonstrates this capability through impacts to long-term U.S. objectives throughout the supported TSOCs’ areas of operational responsibility (AORs) by its holistic application of cross-functional SOF activities and enabler support. As a force, MARSOC is approximately 5 percent of the total SOCOM force, while we currently provide 9 percent of the total SOCOM deployed manpower. This illustrates our ability to provide uniquely structured SOF achieving strategic impacts across a broad range of activities in multiple AORs. When at home base or stateside, into what kinds of training exercises/evolutions do you try to insert your units, to maintain proficiency and skills? The MSOCs maintain a very demanding training regime that exercises their ability to conduct full-spectrum special operations. The training regime our MSOCs undergo provides opportunities for our Raiders to learn across tactical, operational and strategic levels, with the aim of achieving the proverbial SOF Warrior-Diplomat through critical thinking, exhaustive training and conditioning and environmental adaptability. The MSOCs initiate their training at the individual level, designed to master basic-level skills and increase individual proficiency. The training program then progresses to a collective focus, with the aim of achieving team- and company-level unit proficiency in conducting full spectrum special operations. The MSOCs conduct various training exercises in different locations throughout the U.S., with multiple partners to include other U.S. service component SOF and conventional force partners across all services. The Marine Raider Regiment’s goal is to provide an MSOC to the supported TSOC commander that is absolutely capable of conducting full-spectrum SOF operations in all climes and places. Are there any new capabilities and capacities that will be included in your units in the near term? The MRR will look for capabilities that increase our interdependence, interoperability and integration (I3) with conventional forces, in line with both USMC and SOCOM strategic planning guidance. The MRR strives to constantly refine the capabilities it provides to the supported TSOCs and seeks all opportunities to maximize efficiencies in the employment of our forces. Any new weapons, equipment, or vehicles that will grow capacity and better allow your personnel to perform

their missions? Perhaps another Raider battalion or an aviation component? The MRR has examined and approved various ground and amphibious vehicle platforms for command-wide adoption in the conduct of forward-deployed full-spectrum special operations missions. We continue to refine our requirements in terms of new capacity to ensure our personnel have the right equipment to perform their missions. In terms of increased manning capacity, MARSOC is currently capped at 2,742 active duty uniformed members for the command. The MRR, through the MARSOC Component Headquarters, works with both the USMC and SOCOM on select issues regarding capacity. How do you see your unit and its capabilities growing and improving over the next five years? Over the next decade, the Marine Raider Regiment will work with the MARSOC Component Headquarters to continue to develop capabilities rapidly based on the operational demands of the Geographic Combatant Commands and TSOCs. The MRR seeks to maintain the leading edge on leveraging emerging technologies that provide our forces a comparative advantage against enemy networks globally. The integrated, cross-functional manner in which we train our forces ensures that we continue to innovate, experiment and adapt operational and tactical concepts to ensure theater SOF remain capable of staying ahead of any influencing emerging enemies and assisting partners globally to defeat those threats to security and stability. And what did we not ask that we should have? This is your time to talk about whatever you desire to say. MARSOC has reached its 10-year mark and we will publicly commemorate its birthday in a 10-year celebration later this year. In its short existence, it has accomplished monumental achievements at all levels. Since I left the command in 2011 and returned last summer, I am absolutely blown away in how far both the regiment and the command have come. The accomplishments of our Marines and sailors have overwhelmingly achieved strategic effects and will continue to impact U.S. national security objectives. The performance of our Marines and sailors is world class, due to the high-quality training regime our forces undertake. We will continue to build a world class organization, manned by the finest Marines and sailors, as we develop the most versatile and potent full-spectrum SOF to deploy team, company, battalion and regimental forces to face each theater’s most challenging problems. n

MARSOC 10 Years

COL. BRETT BOURNE Commander, Marine Special Operations School BY JOHN D. GRESHAM

A native of Fargo, North Dakota, Col. Brett Alva Bourne entered the U.S. Naval Academy at Annapolis, Maryland, in 1987 and was commissioned as a Marine Corps 2nd Lieutenant in 1991. His early career comprised a number of Infantry assignments, including rifle and 81mm mortar platoon commander, 3rd Battalion/2nd Marines; platoon commander/22nd MEU (SOC) Detachment OIC, 2nd Force Reconnaissance Company; assistant operations officer, 24th MEU(SOC); commanding officer Echo Company, BLT 2/6; chief of field instruction, The Basic School; commanding officer C Company/E Company, The Basic School; commanding officer 1st Battalion/9th Marines; training officer, 2nd MARDIV; fleet marine officer/director of plans, NAVCENT. He also has extensive special operations experience, including assignments as exchange officer to the Swedish Naval Special Forces; combat advisor to Commando Kandak, Afghan National Army; directorcontingency operations/special activities, Special Operations Command-Europe; executive officer, MSOR, MARSOC; G37-Training, MARSOC, and, before taking command of the Marine Special Operations School, chief of staff, Special Operations Command-Africa. As MARSOC’s 10th anniversary approached, Col. Bourne responded to questions from The Year in Special Operations Consulting Editor John Gresham about the school’s history, status and future.

The Year in Special Operations: Would you please give us a description of the Marine Special Operations School? Col. Brett Bourne: Broadly, the MSOS is broken down into an Assessment and Selection (A&S) Branch, two Special Operations Training Companies and a SERE [Survival, Evasion, Resistance and Escape] school. The predominance of personnel assigned to those sections are engaged in creating future critical skills operators (CSOs), special operations officers (SOOs) and special operations capability specialists (SOCS). Lastly, MSOS provides advanced SOF skills to members of the Marine Raider Regiment, the Marine Raider Support Group, and USSOCOM personnel. In the context of current SOCOM/MARSOC force structure, where does MSOS fit? MSOS is one of the three colonel-led major subordinate elements of U.S. Marine Corps Forces, Special Operations

Command [MARSOC]. We are responsible to the MARSOC commander for the creation, training and development of individual core competencies within his force. As regards the force, we provide advanced training and specific capabilities to the members of the Marine Raider Regiment (MRR) and Marine Raider Support Group (MRSG) in support of the execution of their missions. The MSOS also maintains linkage to the Naval Special Warfare Training Center and the U.S. Army John F. Kennedy Special Warfare Center and School to ensure joint interoperability with our SOF peers. In addition to our SOCOM links, the MSOS ensures learning management, faculty development and all training standards are in accordance with the direction and guidance of U.S. Marine Corps Training and Education Command. What are the roles and responsibilities assigned to your unit – and do you have any specific metrics you work toward for MARSOC? The mission of the Marine Special Operations School is to assess and select personnel for assignment to MARSOC and to train and educate designated personnel in individual, basic and advanced special operations in order to meet MARSOC’s requirement to provide capable personnel to conduct special operations. As commanding officer, I am ultimately responsible for all aspects of the MSOS and its mission. My metric is simple: How many CSOs, SOOs and SOCs do I produce a year and are they of sufficient quality? The production of capable, competent and effective special operators

PHOTO BY CPL. DONOVAN LEE

MARSOC 10 Years

and special operations capable specialists for service within the Marine Raider Regiment and Marine Raider Support Group has become of paramount importance as MARSOC has grown into a regionalized, highly capable force with responsibility for forward-deployed command and control of O-5 and O-6 led task forces. To meet our obligation to create world-class SOF, we continually refine our already rigorous assessment and selection process to ensure we select the right Marines upfront at A&S. Additionally, we ensure our programs of instruction meet â&#x20AC;&#x201C; or exceed â&#x20AC;&#x201C; all USSOCOM and USMC standards, thus maintaining quality of production while increasing throughput for service as Raiders.

Prospective CSOs and SOOs must be physically fit, but even more importantly, must be mentally and psychologically suited for the rigors of challenging deployments in remote and austere locations. In sum, we seek Marines with ten specific attributes compatible with special operations missions and the MARSOC way of life: Integrity, effective intelligence, physical ability, adaptability, initiative, determination, dependability, teamwork, interpersonal skills and stress tolerance. Aspiring SOCs must meet all MOS requirements and be prepared to complete the three part training pipeline required for certification as an 8071 Special Operations Capable Specialist within their specific field of expertise.

What kind of Marine are you looking to select to qualify and train into a MARSOC Raider? Initially, an aspiring CSO or SOO must meet a minimum general technical proficiency score, a minimum PFT [physical fitness test] score and be able to pass the MARSOC swim assessment. All candidates must meet the MARSOC medical screening criteria and be eligible to obtain and maintain a secret clearance.

Can you please break down the Raider Selection, Qualification and Training Course for our readers? Things such as phases, duration, physical requirements, field/ classroom training, etc? MARSOF Assessment and Selection is conducted in two phases. Phase One is a three-week course executed aboard Camp Lejeune that prepares MARSOC candidates for the challenges of A&S. That phase focuses on physical

Individual Training Course students with Marine Special Operations School at Stone Bay participate in the field training exercise Raider Spirit. Raider Spirit is an eight-day culminating event for the first phase of ITC training, where students run light infantry scenarios as a field team. Throughout the exercise, student teams face many challenges as a result of an operationally restrictive scenario and numerous long distance foot movements with little sleep.

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MARSOC 10 Years

training to include running, swimming and load-bearing hiking; classroom instruction and practical application of basic Marine Corps knowledge and MARSOC and special operations forces fundamentals. Phase Two is approximately three weeks long and is a highly competitive, physically challenging evaluation in which Marines undergo a series of events uniquely designed to identify those who possess the ten specific attributes. Those assessed successfully are selected to attend the Individual Training Course. The ITC consists of 2273.5 hours of instruction conducted over 180 training days, broken into the following five phases: Phase Zero includes completion of the Full Spectrum SERE Level C training required for all deploying USSOCOM personnel, advanced medical training and initial training in communications and intelligence as a foundation for later, deeper skills acquisition in those disciplines. Phase One focuses on small unit tactics, weapons employment and amphibious operations, including individual mobility techniques using swim fins in open water, helo-casting and small boat night and day navigation and insertion techniques. Phase Two covers combat marksmanship and close quarters battle, with emphasis on urban operations. Phase Three provides training in special reconnaissance skills. Phase Four provides irregular warfare training and culminates with exercise “Derna Bridge,” which allows the students to demonstrate their skills in a realistic, off-base, free-play exercise. ITC provides 24 hours of college ACE accreditation in the lower-division baccalaureate/associate degree category. Specifically, ITC graduates receive three semester hours apiece in weapons proficiency, weapons and tactics, physical fitness, radio operations, data analysis, land navigation, geographic intelligence and small group communications. Potential special operations officers (SOO) attend the MARSOF Team Commanders Course. MTCC includes all ITC training, as well as specific classes related to the duties of the Marine Special Operations Team Commander. Some MTCC specific items include close air support, staff planning and capabilities integration. Following ITC, all CSOs attend the Basic Language Course. BLC is composed of 750 hours of instruction conducted over 125 training days and is designed to, at minimum, create CSOs who can speak and listen in their target language at the USSOCOM-specified 1/1 level per the Defense Language Proficiency Test. The MSOS Language Branch has achieved or exceeded USSOCOM standards in 100 percent of classes thus far, with 15 percent achieving 2/2 proficiency and 52 percent of students achieving 1+/1+. While language proficiency is not the only determinant in assigning CSOs to Marine Raider Battalions, their scores on the Defense Language Aptitude Battery influence which language they are assigned to learn, thus influencing their ultimate assignment. To qualify as a SOCS and be assigned to deploying units within the MRR and MRSG, students must complete the Special Operations Training Course, SERE School and MOS-specific advanced courses offered at MSOS. MSOS

currently trains and qualifies SOCS in SIGINT, GEOINT, HUMINT, All-Source Analysis, EOD and Communications. When at home base or stateside, in what kinds of training exercises/evolutions do you try to include your unit, to maintain proficiency and skills? Our Marines constantly attend training to make them better instructors and Marines. We maintain a strong focus on the critical aspects beneficial to a Marine’s career, such as attendance to professional military education. In addition, professionalizing instructor certification is a fundamental aspect of developing our force. Marines assigned to MSOS attend a gamut of professional certification courses, some of which are part of our course list and some of which are conducted by both sister service and private venues. We are currently making significant strides in certifying our instructors to receive the 0914 USMC Combat Instructor military occupational specialty and to rename the MSOS as the Raider Training Center in honor and recognition of our lineage to the Raider Training Center established in February 1943 by Lt. Col. James Roosevelt at Camp Pendleton, California. In addition, our internal MSOS Master Instructor Program is a challenging goal for our instructors to attain. Qualification commences with completion of the MARSOC Instructor Qualification Course. Our Marines also support MRR and MRSG training by providing subject matter expertise within their training and exercise programs. Are there any specific field training events embedded in the Raider training syllabus – perhaps a culmination exercise such as Robin Sage for the Army Special Forces? ITC has a culminating field exercise at the end of each of the four phases. Students are evaluated at the conclusion of Phase One during Raider Spirit, a nine-day training evolution that tests the students’ ability to conduct raid, ambush and patrolling operations in a small team. Because MARSOC practices open MOS recruiting, it is critical that students demonstrate mastery of basic field skills, navigation, communications, organic weapons systems, fire support, amphibious operations and tactical combat casualty care. In addition, since Marines are amphibious by nature, much of the curriculum has roots in the Basic Reconnaissance Course, which produces Reconnaissance Marines for USMC operating forces. At the end of Phase Two, students undergo Guile Strike, a five-day event testing their ability to execute direct action missions in an urban environment. This exercise forces the students to demonstrate mastery of advanced marksmanship and close quarters battle tactics, mechanical and explosive breaching techniques, and ground and air insertion procedures while executing a series of precision raids. Students complete Stingray Fury at the conclusion of Phase III. This five-day exercise focuses on urban and rural reconnaissance, information collection and reporting, hide site construction and photography. Phase Four Irregular Warfare features the 19-day Derna Bridge exercise and is the capstone event for ITC. Derna Bridge addresses the “Gray Zone” challenges SOF will contend with for the foreseeable future

MARSOC 10 Years

“THE CALIBER OF PEOPLE WHO WORK TO SUPPORT THE MARINES AND SAILORS OF THIS COMMAND ARE SECOND TO NONE AND MOVE MOUNTAINS ON A DAILY BASIS TO ENABLE MARSOC TO SUCCESSFULLY ACCOMPLISH TREMENDOUS AMOUNTS RELATIVE TO OUR SIZE AS SOCOM’S SMALLEST COMPONENT.”

as described by the USSOCOM Commander in his 9 September 2015 White Paper. The exercise is fluid and takes students through the dynamics of peace- and wartime operations. Students bring to bear all skills taught throughout ITC – amphibious operations, small unit tactics, direct action, special reconnaissance and special activities – while training, advising and operating with partnered and irregular forces in an Irregular Warfare environment. Students are forced to contend with a myriad of irregular challenges stemming from simultaneously managing multiple instruments of power in a free-play environment, remote from Camp Lejeune, and featuring an array of civilian role-players and support from municipal governments. How is your schoolhouse, as presently configured, doing at fulfilling MARSOC’s need for new Raiders? Producing CSOs, SOCS and SOOs is our number one line of effort! Historically, this has been a challenging task, but our current production levels are trending very positively. Our student numbers have never been higher and we are on track to consistently meet requirements with no degradation in student quality. We have made some structural modifications to make inter-organizational processes more efficient, but the vast majority of our success is attributable to the quality of Marines selected by a well-established selection process and the quality of Marines, sailors and civilians selected for Instructor duty within MSOS. Does your unit provide courses and training in areas other than the Raider syllabus for MARSOC/SOCOM? Absolutely. MSOS provides an array of advanced specialty courses to meet the requirements of the MRR and MRSG. Those courses are open to our sister SOF components and see regular attendance from within them, especially the 75th Ranger Regiment, who requested two permanent seats in every iteration of our MARSOF Technical Surveillance Course. Due to the geographic proximity of II Marine Expeditionary Force, the XVIII Airborne Corps and the

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relationships we maintain within our parent service, we are regularly able to provide critical training to conventional Marine and Army units with intersecting mission requirements. Our SERE school is an excellent example of that, but is not the only course in which we support conventional students. How do you see your unit and its capabilities growing and improving MARSOC/Raider training over the next five years? During that time, we will see recognition of the criticality of our instructors via the 0914 Combat Instructor MOS. We will complete the assumption of responsibility for all specialty training and see final TECOM [Training and Education Command] approval of all current programs of instruction. We will see expanded responsibilities for joint interoperability with sister SOF. Our Master Instructor Program will continue to develop incredibly well-qualified, experienced instructors with a passion for passing on their craft to the next generation of MARSOC special operators. We are at a point where we now see return players at the MSOS, a critical aspect of building a truly professional cadre of instructors. Are you having fun running your school? I am not sure I would say I am having fun; I would instead say that I find it deeply rewarding to work at the MSOS. We have been fortunate enough to amass an organization of immensely talented servicemen and women. In addition, our civilian staff continues to provide the continuity that enables MARSOC to aggressively move forward. The caliber of people who work to support the Marines and sailors of this command are second to none and move mountains on a daily basis to enable MARSOC to successfully accomplish tremendous amounts relative to our size as SOCOM’s smallest component. Small has its advantages, however, the most significant being the agility of the organization. We can rapidly implement ideas that bubble up from the instructors or flow down from theater requirements – and watching the team do this has been the most rewarding aspect of my time with the school. n

MARSOC 10 Years

Brigade (Anti-Terrorism) at Camp Lejeune, North Carolina. During his tenure, he deployed in support of Operation Enduring Freedom as the intelligence operations officer for the Combined Joint Task Force-Horn of Africa and in support of Operation Iraqi Freedom as the intelligence fusion officer for First Marine Expeditionary Force in al-Anbar Province. Duke joined MARSOC in April 2009 as operations officer for the Marine Special Operations Regiment, now the Marine Raider Regiment. In November 2010, he assumed command of 3rd Marine Special Operations Battalion. In June 2012, he was a National Intelligence Fellow with the Office of the Director of National Intelligence, then returned to MARSOC in June 2013 as the assistant chief of staff for intelligence. On the eve of MARSOC’s 10th anniversary, Col. Duke responded to questions from The Year in Special Operations Consulting Editor John Gresham about the history, status and future of his new command, the Marine Raider Support Group.

COL. JON DUKE Commander, Marine Raider Support Group BY JOHN D. GRESHAM

Col. Jon Darren Duke graduated from the U.S. Naval Academy and was commissioned in the Marine Corps in May of 1991, after which he attended the Basic School, graduating in February 1992. He next attended the Marine Air-Ground Task Force (MAGTF) Intelligence Officer Course and, following graduation in 1992, was assigned to the 3d Marine Division in Okinawa, Japan. He served as the intelligence officer for 2nd Battalion, 12th Marines; assistant intelligence officer for 4th Marines and as a platoon commander, executive officer and diving officer for 3d Reconnaissance Company. In 1996, Duke was assigned to the Marine Corps Intelligence Activity as a liaison officer to the U.S. Army National Ground Intelligence Center in Charlottesville, Virginia, serving in the Forces Directorate as a Middle East ground combat analyst. Following his 1998 attendance at the Naval Postgraduate School and the Defense Language Institute, he was assigned to the U.S. Consulate in Jerusalem. From 2002 to 2005, Duke served as assistant chief of staff for intelligence for the 4th Marine Expeditionary

The Year in Special Operations: In the context of the current MARSOC force structure, where does MRSG fit? Col. Jon D. Duke: The Marine Raider Support Group is one of three subordinate commands to MARSOC. We provide tailored intelligence, communications, logistics, canine and fires capabilities to reinforce the Marine Special Operations Company (MSOC). What are the roles and responsibilities assigned to MRSG – and do you have any particular metrics you work toward for MARSOC? Our mission is to provide trained and equipped special operations capability specialists and combat service support to deploying MARSOC units. We also perform general support maintenance and garrison functions in support of the MARSOC staff. What kind of Marine are you looking for to qualify and train into special operations capabilities specialists and special operations combat service specialists? We are looking for high-performing Marines who demonstrate mastery of their MOS and have the intrinsic motivation to continue to improve and hone their skills. We are looking for team players who can work with small teams in hostile, denied and politically sensitive locations and who have the maturity, mental and physical fitness and courage to perform under these conditions. Can you please break down, in general terms, the selection, qualification and training your SOCS receive in order to receive their designation – such as specialized training, duration, physical requirements, field/ classroom training, etc.? Marines desiring an assignment to MARSOC as SOCS must be eligible for a security clearance, meet the

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MARSOC 10 Years

A Marine with 1st Marine Raider Support Battalion carries an extra pack up a hill during a casualty simulation while on a hike during a Tactical Skills Package aboard Marine Corps Base Camp Pendleton, California, May 15, 2015. The Tactical Skills Package was established to enhance enablersâ&#x20AC;&#x2122; skills and

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requirements of their MOS training and have a 1st class PFT [physical fitness test] score of 225 or better. Upon assignment to MARSOC, SOCS candidates attend MARSOC SERE [Survival, Evasion, Resistance and Escape], Special Operations Training Course (STC) and SOF-specific training for their MOS. For example, MARSOC communicators attend the MARSOC Network Operators Course (MNOC) to learn how to employ and maintain the SOF communications suites used by deploying MARSOC units. Each MARSOC training course has a combination of field and classroom training. Upon completion of these three elements, the Marine is awarded the SOCS 8071 MOS. More mission-specific training will be received when their support team forms up with the Marine Special Operations Company for deployment. SOCS may serve in MARSOC for up to five years, with a goal of completing two deployments. CSS Marines may serve up to three years with a goal of completing one deployment.

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“MARINES AND GEAR ARE AT A PREMIUM AND THE EARLIER OUR OPERATORS ARE EXPOSED TO THEM AND THEIR CAPABILITIES, THE BETTER THEY WILL ALL PERFORM TOGETHER AS A TEAM. OUR GOAL IS TO DO AS MUCH AS POSSIBLE WITH THE TIME WE HAVE WITH THESE MARINES, BOTH FORWARD AND IN TRAINING.”

What makes your SOCS unique? What exactly do they do for MARSOC? SOCS receive advanced MOS training in SOF-specific skills and equipment that prepare them to integrate with SOF teams and units forward. These resources in training and equipment enable SOF operators, whose intentionally small footprint leaves them frequently at a numerical disadvantage, to magnify operational results to achieve U.S. objectives. For example, our intelligence personnel provide intelligence and intelligence products that are tailored specially for use by small teams in austere and hostile environments to give them a tactical edge against adversaries. What has been the MRSG’s greatest accomplishments in the past 12 months? In the last year, we have refined our personnel and equipment sourcing processes to maximize the availability of our SOCS and CSS Marines and their kit to both deployed forces and those training to deploy. Marines and gear are at a premium and the earlier our operators are exposed to them and their capabilities, the better they will all perform together as a team. Our goal is to do as much as possible with the time we have with these Marines, both forward and in training. How do you see your unit and its capabilities growing and improving over the next five years? As the operating environment changes and our adversaries adapt, we must adapt to meet those challenges. So we are planning for the addition of capabilities and specialties required to prevail in an information-saturated environment with an ever-shortening media cycle and the continued proliferation and miniaturization of personal electronic devices and social media. We are increasingly educating and training our Marines to think in terms of and to work with interagency, joint and coalition partners for effective operational outcomes. Very little that the country achieves overseas, now or in the future, will be accomplished by military forces alone. We want to be on the leading edge of collaborative operations. That means training Marines and their leaders to think and act broadly. n

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MARSOC 10 Years

1ST MARINE RAIDERS AT TULAGI AND EDSON’S RIDGE BY DWIGHT JON ZIMMERMAN

“Raiders, parachuters, engineers, artillerymen, I don’t give a damn who you are. You’re all Marines. Come up on this hill and fight!” — Lt. Col. Merritt A.“Red Mike” Edson, Sept. 13, 1942

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MARINE CORPS PHOTO

MARSOC 10 Years

On the morning of Aug. 7, 1942, in a remote section of the southwest Pacific Ocean and seven months to the day after the Imperial Japanese Navy (IJN) sneak attack on Pearl Harbor, the United States was responding with its first offensive campaign in the war: Operation Watchtower. Hastily planned, executed on a shoestring, and hampered by inexperience, even fear, that reached the highest levels of command, the reason for Watchtower was simple: capture the Japanese airfield on Guadalcanal and prevent it from becoming a staging area for bombers that could cut the vital sea lane between the United States and New Zealand and Australia. Watchtower included Marine amphibious landings on the islands of Tulagi, Gavutu-Tanambogo, Florida, and Guadalcanal in the southern Solomon archipelago. Literally leading the way in the offensive was the 1st Marine Raider Battalion commanded by Lt. Col. Merritt A. “Red Mike” Edson. The Marine Raider concept was the result of a combination of factors prior to America’s entry into the war. They included lessons learned from amphibious operations in Fleet Landing Exercise 7 (FLEX 7), observations of British Commando organization and training by Captains Samuel B. Griffith II and Wallace Greene (the

latter a future commandant of the Marine Corps), Lt. Col. Evans Carlson’s personal experience fighting with Chinese Communist troops against the Japanese, and, most importantly, pressure from President Franklin D. Roosevelt and Secretary of the Navy Frank Knox, who were enamored of the British Commandos. Despite resistance within Marine Corps senior leadership against forming an “elite within an elite,” shortly after he became the first lieutenant general in Marine Corps history, Commandant of the Marine Corps Thomas Holcomb formed on Jan. 6 and Feb. 4, 1942, respectively, the 1st and 2nd Separate Battalions for “expeditions of raid character for demolition and other destruction of shore installations.” On Feb. 16 and 19, these units were re-designated Raider battalions, with Edson appointed commander of the 1st Marine Raiders and Carlson the 2nd Marine Raiders. Watchtower, under the overall command of Maj. Gen. Archer A. Vandegrift, was divided into two assaults. The main effort by the 1st Marine Division was against Guadalcanal (codename Cactus). It was preceded on Aug. 7 by a supporting assault to secure Tulagi (Ringbolt), Gavutu-Tanambogo (Acidity and Almond), and Florida (Lantana) islands and the deepwater harbor they surrounded by the 1st Marine Raiders; the 2nd Battalion,

This ridge protecting Guadalcanal’s all-important airfield cost 600 Japanese their lives during attempts to dislodge U.S. Marine Raiders entrenched there. With the exception of one infiltration, later wiped out, Marines supported by heavy artillery turned back thrust after thrust by the enemy.

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MARSOC 10 Years Marine Gunner Angus R. Goss is shown examining TNT charges prepared by two members of his unit, Platoon Sgt. Nicholas R. McIver and Sgt. Gerald W. West. Goss and his demolition platoon rigged explosives on poles to root out defenders in caves on Tulagi. Goss won the Navy Cross on Tulagi, but was

MARINE CORPS PHOTO

killed on New Georgia before learning of his award.

5th Marines; and the 1st Parachute Battalion, all under Brig. Gen. William H. Rupertus. Landing unopposed at the northwest side of Tulagi, the Raiders and Parachutists hacked their way through the jungles of the steeply sloped coral ridge that formed the spine of the lozenge-shaped 2-mile-long and half-milewide island. Despite tenacious defense by 350 Japanese troops that lasted three days, on Aug. 8, Edson was able to declare Tulagi secured. Meanwhile, on Guadalcanal, the bulk of the Marines landed unopposed at Lunga Point and secured a perimeter around the Japanese airfield they named Henderson Field after Capt. Lofton Henderson, a Marine pilot killed in the Battle of Midway. Japanese response to the offensive was swift. Operating from its regional base at Rabaul on the northern tip of the island of New Britain, in a series of night naval shuttle runs the Allies named the Tokyo Express the Imperial Japanese Navy sent to Guadalcanal troops, materiel, and warships to attack the Marines and U.S. Navy ships. For the rest of August, even though their positions were regularly shelled and bombed by Japanese ships and planes, for all practical purposes the 1st Marine Raiders were spectators in the drama playing out at Guadalcanal and Sealark Channel (soon to be named Iron Bottom Sound for the large number of warships sunk). These included the repulse of a Japanese attack by the Ichiki Butai, or Ichiki Detachment (the Battle of the Tenaru, Aug. 21) and the naval battles of Savo Island (Aug. 8-9) and Eastern Solomons (Aug. 24-25). Ichiki Butai’s defeat caused the Japanese high command to double-down with the landing of the 35th Infantry Brigade, a veteran of campaigns in China and Borneo, and other troops under the overall command of Maj. Gen. Kawaguchi Kiyotake. Kawaguchi’s plan to retake the airfield was to launch an attack from the south, supported by land artillery and IJN warships, on the night of Sept. 12. To augment his thinly held perimeter, on Aug. 31 Vandegrift ordered the transfer of the Raiders and Parachutists to Guadalcanal, a process that was completed on Sept. 4. Aware that Kawaguchi had established a supply base at Tasimboko near Taivu Point about 15 miles east of the Marines’ toehold, division staff began planning for a hit-and-run raid by the 1st Marine Raiders, exactly the type of mission they were created and trained to execute. The raid called for Edson’s force of about 500 Marines to land approximately 3,000 yards east of the base at daybreak on Sept. 8. The Raiders would conduct a coordinated two-pronged attack – one company from along the beach, two companies from inland. Supported by APDs (World War I-era destroyers and destroyer escorts converted for amphibious operations) and aircraft from Henderson Field, the Raiders would overwhelm the reportedly 300 poorly armed and half-starved defenders, destroy supplies and installations, and then leave before Japanese reinforcements could respond.

On the night of Sept. 7-8, while en route to the landing site, Edson received an update claiming that though their conditions were unchanged, Japanese troop strength had increased to 3,000 men. Edson decided to continue anyway. Luck then sided with the Raiders. A heavy rainstorm hid their ships from Japanese warships escorting a supply convoy that had delivered cargo to Tasimboko. Then, as dawn was breaking and the Raiders were launching their assault, a U.S. Navy convoy composed of two cargo ships and five destroyers heading to Lunga Point appeared. Mistaking the two separate fleets as one large amphibious operation, most Japanese defenders panicked and disappeared into the jungle. The Raiders advanced steadily against scattered and uncoordinated opposition. The relative ease of the Marines’ assault caused Edson to suspect he and his men were entering a trap. But instead of destruction, at Tasimboko the Raiders encountered treasure: huge stockpiles of food, supplies, ammunition (by one estimate as much as 500,000 rounds), even Kawaguchi’s dress white uniform. The Raiders immediately began gathering intelligence and, because rations within the perimeter were short, as much food as they could carry. Then they destroyed the rest. “At Tasimboko we found lots of supplies,” recalled Raider John Sweeney in Patrick K. O’Donnell’s Into the Rising Sun. “Medical supplies, and strange almost fishbowls filled with fluid of some kind. As far as we could tell, it was a type of firebomb. You light it, throw it, it breaks, and there’s a blast. There was a lot of food, some saki, and brown bottles of beer. The food was particularly inviting: anchovies, sardines, crab, and lots of rice. We took whatever we could and destroyed the rest. Most importantly, we found a trove of valuable documents. “We destroyed everything we couldn’t take. One way of despoiling the food was to urinate on it. We peed on it.” By 1730, the Raiders had embarked and were returning to Lunga Point. Griffith, now a major and the executive officer of the 1st Marine Raiders, later called it “one of the really very successful small operations of World War II.” At a cost of two dead and six wounded, the Raiders had destroyed an important base that contained food and supplies for 6,000 troops, and gathered priceless intelligence. On Sept. 10, Edson told his mixed battalion of Raiders and Parachutists, approximately 840 strong, that they would be going to a “rest area” along a T-shaped ridge located about a mile south of Henderson Field. Because Vandegrift believed that any Japanese attack would come from along the coast, as had happened earlier with

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MARSOC 10 Years

Ichiki Butai, the area was regarded as fell on the Marines on the ridge, followed a quiet sector and was lightly defended. by additional gunfire from Japanese Certainly the complexities of the terrain warships offshore. downplayed the possibility of attack. The Minutes later, Japanese soldiers rushed dominant landmark was the ridge itself, out of the jungle, screaming and hurling whose stem ran north-south and was strings of firecrackers to help confuse the bordered by thick jungle, steep gullies, defenders. Several listening posts and and a large lagoon between the ridge forward positions were quickly overrun. and Lunga River. But the next day, Edson But these veterans of lopsided battles began ordering them to prepare defensive against Chinese troops discovered that positions and dig in. It was the Raiders and the Marines were made of sterner stuff. Parachutists’ first clue that their rest area Even when surrounded and isolated, indimight be anything but. Two subsequent vidual Marines and companies continued Japanese air raids that dropped bombs on to fight hard. Accurate artillery fire by their position instead of Henderson Field, Marine artillery also helped collapse the Lt. Col. Merritt A. “Red Mike” Edson the usual target, reinforced speculation momentum of the attack, and the first that something big was up. night’s battle dissolved into vicious skirIn a departure from standard infantry tactics then in mishing that ended with the dawn and Japanese withuse, Edson divided his rifle units into “fighting groups” drawal into the jungle to regroup. of three or four Marines organized around an automatic Under harassing sniper fire, Edson pulled back his weapon (Browning Automatic Rifle, Lewis or Thompson Marines about 100 yards, consolidated his line, and sub-machine gun). It was a technique he had found prepared new defensive positions and fields of fire. New successful when fighting rebels in the Nicaraguan jungles artillery coordinates were plotted and registered. during the interwar Banana Wars. Despite suffering heavy casualties, Kawaguchi’s force Though the island’s jungle proved a bigger impediment still heavily outnumbered the Marine defenders on the than he anticipated, Kawaguchi managed to get his 3,000- ridge. After regrouping his command, at 1830 on Sept. man Kawaguchi Butai assembled south of the Raiders’ 13 he launched his second attack. Kawaguchi’s soldiers position in time for the scheduled attack. At 2100 hours on breached the Marine right flank, creating a 200-yard gap the night of Sept. 12, the first rounds of Japanese artillery through which the Japanese troops surged.

A Marine 75 mm pack howitzer in a captured Japanese emplacement on Guadalcanal. Accurate Marine artillery fire helped break the back of Japanese attacks.

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Once again, Marine artillery rained death on the Japanese. One Marine forward artillery observer was Pfc. Tom Watson, an artillery battery clerk who had rushed forward to help. His directions were so accurate that shortly after the fight he received a battlefield commission. But unrelenting Japanese pressure had reduced Edson’s command to about 300 effectives. At one point it looked as if Kawaguchi’s attack would succeed. Isolated groups of Japanese troops advanced as far as the recently built fighter airstrip before being cut down. And a Japanese officer and two soldiers even reached the division command post where they were shot as they attacked Vandegrift. Meanwhile, Edson seemed to be everywhere on the ridge, rounding up and rallying Marines, directing fire and counterattacks. Once again Marines and Japanese troops found themselves chaotically intermingled and the attack became a desperate hand-to-hand combat between individuals and small units. When dawn finally broke, Edson’s exhausted Marines still held the ridge. Kawaguchi’s second attack had failed as well. The Battle of Edson’s Ridge, also called Bloody Ridge, was over. Edson received the Medal of Honor for his actions in the battle, promotion to colonel, and command of the 5th Marine Regiment. Griffith would also be promoted and succeed Edson as commander of the 1st Marine Raiders. In early November, Carlson and two companies of the 2nd Marine Raiders arrived on the island and conducted

a 29-day guerrilla-style operation behind enemy lines known as the Long Patrol. On Feb. 9, 1943, America’s first step in the long journey to Tokyo was complete. Later, Kawaguchi wrote, “Guadalcanal is not the name of an island; it is the name of the graveyard of the Japanese Army.” In his monumental History of United States Naval Operations in World War II, historian Samuel Eliot Morison echoed the Japanese general’s words, “Guadalcanal is not a name but an emotion, recalling desperate fights in the air, furious night naval battles, frantic work at supply or construction, savage fighting in the sodden jungle, nights broken by screaming bombs and deafening explosions of naval shells.” Perhaps the most poignant observation, though, was made by Marine Jerry McDonnell, who, at age 18, fought at Guadalcanal. In his poem “The Grassy Knoll,” he wrote: The dead and the wounded were littered Most everywhere you could see. There was sadness in spite of victory For dead friends – and enemy. It’s hell when you stop to consider The price that was dearly paid For this lousy chunk of God’s green earth That on a lonely island laid. Many a man paid the maximum price He forfeited his life for the toll. And all he got forevermore Was a plot on the big “Grassy Knoll.” n

Marines descend Edson’s Ridge toward the airstrip. The open terrain below illustrates why holding the ridge was so important.

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OPERATION NIMROD, MAY 5, 1980 The SAS London Hostage Rescue BY DAVID C. ISBY

For 17 minutes on the evening of May 5, 1980, television cameras brought a worldwide audience the climactic moments of Operation Nimrod. The British Army’s Special Air Service (SAS) successfully ended a six-day siege at the Iranian embassy at 16 Prince’s Gate in London’s South Kensington, where six terrorists had been holding hostages. When the cameras turned away, all but one of the terrorists was dead and the survivor was in custody, while the hostages – except for two murdered by the terrorists – survived. Operation Nimrod proved to be one of the most significant special operations in history, with an impact that is still being felt more than three decades after the event. It demonstrated that special operations forces (SOF), trained in the counterterrorism (CT) mission, provided a powerful shield to democratic governments against those seeking to use political violence. Throughout the 1970s, the United Kingdom was one of many countries facing powerful terrorist threats. Especially where these terrorists were able to take hostages – as Palestinians had at the 1972 Munich Olympics – they could score painful victories. Dead hostages demonstrated that the governments of developed democracies were helpless against small groups committed to lethal revolutionary political violence. Because of this vulnerability of hostages, rescuing them without getting them killed required a nuanced and precision application of force, something that requires high levels of specialization and intensive training that can only be created by years of investment. To meet this increasing threat, the British government in 1973 gave the counter-revolutionary warfare (CRW) mission to the 22nd SAS Regiment. Originally organized by Maj. David Stirling in 1941, the SAS had been re-established in the 1950s, and, since then, had mainly operated in counterinsurgency conflicts outside of Europe. In the 1970s, however, with the terrorist threat increasing in Northern Ireland, the SAS started training for the CRW mission. One of the four squadrons of 22nd SAS was kept on high readiness for CRW deployments at any one time, with a quick-reaction team available within minutes. The SAS also had mentored a number of CT units across the globe, passing along the importance of “shoot

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houses,” precision shooting as a daily training regime, and development of new tools and weapons to assist in the unique aspects of their missions. One of their first and most popular tools was the “flash-bang,” a non-lethal grenade that temporarily blinded and deafened those it was used against. In 1977, SAS advisers, armed with the new flash-bang grenades, had participated with the German police hostage rescue force, GSG-9, to successfully end an airliner hijacking at Mogadishu in Somalia. The SAS also advised the U.S. Army as they stood up their first “Tier 1” CT force, Special Forces Detachment – Delta (SFD-D – “Delta Force”) in 1979. But, as the SAS had not relinquished its traditional military missions, its new capabilities were little known to the public.

THE TERRORIST ATTACK On April 26, 1980, a group of six men, led by Awn Ali Mohammed, aka Salim, stormed the Iranian embassy in London. Armed with AK-47 assault rifles, pistols, and grenades – later determined to have been brought into the country in the Iraqi diplomatic pouch – they seized 26 hostages, mainly embassy staff and Iranians, but also including British visitors, an embassy employee, and Police Constable Trevor Lock, a diplomatic protection policeman who was guarding the embassy. The terrorists started issuing demands, including the release of prisoners by Iran’s Islamic revolutionary government, which had seized power the year before, and free passage out of the country. The turmoil in the Middle East had spread to London. The Iranian government was itself holding U.S. diplomats as hostages in Tehran. Iran’s Arab neighbors – led by Iraq – viewed the regime with hostility. Iraq was preparing a military offensive against Iran later that year, and so enabled a high-profile international terrorist act on behalf of Iran’s Arab minority. London’s Metropolitan Police remained in control of what soon became a siege of the embassy, while activating contingency plans that, within a day, brought two teams from B Squadron, 22nd SAS, and the regiment’s

STF/AFP/GETTY IMAGES

Sim Harris (left), the BBC-TV hostage, jumps across the balcony of the Iranian embassy, covered by an SAS trooper, after fire broke out on the second floor.

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SAS troopers on the embassy roof.

commanding officer, then-Lt. Col. Mike Rose, and his second-in-command, then-Maj. Clive Fairweather, to London from their base at Royal Air Force Hereford. Britain’s whole-of-government response was directed by the Cabinet Office Briefing Room committee (COBRA) with Home Secretary William Whitelaw (responsible for law and security issues) in the chair in the absence of Prime Minister Margaret Thatcher, who set out that she had “no intention of allowing terrorists to succeed in their hostage-taking.” The Ministry of Defense’s Joint Operations Center (JOC) supported COBRA with representatives of SOF integrated with the intelligence service, the Home Office, and law enforcement. The British director of SOF, then-Brig. Gen. Peter de la Billière, served as an adviser. The COBRA plan was to minimize the use of force. The Metropolitan Police relied on negotiation and out-waiting the terrorists to get them to release hostages and eventually surrender in return for food, water, or media access, unless the terrorists resorted to lethal force, which would require immediate action to save hostage lives. Among the hostages, Lock kept his pistol concealed.

VIA SPECIALFORCESNEWS.COM

THE SIEGE Days two through five of the siege were marked by rising tensions. Five of the hostages were released. The terrorists spoke little English and had to rely on the hostages to present their demands on British television. Awn asked to have Arab embassies arrange safe passage out of Britain, but it became increasingly evident that this was not going to happen. He and the other terrorists became more agitated. By installing listening devices on the roof and interviewing embassy employees and released hostages, the SAS – now occupying next-door buildings – gained intelligence that enabled them to refine their plans for a rescue; special operations are always planned by those who will do the fighting. A street-level assault was ruled out when it was discovered that the windows and doors had been reinforced against terrorist attacks. The SAS would have to enter from the top down, breaking into a building with more than 50 rooms, with the hostages concentrated in two different locations. The SAS would have to strike at every floor of the embassy simultaneously. On day six of the siege, May 5, events quickly moved to a crisis status. In the afternoon, the terrorists murdered an Iranian diplomat hostage and threw his body outside the embassy. They threatened to kill the remaining

hostages, who now could be held anywhere inside the building. The Metropolitan Police requested that the operation be turned over to the military, with Whitelaw and Thatcher’s approval. They would be among those monitoring events at the COBRA. After receiving a briefing from de la Billière, Whitelaw gave the order for the SAS to prepare to go on 10 minutes’ notice. Rose, as on-scene commander – de la Billière at the COBRA was netted in to him – moved the teams into their covert jumping-off points, covered by snipers, including Lance Cpl. Robin Horsfall, and SAS troopers with shotguns and CS grenade launchers.

THE RESCUE After the murder, the terrorists were dangerously alert, awaiting retribution. As a diversion, negotiations with the terrorists were still in progress when, at 7:23 p.m., still light in London, two SAS teams began the assault. The SAS were wearing black tactical uniforms and protective masks against the effects of non-lethal CS gas and G60 flash-bang stun grenades. They were armed with Heckler & Koch MP5 submachine guns and 9 mm Browning Hi-Power pistols. Red Team, having crawled onto the embassy roof from an adjoining building, sent four soldiers abseiling – or rapelling, lowering themselves on ropes as if on a cliff face – down the back of the building. Another team of four lowered flash-bang grenades, which had been used successfully against the Mogadishu airline hijackers,

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inside the building. The grenades were supposed to Awn when an SAS trooper burst in. He ordered Lock explode at the same time as the abseilers detonated to drop down, then opened fire. Awn’s body twitched breaching charges against the second-floor windows and violently, flung across the room from the force of multiple swung their way in, hurling stun and CS gas grenades. impacts. Lock was hustled out of the embassy. But the entry plan was disrupted when the leader of the Sim Harris, a BBC journalist who had been held asbeilers, Staff Sgt. Sekonaia “Tak” Takavesi, a combat hostage, fled toward where Blue Team had blown in the veteran from Fiji, became entangled with his ropes. A windows on the first floor balcony. He was ordered to “get trooper, going to his assistance, accidently kicked in a down” by the SAS as they rushed the building. He leapt to window. After this, the remaining Red Team abseilers, an adjacent building, only to be grabbed by the SAS and unable to use explosives for fear of injuring the entangled taken down to the back garden for identification, along sergeant, also kicked in windows and entered. with the other hostages. This noise alerted Awn, who had been negotiating over The front room that the SAS believed would be occupied the telephone with Lock translating. Lock then drew his by both terrorists and hostages was found to contain revolver and grabbed the terrorist leader, armed with a neither. The SAS had to go from room to room, blowing Kalashnikov. off locks with Remington shotguns or smashing doors A volley of CS gas canisters was fired into the embassy, starting a fire as they burst. SAS troopers The terrorists had prepared breach the to torch the embassy, and had second-floor spread inflammable material. windows of the One terrorist was seen trying Iranian embassy to ignite a Persian carpet with in London. a cigarette lighter. The flames traveled up the window curtains to the stuck sergeant, burning him. Other troopers swung through the embassy windows and entered through the flames, their clothes catching fire. Sgt. Tommy Palmer suffered a jam to his MP5 submachine gun. He was able to draw his pistol in time to kill a terrorist poised to throw a grenade into a room of hostages. A second wave of four Red Team abseilers descended from the roof and cut Takavesi free. He fell to the ground and ran into the embassy, where he engaged THE SAS HAD TO GO FROM ROOM TO ROOM, and killed an armed terrorist who emerged from hiding. BLOWING OFF LOCKS WITH REMINGTON At the same time, two fourSHOTGUNS OR SMASHING DOORS WITH man teams of SAS troopers broke th rough a n i n ner SLEDGEHAMMERS, THEN THROWING STUN wall on the ground f loor from an adjacent building. GRENADES AND ENTERING THE ROOM. Simu ltaneously, the Blue Team detonated directional breaching charges that shattered the armored glass with sledgehammers, then throwing stun grenades windows on the first-floor balcony at the front of the and entering the room to apply the clearing tactics that embassy, in full view of the television cameras that – they had practiced in the close-range battle houses at unknown to the SAS – had been covertly positioned by a Hereford and elsewhere. The terrorists made no effort to network. The charges then blew in the armored windows. surrender as the SAS hunted them down. One was shot One of the charges failed to explode, but Trooper Bob when preparing to throw a grenade. Curry swung a sledgehammer with enough force to The hostages were hustled downstairs into the back shatter the window. Other SAS troopers attacked the garden to be identified. Two terrorists tried to hide among library at the rear of the first floor. them. One produced a hand grenade when a hostage Hearing the noise of the breaching charges, the identified him. Staff Sgt. Pete Winner, unable to shoot remaining terrorists opened fire on the hostages, killing the terrorist while he was standing on the stairs among one and wounding three. Lock was still grappling with the hostages, hit him with his MP5 “as hard as I could,”

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ABOVE LEFT: The Iranian Embassy shortly after the raid, showing fire damage. ABOVE RIGHT: Prime Minister Margaret Thatcher with SAS troopers.

knocking him down the flight of stairs. Other SAS troopers emptied the magazines of their MP5s into the terrorist before he could detonate the grenade. Harris identified the final surviving terrorist, who was trying to hide among the hostages. He was turned over to the police. With resistance ended, the hostages, held by the SAS in the back garden until all could be identified, were led out of the building, followed by the SAS. The embassy was now a crime scene and off limits to all but police investigators. The two injured SAS members – one burned and the other wounded by a terrorist bullet – were evacuated for treatment. The SAS, turning their weapons over to the police for forensic investigation, retired to the buildings they had jumped off from a few minutes before. There followed a stream of congratulatory visitors. The wife of Lock thanked the SAS for saving her husband. Later, Thatcher arrived with her spouse, and personally thanked all those involved. She stayed until it was time for them together to watch the day’s events on the 10 o’clock television news.

STEVE WHITE PHOTO

THE IMPACT The rescue had lasted just 17 minutes and involved some 30 to 35 military personnel, plus many more police, translators, and support personnel. The impact of an internationally televised defeat for international terrorism just as the age of the 24-hour news cycle was opening was tremendous. Terrorists had been defeated by effective use of force before, but never so dramatically. “The operation will show that we in Britain will not tolerate terrorists,” Whitelaw said during a press conference.

The British government had relied on the SAS, working in cooperation with law enforcement and intelligence. All of these had direct access to the national leadership. Thatcher and Whitelaw had full confidence in the SAS and its capabilities. They did not insist on micromanaging decisions, even though all the participants were aware that a failure could exact a tremendous cost politically. This provided a model for the use of SOF in counterterrorism (CT) that is now applied in many countries. The SAS, thrust into the public eye, became increasingly important to British military operations. Rose com manded British SOF i n the 1982 Fal k lands campaign. At its end, he used his training in negotiations – and the SAS’ dedicated long-range communications links – to arrange the Argentine force’s surrender. He later served in the former Yugoslavia, commanding United Nations forces. De la Billière commanded British forces in the 1990-91 war against Iraq. The surviving terrorist, after serving 27 years in prison, now lives in Britain. The Iranian government, deprived of the creation of additional revolutionary martyrs, submitted a bill to Britain for damage to the embassy. Worldwide, success in Operation Nimrod, the same year that U.S. special operations forces failed in an attempted rescue mission for U.S. hostages being held in Iran, proved an example of the effective use of SOF. It contributed to the formation of the Joint Special Operations Command (JSOC), today part of U.S. Special Operations Command (USSOCOM). Other SOF, such as the Australian SAS, were trained by the SAS to acquire CT capabilities that they had previously lacked. Operation Nimrod demonstrated the value in investing in professional and capable SOF and in placing confidence in their capabilities, even with the whole world watching. n

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ENTEBBE: FORTY YEARS LATER BY MIKE MARKOWITZ Hostage rescue missions are among the most difficult of all special operations. The difference between triumphant success and bloody failure is often a matter of seconds. Everything depends on surprise: strategic surprise, employing capabilities your enemy never knew you possessed; and tactical surprise, striking your enemy from an unexpected direction. In 2016, we are observing the 40th anniversary of the Israeli raid that rescued 103 passengers of Air France Flight 139 held hostage by terrorists at Entebbe Airport on July 4, 1976. This mission, “Operation Thunderbolt” (later renamed Mivtsa Yonatan or “Operation Jonathan”) stands as one of the most perfectly executed examples of surprise in military history. Some historical background may help us understand the reasons for that success.

THE ADVERSARIES Founded in 1967, the Popular Front for the Liberation of Palestine (PFLP) was a Marxist-Leninist faction that broke away from Yasser Arafat’s Palestine Liberation Organization to conduct a series of spectacular “direct actions,” often with the support of Western European sympathizers and direct financing from Libyan dictator Muammar Gaddafi. Dr. Wadie Haddad (1927-1978), a master planner of aerial hijackings, formed his own splinter group, PFLP-EO (“External Operations”), when the PLO banned attacks on targets outside Israel. In July 1968, the PFLP hijacked an El Al (Israeli Airlines) flight from Paris to Tel Aviv, forcing it to land in Algiers. After weeks of tense negotiation, the Israeli passengers were released in exchange for 16 jailed terrorists. In May 1974, three terrorists from another Palestinian splinter group, the DFLP (Democratic Front for the Liberation of Palestine) took an entire elementary school (105 children and 10 adults) hostage in the town of Ma’alot. When a unit of the Israeli Defense Forces (IDF) Golani brigade stormed the school, the terrorists managed to kill 25 hostages and injure 68 before they were eliminated. This traumatic experience led the IDF to a ferocious focus on surprise, speed, and precision in training for hostage rescue.

THE HIJACK Air France Flight 139 (an Airbus A300-B4, with a passenger capacity of 272 and a flight crew of 12) departed Ben Gurion International Airport1, Israel, at

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0859 local time on Sunday, June 27, bound for Paris with a stopover at the notoriously unsecure Athens airport. Additional passengers boarded at Athens included four PFLP-EO terrorists: Germans Wilfried Böse, 25, and Brigitte Kuhlmann, 29, and two Arabs, Fayez AbdulRahim Jaber and Jayel Naji al-Arjam. Inept airport security and sympathetic baggage handlers ensured that their concealed pistols and grenades were undetected. Shortly after takeoff from Athens, the hijackers seized control of the aircraft. After refueling at Benghazi, Libya, they forced the crew to fly the plane to Entebbe, Uganda. There, additional PFLP gunmen based in nearby Somalia reinforced the terrorists, with the cooperation of dictator Idi Amin’s regime. On June 29, the terrorists announced their demands, threatening to blow up the plane and all its passengers unless Israel, Kenya, Germany, and Switzerland released some 50 imprisoned terrorists. Ugandans (estimated at 60 to 100 troops) surrounded the building and occupied the control tower, providing security and a chance to rest for the terrorists.

THE SETTING After Uganda became independent in 1962, Israel provided military assistance. Idi Amin Dada, who had risen to warrant officer in the King’s African Rifles (the highest rank an African could achieve in the colonial army), became commander of the Ugandan army in 1970. An Israeli military mission trained Ugandan troops and pilots, and several IDF officers established close friendships with Amin.2 Amin trained as a paratrooper with the Israelis but never actually qualified for the jump wings he proudly wore on his field marshal’s uniform. Amin overthrew the civilian government in 1971, establishing a bloody and chaotic dictatorship. In 1972, he broke relations when Israel refused to provide Phantom fighterbombers for a projected attack on neighboring Tanzania. Entebbe, on the shore of vast Lake Victoria, is 23 miles (37 kilometers) southwest of Uganda’s capital, Kampala. Under British colonial rule it was the capital, and Amin’s presidential palace stood near the airport with its 12,000-foot (3,658-meter) asphalt main runway, 3,782 feet (1153 meters) above sea level. The airport also served as the base for Libyan-provided MiG-17 and MiG-21 jets of Amin’s air force. The hostages were kept in the Old Terminal, which ironically had been built by an Israeli construction firm,

One of the Lockheed C-130 Hercules transport planes landing at Ben Gurion International Airport carrying hijacked Air France passengers rescued in the Entebbe raid.

Solel Boneh. This proved fortunate for IDF operational planners, since the blueprints were still on file.

THE ASSAULT FORCE By the mid-1970s, the IDF had developed a number of elite special operations teams. Foremost among these was the secretive “General Staff Reconnaissance Unit,” or Sayeret Matkal, a strategic intelligence unit, roughly equivalent to a large company or small battalion. Modeled on the British army’s Special Air Service regiment, the unit specialized in “black ops” and trained for covert low-level infiltration with Israeli Air Force (IAF) helicopters. In 1976, unit commander was Yonatan “Jonathan” Netanyahu.3 In response to the growing threat of terrorism, Sayeret Matkal began to train intensively for hostage rescue, demonstrated on May 9, 1972 when 16 personnel of the unit (including future Israeli prime ministers Ehud Barak and Benjamin “Bibi” Netanyahu), disguised as maintenance technicians, stormed a hijacked Sabena (Belgian) jetliner on the ground at Lod Airport, rescuing 90 hostages.4 The planned assault and rescue of the hostages at Entebbe, however, would be much larger and more involved than anything the Israelis had ever attempted.

ISRAELI DEFENSE FORCES PHOTOS

THE PLANS “The plan was relatively simple: it was based on the fact that no one would think we were crazy enough to fly there, so it would be a total surprise.” – Lt. Col. Joshua Shani, commander of the IAF C-130 squadron5 Under great time pressure, IDF operational planners developed and evaluated a number of options for a possible rescue mission. When a demonstration proved that a loaded C-130 could safely land on a blacked-out runway, the Israeli cabinet approved the mission built

around a direct assault on the terrorists in their terminal lair. Yitzhak Rabin, one of the key figures who planned the raid, expected that the mission would be a success if no more than 15 to 20 hostages and rescuers were killed.

THE PLANES The IAF received its first eight Lockheed-Martin C-130 Hercules aircraft in 1970. Designated Karnaf (“Rhinoceros”) in Israeli service, these rugged and versatile four-engine transports had a crew of five (two pilots, flight engineer, navigator, and loadmaster). Maximum range was up to 2,356 miles (3,792 kilometers) with a payload of 18 tons (16,330 kilograms). They were fitted with folding seats for 92 troops, but many more passengers could be transported – uncomfortably – in emergencies. Four Karnafs (plus one backup aircraft, not used) were slated for the Entebbe raid, because only four flight crews had been trained to proficiency in night landings. The first aircraft of the assault force was to carry an initial assault team riding in a borrowed Mercedes-Benz and two Land Rovers armed with machine guns. These vehicles were intended to imitate Amin’s limousine and escort. A suggestion to make up all the men in blackface was rejected because of the risk of confusion at night, though they were to wear Ugandan Airborne uniforms (made in Israel). The second aircraft would carry a command team with a jeep, about 17 troops from the reconnaissance battalion of the elite IDF Paratroop brigade, Sayeret Tzanhanim, and two BTR-40 armored personnel carriers.6 Captured from Egypt and Syria during the Six-Day War in 1967, the open-topped BTR carried a driver, machine gunner, and up to eight men. The third aircraft was to carry two more BTRs and soldiers from the recon element of the Golani infantry brigade. Golani was one of the oldest IDF units (formed Feb. 22, 1948) and maintained a high state of readiness, along with a tradition of dash and initiative.

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The fourth aircraft was to be loaded with 20 more Golani troops, plus two Peugeot 404 pickup trucks. One would carry a powerful fuel pump and a ten-man air force refueling crew in case it was necessary to refuel the aircraft from the airport’s underground tanks. In the event, grudging permission from Kenya allowed the outbound aircraft to refuel at Nairobi (315 miles, or 507 kilometers, from Entebbe) and the costly pump was abandoned. There was also a 12-man surgical team, equipped to treat up to 75 casualties. In total, the IDF assault force consisted of 190 soldiers, 20 noncombatants, and 10 vehicles. Planners deliberately included troops from different army formations so that no one unit would bear all the blame if the mission failed, or take all the credit if it succeeded. The IAF also assigned its largest aircraft to the raid, two Boeing 707 Re’em (“Oryx” – a species of desert antelope) acquired in 1972. One was fitted as an airborne command post and communications relay to circle over Entebbe during the mission, and the other equipped as a flying hospital to set up on the ground at Nairobi in anticipation of heavy casualties. IAF chief Benjamin “Benny” Peled would fly in the command 707, acting as an airborne mission commander, supervising the various mission support tasks.

MISSION EXECUTION At 1541 local time on July 3, the first C-130 took off from Ofira Air Base (now Sharm el-Sheikh International Airport) at the southern tip of Sinai.7 The flight to Entebbe would take about eight hours, and the planes were actually in the air before final cabinet approval for the operation was received. The 707s, with a much higher cruising speed and cover as “El Al commercial flights,” departed later. The flight path was carefully mapped out to avoid Egyptian and Saudi air search radars. Flying barely 100 feet above the Red Sea, many of the troops experienced airsickness from turbulence. Crossing over Eritrea then Ethiopia, the planes encountered violent thunderstorms. Yet the navigation was so precise that the first C-130 touched down on the runway at Entebbe only 30 seconds later than the planned target of midnight local time.8 In an era before GPS-based navigation and timing, this was an extraordinary feat of flying.

The Mercedes limousine used as a decoy during the operation.

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The routes flown to Entebbe and back to Israel.

As the first plane rolled down the runway, troops jumped out and set out battery-powered portable landing beacons for the following aircraft. The rear loading ramp was down before the plane came to a stop, and the Mercedes raced toward the Old Terminal, closely followed by the Land Rovers. Two Ugandan sentries challenged the approaching vehicles and were engaged at about 10 meters (33 feet) with silenced .22-caliber Beretta pistols. Injured, but not killed, one sentry raised his rifle and was immediately cut down by AK-47 and machine gun fire from the Land Rovers. With surprise lost, Netanyahu ordered his men out of the vehicles to storm the Old Terminal and eliminate the terrorists before they could start slaughtering the hostages. Fortunately, the terrorists were too bewildered by the confusion to respond instantly. They hesitated, fatally for them. Unfortunately, in the confusion, three of the hostages stood up and were killed during the brief exchange of gunfire inside the terminal. Meanwhile, standing outside to coordinate the assault, Yonatan Netanyahu was mortally wounded by a shot in the back from the control tower, probably from a Ugandan sniper. He was the only IDF fatality. One additional paratrooper was shot in the neck and paralyzed during the clearing of the New Terminal, and a few of the hostages were wounded, but overall, casualties were much less than expected.

Jubilant Israelis exit one of the raid’s C-130s after arrival on Israeli soil.

At the same time, troops from the other transports were defending the airport from Ugandan troops responding to the raid and destroying the Ugandan air force MiGs, co-located at Entebbe. Within hours, having refueled in Nairobi, the entire task force returned to Israel and a national outpouring of joy and thanks. And across the world, there were similar expressions, especially by other special warfare professionals who could not wait to be briefed on exactly what the Israelis had done to create what has become a SOF legend.

THE AFTERMATH AND LESSONS LEARNED “Who dares wins.” – Motto of the UK Special Air Service All told, seven terrorists were killed during the raid, along with an uncertain number of Ugandans (possibly 50, some by friendly fire). Infuriated, Amin ordered the murder of Dora Bloch, age 74, one of the hostages who had been taken to a nearby hospital after choking on a piece of meat. He also ordered the brutal execution of three air traffic controllers who were on duty at Entebbe that night. In April 1979, Amin was overthrown. He later died in exile in the Kingdom of Saudi Arabia. The Entebbe Raid was a national morale boost for Israelis, still shaken by the aftermath and casualties of the 1973 war. It showed that terrorist hijacking and hostagetaking tactics could be defeated by prompt and resolute action. The operation also showed the importance of intelligence preparation in special operations. Meticulous and sensitive debriefing of the non-Israeli hostages released by the terrorists allowed IDF planners to develop an understanding of the situation on the ground. Just before the first C-130 took off, a courier rushed to the plane to deliver a packet of fresh photographs taken by a daring Mossad agent, who had rushed to Nairobi, rented a small plane, circled Entebbe taking pictures, declared a flight emergency, and safely returned. “Imagery is like coffee. If it wasn’t made this morning, I don’t want any.” – SpecOps proverb

The raid on Entebbe also became a template for other SOF units around the world in how to prepare and run Tier 1 operations against a well-trained and experienced foe. The use of mockups to familiarize many different units involved in the raid, along with several full up dress rehearsals, made for an operation that ran much more smoothly than expected. The anticipated high casualties never materialized. Furthermore, the use of large transport aircraft in the direct assault on an airfield the size of Entebbe became a standard tactic of SOF communities around the globe, especially the U.S. Army’s 75th Ranger Regiment. And four decades later, the name “Entebbe” swells the hearts of Israelis who mark the raid as the day they made their stand against terrorism. n Footnotes 1. Formerly known as Lod Airport, it is 19 kilometers (12 miles) south of Tel Aviv. Established in 1936 as a key British air base in the Middle East, it was captured by the IDF on July 10, 1948. 2. Baruch “Burka” Bar-Lev, a retired IDF colonel who knew Amin well, spoke with him by telephone several times during the hostage crisis, receiving a stream of bland denials and lies. 3. Son of historian Benzion Netanyahu, and elder brother of present Israeli Prime Minister, Benjamin “Bibi” Netanyahu, who also served in the unit 4. Sabena Flight 571 with 90 passengers (one of whom died of injuries.) Two of the hijackers were killed and two were captured. 5. Quoted in McRaven (1995) p. 336 6. The IDF is sensitive about publicizing its use of ex-Soviet equipment. In feature films about the raid, the assault force is shown using M-113 armored personnel carriers, far too heavy (at 27,000 pounds or 12,300 kilograms combat loaded) for this mission. The 4x4 BTR, in contrast, weighs only 10,600 pounds, or 5,300 kilograms. This has been a source of some confusion for historians. 7. Israel time is two hours ahead of the standard GMT or “Zulu” time usually referenced in military operations. 8. 2300 hours Israel time. References David, Saul. Operation Thunderbolt: Flight 139 and the Raid on Entebbe Airport. Little Brown (2015) Dunstan, Simon. Israel’s Lightning Strike: The Raid on Entebbe 1976. Osprey (2009) Katz, Samuel. Israeli Elite Units Since 1948. Osprey (1988) Katz, Samuel. Israel Defense Forces Since 1973. Osprey (1986) McRaven, William. “Operation Jonathan: The Israeli Raid on Entebbe, 4 July 1976” in SPEC OPS: Case Studies in Special Operations Warfare. Presidio (1995) Singh, Rohit. “Raid on Entebbe.” Scholar Warrior. (Autumn 2011) Stevenson, William. 90 Minutes at Entebbe. Skyhorse Publishing (2015) Victory at Entebbe (ABC TV film) 1976 Raid on Entebbe (film) 1977 Operation Thunderbolt (Israeli film) 1977

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