Section I -- General

1. Purpose. This directive implements the provisions of CJCSI 3170.01A, Requirements Generation System (RGS); it details the responsibilities and procedures for identifying, documenting, validating and approving special operations forces (SOF) warfighting and support requirements in the domains of doctrine, organization, training, materiel, leadership development, personnel, and facilities (DOTML-P & F). It accommodates the guiding principles in DoD Acquisition Publications 5000.1 and 5000.2R, CJCSI 3137.01A, Joint Warfighting Capabilities Assessment Process, and CJCSI 3010.02, Joint Vision Master Plan.

2. Applicability. The provisions of this directive apply to:

a. Headquarters, United States Special Operations Command (USSOCOM), MacDill Air Force Base, Florida.

b. United States Army Special Operations Command (USASOC), Fort Bragg, North Carolina, to include National Guard and Reserve Forces.

c. Naval Special Warfare Command (NAVSPECWARCOM), Coronado Naval Amphibious Base, California, to include Reserve Forces.

d. Air Force Special Operations Command (AFSOC), Hurlburt Field, Florida, to include Air National Guard and Reserve Forces.

e. Joint Special Operations Command (JSOC), Fort Bragg, North Carolina.

f. Theater Special Operations Commands (TSOC) as applies to Major Force Program (MFP) 11.

g. Other Government Agencies. Other government agencies should use this directive to ensure integration of SO-peculiar requirements into Service and joint programs.

3. USSOCOM RGS Process Overview. The RGS is the process by which USSOCOM decision-makers receive information on the mission needs and develop operationally effective solution sets for Special Operation Forces. The RGS consists of four phases: identification, documentation, validation and approval. These same phases apply to both mission needs and operational requirements (i.e., proposed solution sets).

a. Identification.

(1) Mission needs and potential solution sets are identified through the continuous analysis and assessment of SOF’s ability to conduct current, emerging and future operational missions. Requirement identification is a dynamic process involving multiple systems and activities, including:

n Developing, assessing, and pursuing new warfighting and support concepts.

n Conducting readiness and field assessments.

n Analyzing CINC's Integrated Priority Lists.

n Pursuing Desired Operational Capabilities and new technological opportunities.

n Implementing USCINCSOC/Board of Directors (BOD) Guidance, and Mission Guidance Letters.

n Conducting Mission Area Analysis (MAA), Mission Need Assessment (MNA) and Doctrine, Organization, Training, Materiel, Leadership Development, Personnel, and Facilities (DOTML-P & F) alternative analyses.

n Implementing Mid and Long Range Planning Guidance including SOF Vision, new concepts, Roadmaps, Defense Planning Guidance (DPG), and the USSOCOM Strategic Planning Guidance (SPG).

(2) The need identification activity analyzes, defines, and justifies the development of materiel or non-materiel documentation. Early determination of potential DOTML-P & F solutions provides valuable information for decision-makers during the validation and approval phases.

b. Documentation. This activity analyzes DOTML-P & F alternative solution sets and develops the quantitative measures in capability terms necessary to satisfy the mission need. When analysis determines a non-materiel solution is warranted, a single document (see Appendix B) is used to define the need and the non-materiel solution set. When a non-materiel solution alone cannot satisfy the need, a new materiel concept or system should be pursued. The new materiel need is expressed in the Mission Need Statement (MNS). Materiel solution sets evolve from the MNS to a Capstone Requirements Document (CRD) through ORDs, and ORD Annex (post fielding). The ORD establishes the system and support characteristics, performance parameters, concept of employment, force structure quantity and allocation, and cost and readiness objectives. The Component Commands, and USSOCOM Centers normally document analysis-based mission needs, while the R-IPT, is responsible for documenting DOTML-P & F solution sets.

c. Validation. Validation assesses the operational merit of a SOF mission need and the proposed solution set. Validation confirms that the mission need and solution sets are consistent with USCINCSOC Title 10 responsibilities and USSOCOM’s long and mid-range planning objectives. Impact of proposed solutions to other DOTML-P & F domains is assessed, joint potential is identified, and appropriate Joint Staff certifications are obtained. Validation is accomplished using established criterion (see Paragraph 19 below) and is conducted independent of resource constraints. (See Glossary for USSOCOM definition of validation.)

d. Approval. Approval constitutes USCINCSOC’s (delegated to the DCINCSOC) concurrence with the final validated requirement. Approval formally sanctions and confirms that the validation process is complete, cost and affordability constraints have been considered, and the identified need or capabilities described in the documentation are valid and warrant further action by USSOCOM.

e. Internal Processes - Interface.

(1) Long Range Planning Process. Future warfighting and support concepts are developed within the Long-range Planning Process (LRPP).

Future concepts are “proven” through various analytical methods, including joint and combat experimentation, simulations and modeling, wargames, and other assessment events. Proven concepts and associated strategic long-range planning guidance are assembled in the USSOCOM Roadmap. The Roadmap, updated biennially, serves as the basis for conducting component-specific Mission Area Analysis (MAA) and Mission Need Assessments (MNA). The need identification phase depends on the MAA and MNA to identify tasks that must be performed within the concept. Once the mission need is identified, DOTML-P & F alternatives are examined to determine the most timely, efficient and cost-effective solution set. Following validation and approval, mission needs and solution sets are prioritized and resourced within the USSOCOM Strategic Planning Process (SPP).

(2) Strategic Planning Process. Mission needs and potential solution sets may also be discussed during Phase I (SPP) as strategic planning issues, and when warranted, included in the USSOCOM SPG document. The primary solution set, described in the CRD, and ORD signals funding in the POM and initiation of acquisition activities necessary for a program “go-ahead” decision. Normally the ORD (or Non-MNS) is needed to provide sufficient definition for prioritization and resourcing considerations; however, CRD with direct linkage to USSOCOM Roadmap and new operational concepts may also merit consideration for resourcing in the SPP. A CRD is not sufficient for entry into the acquisition system---an approved ORD and funding appropriate to the acquisition point of entry (see DoDD 5000.1, Cost and Affordability,) is required to start a new acquisition program.

(3) Acquisition Management System. Key products of the Acquisition Management System are the Acquisition Decision Memorandum, the Single Acquisition Management Plan, and the Acquisition Program Baseline (APB). The APB provides a valuable link between the program manager and the user. The APB consists of three parts: Section A—performance and KPP, Section B—Schedule, and Section C—Cost. These three elements are mandatory input to the ORD. The cost, schedule, and performance parameters identified in the initial ORD are documented in an Acquisition Program Baseline (APB). Then approved by the milestone decision authority (SOAE or as delegated). As the system progresses through acquisition, changes in operational performance parameters must be reflected in updates to the ORD and the APB. The Director, SOOP will validate changes in any KPP, and coordinate on any changes in threshold parameters.

f. External Processes – Interface.

(1) Department of Defense procedures promote integration of three decision-making support systems: The Requirements Generation System (RGS); the Planning, Programming, and Budgeting System (PPBS) and the Acquisition Management System. The USSOCOM RGS integrates the principles of these three systems and the mandated procedures discussed in CJCSI 3170.01A.

(2) The USSOCOM RGS also implements the guiding principles the CJCSI 3010.02, Joint Vision, promoting a disciplined, joint concepts-to-requirements system with full synchronization of joint DOTML-P & F.