Section II -- roles and responsibilities

5. Commander in Chief, U.S. Special Operations Command (USCINCSOC). Exercises direction and control over the USSOCOM RGS and expenditure of MFP-11 resources by authority of Title 10, United States Code, Section 167. Congress granted CINCSOC Service-like responsibilities, including validation and acquisition authority for SO-peculiar equipment, materiel, supplies, and services.

6. Deputy Commander in Chief, U.S. Special Operations Command (DCINCSOC). Assists CINCSOC in exercising oversight authority for the USSOCOM RGS. Serves as the senior advisor and the approval authority for SO DOTML-P & F requirements, as delegated by USCINCSOC. The DCINCSOC reserves signature authority for decision memorandums directing the approval, disapproval and guidance contained in the Requirements Decision Memorandums.

7. Assistant Secretary of Defense for Special Operations and Low Intensity Conflict (ASD (SO/LIC)). The ASD (SO/LIC) is the senior DoD official within the SOF community and plays a key role by representing SOF requirements to the Secretary of Defense (SECDEF) and other senior government officials.

8. USSOCOM Component Commanders and Commanding General, Joint Special Operations Command (JSOC). Component Commanders and CG, JSOC are responsible for combat development activities to include: identifying, defining, and documenting mission needs and requirements. Component Commanders are also responsible for ensuring SOF requirements are integrated into their Service’s requirements generation system. As voting members of the USSOCOM Board of Directors (BOD), they advise USCINCSOC as to required operational capabilities, command priorities and fiscal implications. The CG, JSOC has been delegated approval authority for unique special mission ORDs. (See Appendix G for details). Specific responsibilities of the component and JSOC commanders and staff are listed below:

a. Serve as members on requirements and program integrated product teams (R-IPT and P-IPT) and Rapid Response Teams.

b. Conduct analysis necessary to identify, define, and document mission needs and DOTML-P & F solution sets.

c. Document and sponsor TSOC mission needs and operational requirements through the RGS.

d. Coordinate draft requirements documents with their parent Service, other USSOCOM component commands, TSOCs, and JSOC to determine potential for joint applicability, and to assess operational impact on another USSOCOM component command.

e. Provide operational input on all requirements-related documents originated by another component command or JSOC.

f. Maintain close coordination with each TSOC to facilitate allocation of SOF personnel, and equipment, including SO-peculiar or Service common support. Coordinate with TSOC commanders to identify, and define new mission needs and operational requirements. Coordinate with TSOC on the feasibility of satisfying validated Special Operations-Mission Guidance Letters (SO-MGL).

g. When designated, serve as user representative during validation, approval, acquisition and implementation/fielding of DOTML-P & F solution sets.

h. Sponsor and present their mission needs (materiel and non-materiel) and operational requirements during *SOCREB/Center Directors’ Board (CDB) deliberations. *(Anticipate CDB will replace SOCREB)

i. Consider and integrate the other DOTML-P & F elements into the overall requirement documentation.

9. Commanders, Theater Special Operations Commands (TSOC). The TSOCs provide expertise in the planning and employment of SOF in theater. As subordinate unified commands assigned under a Theater CINC, the TSOCs play a key role in ensuring theater CINCs’ requirements are identified and integrated into the Service component, or USSOCOM requirements systems. Due to their war-fighting focus, most urgent SO-peculiar requirements identified by the TSOC are documented in a C-MNS or other expedited means then routed directly through the Theater CINC to USSOCOM. Other requirements identified by forward-based SOF units will be processed through SOF component or Theater Executive Agent. Specific responsibilities of the TSOC Commanders and staff are:

a. Serve as the primary interface between Theater CINC, USSOCOM, and the Theater Executive Agents.

b. Plan for theater contingencies, and prepare SO-MGL consistent with Theater War Plans, JCS-approved CONPLANS and OPLANS, and forward SO-Peculiar requirements through the theater CINC to USSOCOM for validation. Support development, coordination, and implementation of SO-MGL. (When necessary, the Director SOOP, may authorize the SO-MGL be endorsed by the theater DCINC.)

c. Support identification, definition and documentation of capability deficiencies identified during SO-MGL development, coordination, and implementation.

d. Provide operational input during component MAA, MNA, and/or joint mission area analysis.

e. Identify, document, and submit non-SO-peculiar requirements through appropriate Service channel, or Theater Executive Agent.

f. Support integration of SOF’s interests/requirements into theater CINC’s Integrated Priority Lists (IPL).

g. Coordinate on requirements documents to ensure TSOCs SO-peculiar mission needs are incorporated.

10. USSOCOM Center Directors and Staff - Common Responsibilities: Center Directors support the DCINC in carrying out his responsibilities as the approval authority for SOF DOTML-P & F requirements. Serving as voting members on the *SOCREB/CDB, Center Directors develop recommendations for requirement approval/disapproval, and implementing guidance. Within their functional areas, Center Directors and staff: *(Anticipate CDB will replace SOCREB)

a. Conduct analysis necessary to identify, define, and document mission needs and DOTML-P & F solution sets.

b. Serve as members on R-IPT, P-IPT and Rapid Response Teams.

c. Develop functional area input, recommendations/findings to support validation and approval decisions.

d. Manage implementation, integration, and execution of USCINCSOC, BOD, and SOCREB/CDB decisions and directions within their area of responsibility.

e. When designated, serve as user representative for DOTML-P & F requirements.

f. Promote SOF interests during the development of Service or joint DoD requirement documents.

11. Director, Center for Operations, Plans, Policy, and Requirements (SOOP). Director SOOP is the USSOCOM Operational Validation Authority and Executive Agent responsible for validating future concepts, DOTML-P & F mission needs and solution sets, to include TSOCs’ SO MGL. The SOOP oversees SOF operations, doctrine, education, tempo, readiness and remediation, as well as the training and exercise programs. The Center SOOP develops joint plans, policy, directs deployment, employment, of SOF worldwide, including sensitive special mission units. Specific responsibilities of SOOP are:

a. Upon receipt of requirement documentation, immediately forward to USSOCOM functional area experts for technical assessment and comments. Conduct formal review and coordination with USSOCOM organizations, and DoD agencies as necessary to validate all DOTML-P & F future concepts, mission needs and operational requirements, technology objectives, and combat experimentation. Develop and forward validation decision memorandum.

b. Chair the *SOCREB/CDB *(Anticipate CDB will replace SOCREB) to facilitate the approval of future concepts, mission needs, and DOTML-P & F solution sets.

c. Assess impact and direct implementation and integration of DOTML-P & F changes.

d. Monitor requirements development and acquisition programs to ensure a fully integrated DOTML-P & F capability is developed and fielded.

e. Validate SO MGL, and designate responsible component command, or USSOCOM Center to develop documentation and sponsor DOTML-P & F mission needs and solution sets through the RGS.

f. Serve as the command entry point (SOOP-RV) for all DOTML-P & F mission needs, solution sets, and Special Operations Mission Guidance Letters (SO MGL). (NOTE: See Appendix I for entry point (SOOP-OA) and processing of Focal Point Systems (FPS) or Special Access Programs (SAP).

g. Validate technology initiatives as core member of Overarching Technology Integrated Product Team

h. Establish and maintain repository of all DOTML-P & F requirements with relational interface to the PPBES and acquisition information systems.

i. When designated User Representative for joint requirements, form and lead R-IPT's, assembling the functional, operational, and technical expertise needed to develop, document, and integrate DOTML-P & F solution sets.

j. Serve as the focal point, and as designated, chair the Future Concepts Working Group.

k. Serve as Office of Primary Responsibility USSOCOM Roadmap.

l. Upon approval of a N-MNS, CRD, or ORD, manage and direct integration of new, and changes to, DOTML-P & F domains.

m. Review all MNS, CRD, Analysis of Alternatives (AoA), ORD, and operational concepts of employment for OT&E issues. Emphasis is placed on ensuring all required capabilities are clear, operationally oriented, performance based, testable, and measurable. Provide independent OT&E assessment to USCINCSOC and the Operational Validation Authority.

n. Lead coordination efforts on MNS, CRD, and ORD initiated by a Service or Joint Staff to determine SOF applicability.

12. Director, Center for Force Structure, Resources, and Strategic Assessments (SORR). The SORR manages the Command’s SPP process to include mid-range planning, programming and budgeting. The SORR represents the Commands’ interests through CJCS joint processes, manages the Joint Mission Analysis (JMA), develops SO force structure and manpower requirements, and coordinates with the Services. SORR is responsible for providing analytical support to the Command, including: concept and requirements studies; analyses, and other assessment events in support of the USSOCOM LRPP, RGS, SPP (PPBS) and the Acquisition system. Specific responsibilities of the SORR are:

a. Prioritize, assess, and resource validated and approved DOTML-P & F requirements and program within the SPP.

b. Assess program affordability based on the funding levels anticipated within the Future Years Defense Program (FYDP) and cost objective stated in the ORD.

c. Ensure Life Cycle Cost estimates comply with DoD cost estimating methodologies.

d. Provide SOCOM representation to JCS programming initiatives (i.e., joint experimentation, CINCs’ Integrated Priority Lists, Joint Warfighting Capability Assessment (JWCA).

e. Form and direct study teams to conduct/oversee concept and requirement studies, and AoA when requested by the operational validation authority, SOCREB/CDB, or the Special Operations Acquisition Executive (SOAE).

f. Support validation and approval activities, provide assessment of the impact of DOTML-P & F requirements and changes to mid-range programming objectives/documents.

g. Review DOTML-P & F mission needs and operational requirements for force structure and manpower implications.

h. Provide analytical support for the LRPP, RGS, and SPP, including simulations and modeling, war-games, experiments, analysis of materiel and non-materiel alternatives, and joint mission area analysis and other required assessment events.

13. Director, Center for Intelligence and Information Operations (SOIO). SOIO is the staff proponent for communications, computers, information, and intelligence, and information operations related systems. SOIO, in coordination with Defense Informaion Security Agency (DISA) and Defense Intelligence Agency (DIA), seeks certification and ensures compliance with DoD/CJCS C4ISR policy and doctrine. Refer to CJCS 6212.01B, discussion on interoperability and supportability of National Security and IT Systems. The SOIO specific responsibilities are:

a. Serve as the Command’s Chief Information Officer (CIO) with responsibility to:

(1) Advise SOCREB/CDB and senior leaders on all C4 and IT matters during SOCREB/CDB deliberations.

(2) Establish and oversee the USSOCOM IT Requirements Management Process.

(3) Identify and document new requirements for IT systems, system modifications/upgrades.

(4) Identify and manage information technology (IT) application in support of USSOCOM long and mid-range planning objectives.

(5) Develop, maintain, and direct the implementation of integrated IT architecture.

(6) Monitor IT programs to ensure compliance with validated requirements and IT architecture.

b. Serve as the Command’s Senior Intelligence Officer (SIO) with responsibility to:

(1) Review and support development of intelligence MNS, AoA, CRD, and ORD to ensure threat analysis is valid and consistent with the Command’s IT architecture and long range planning objectives.

(2) Coordinate with DoD agencies and Joint Staff to obtain necessary Threat Validation and Interoperability Certifications.

(3) Develop recommendations relative to validation on all intelligence systems requirements submitted to the Command and provide technical input to SOOP-RV.

(4) Advise SOCREB/CDB and senior leaders on all Intelligence related matters during SOCREB/CDB deliberations.

c. Serve as configuration manager for all C4I Automated Information Systems (C4IAIS).

d. Provide technical input to MNS, AoA, CRD and ORD for, or related to command, control, communications, information, and intelligence, surveillance and reconnaissance (C4ISR) functional areas.

e. Review and or support development of MNS, AoA, CRD, and ORD to ensure threat analysis is valid and consistent with the Command’s IT and Intelligence architectures and long range planning objectives.

f. Identify candidate IT and Intelligence systems/equipment to be replaced, disposed of, or displaced with fielding of a new system or item of equipment.

g. Coordinate with DoD Agencies and Joint Staff to obtain necessary Threat Validation and Interoperability Certifications.

h. Ensure requirement documents address compliance with the Joint Technical Architecture (JTA), Global Information Grid (GIG), and the common operating environment (COE).

14. Director, Center for Acquisition and Logistics (SOAL). SOAL specific responsibilities are:

a. Oversee and execute the USSOCOM Acquisition Management System.

b. Identify a full range of materiel alternatives for consideration during requirement studies, AoA, modeling, simulations, and other requirement studies.

c. Support RIPTs, USSOCOM Centers, and Component for materiel requirement studies, AoA, and development and update of ORD and ORD Annexes.

d. Provide guidance, information and technical advice during cost-performance trade-off determinations.

e. Lead PIPTs.

f. Ensure developing technology projects are effectively focused on USSOCOM long and mid-range planning objectives including Desired Operational Capabilities (DOC), Special Operations Technology Objectives (SOTO), and approved mission needs and operational requirements.

g. Serve and entry point for all technology efforts, and chair Overarching Technology IPT.

h. Identify technology, acquisition, and logistics implications of CRD and ORD during validation and approval processes.

l. Provide Life Cycle Cost Estimate (LCCE) to support Cost as an Independent Variable (CAIV) during ORD development and SOCREB/CDB deliberations.

15. Director, Center for Command Support (SOCS). SOCS staff responsibilities include the Office of the Personnel Director, the Command Surgeon, the Command Judge Advocate, the Office of Legislative Affairs, and the Command Engineer. The SOCS staff are responsible for reviewing mission needs and operational requirements relative to their functional areas.

16. Decision Support Forums (Board of Directors (BOD), Special Operations Requirements Evaluation Board/Center Directors Board, (SOCREB/CDB) and Integrated Product Teams (IPT))

a. Board Of Directors (BOD). The BOD is the primary decision making body for USSOCOM. The BOD is chaired by the USCINCSOC, and includes the Component Commanders, Commander JSOC. The ASD (SO/LIC) and Center Directors serve as advisors to the BOD. The BOD provides the strategic guidance for the Command, approving key products of the long-range and strategic planning processes.

b. SOCREB/CDB. The SOCREB/CDB is chaired by the Director SOOP and comprised of the Directors of the five USSOCOM Centers. Its primary mission is to formulate recommendations for requirement approval/disapproval, and develop guidance, necessary to implement DOTML-P & F solution sets. The SOCREB/CDB supports the DCINC in exercising approval authority by reviewing and deliberating on the merits of future concepts, mission needs, and operational requirements, and addressing DOTML-P & F integration issues. The SOCREB/CDB also provides authoritative guidance on issues requiring interface and coordination external to the Command. In addition, the SOCREB/CDB will consider all issues that can affect priorities or alter mid and long-range planning and programming objectives. For planning purposes, the SOCREB/CDB is scheduled to meet once per quarter; however, a Center Director, or Component Commander may request the SOCREB/CDB be convened to address urgent and compelling mission needs, or complex DOTML-P & F integration issues.

c. Integrated Product Teams (IPT). USSOCOM employs two types of IPTs, R-IPT and P-IPT. An R-IPTs is established following approval of a MNS, CRD, or when directed by the Operational Validation Authority, or the SOCREB/CDB. The R-IPT is responsible for determining the most cost-effective and timely solution to a mission need. The R-IPT, normally led by the designated user representative, is comprised of subject matter experts (SME) from the operational, acquisition, and resourcing communities, and when needed, industry, labs and academia. The activities and determinations of the R-IPT are critical to developing a clearly defined ORD, and integrating DOTLM-P & F changes. Once the ORD is approved, the focus shifts to acquisition activities and the IPT transitions to a P-IPT with a member of the acquisition community as lead. (See Section III for a detailed discussion of R-IPT.)

SECTION III – PROCEDURES

17. Mission Need Identification Phase. Mission needs are time-dependent, and are identified through multiple means. Emerging and future needs reflect the capabilities necessary to perform SOF missions based on planning objective, while current mission needs are based on the ability to perform SOF missions today. Requirements sponsors conduct continuous assessments and deliberate analysis to identify current, emerging and future capability needs. The basis for these analyses includes JCS-approved CONPLANS, OPLANS, and the USSOCOM Roadmap. MNA must also take into account the authoritative guidance provided in the DPG, the USSOCOM SPG, and the joint requirements identified through the Joint Staff Requirements processes. USSOCOM elements identify current, emerging and future needs by continuously comparing baseline, or existing capabilities against required capabilities. Current operational needs while adhering to the basic principles of the RGS may require expedited procedures to correct deficiencies. Some common sources of mission need identification are discussed below:

a. Long Range Planning Process (LRPP). The USSOCOM LRPP is designed to identify future desired operational concepts, and those SOF capabilities necessary to implement those concepts. DOTML-P & F solution sets may be identified through analytical methods such simulations, and modeling, war-games, technology demonstrations, experiments, and field assessments. These solution sets are documented, validated, and approved IAW this directive. Key products developed within the LRPP include the Future Environment Analysis, USCINCSOC Vision, Desired Operational Capabilities (DOC)) and future war-fighting and support concepts. The capstone products are presented to the BOD for decision and guidance, then collected in the USSOCOM Roadmap. The USSOCOM Roadmap provides the top-level direction/guidance for conducting MAA/MNA, identifying mission needs, and focusing mid-range planning on major programs needed to achieve future SOF capabilities.

Figure 1 – Future Concepts Hierarchy

b. Mid-Range Planning (Strategic Planning Process). Mid-range planning guidance is directly linked to the USSOCOM Roadmap as well as to the National Military Strategy and the DPG. Through a series of seminars and conferences, SOF’s mid-range required capabilities are defined in terms of SOF Core, Essential and Supporting Tasks---those tasks SOF must perform within the context of the DPG Illustrative Planning Scenarios. New requirements entering the RGS as N-MNS, MNS, CRD, or ORD are also introduced and developed within the SPP as strategic and tactical issues during a series of seminars and Joint Mission Area (JMA) conferences. Issues are refined and presented to the USSOCOM BOD for approval. The BOD approved guidance is then published in the USSOCOM SPG. The SPG represents the synthesis of planning data from strategic, operational and tactical levels, and serves as an implementing and supporting document for mid-range planning and programming. The analysis of SOF capabilities continues during mid-range planning and may incorporate results of modeling, simulations, wargames, technology demonstrations, joint experimentation. DOTML-P & F requirements approved though the RGS are subsequently prioritized, and resourced as approved programs within the SPP, during Phase III and IV. The decisions made within the SPP are reflected in the USSOCOM Program Objective Memorandum (POM). (Refer to USSOCOM Directive 1-9, USSOCOM Strategic Planning Process (SPP), 22 May 1997, for detailed discussion on mid-range planning and programming procedures.)

c. Current Operations. The USSOCOM RGS also accommodates near-term mission needs through readiness reporting systems, combat crisis operations or mission planning by alerted forces. New near term mission needs generally follow the procedures outlined in Appendix H of this directive, and require reallocation of existing resources. (Refer to USSOCOM Directive 37-8, New Start and Termination Procedures for detailed discussion on funding procedures.)

d. Figure 2 depicts the primary input products and key activities within the identification phase. The key decision point (materiel or non-materiel) is determined by the requirement sponsor, and represents the results of the initial DOTML-P & F analysis. This initial decision as to the type of solution determines the appropriate documentation and path for evaluating the most timely and effective solution set to pursue.

18. Documentation Phase. Mission need identification (and definition) justifies developing a requirements document. The following describes the appropriate documentation for mission needs and potential solution sets:

a. Non-materiel Mission Need Statement (N-MNS). The N-MNS format is used when a mission need can be satisfied solely through changes in one or more of the non-material categories. A sample format is provided at Appendix B. The N-MNS is a comprehensive document that describes the mission need, the proposed solution, impact to any other DOTML-P & F domain, and cost associated with implementing the solution. The N-MNS should be used in conjunction with materiel solution documents to assist in developing a fully integrated solution set to a materiel requirement.

b. When a materiel solution is to be pursued, use the DoD standardized formats and instructions in CJCSI 3170.01A. A Mission Need Statement (MNS), Capstone Requirements Document (CRD) and ORD. The purpose of each is described below:

(1) Mission Need Statement (MNS). The MNS documents the findings of the MAA and MNA. It is a materiel non-system-specific statement of operational capability need within any of SOF’s core, essential, and supporting missions, or tasks. (Refer to USSOCOM Directive 1-9 for additional discussion).

Figure 2 - Mission Need Identification Phase

(2) Capstone Requirements Document (CRD). A CRD may be developed when the solution set requires a “system of system” or family of systems to satisfy the mission need. The CRD expands upon the capabilities and deficiencies identified in a MNS, or ties together requirements identified in multiple MNSs and ORDs. CRD should be a description of how complementary systems work together to resolve the deficiency. The CRD should be sufficiently detailed to evaluate projected ORDs and describe the scope of the individual systems envisioned. A CRD must identify operational concepts, mandated key performance parameters (i.e., interoperability), and overarching DOTML-P & F capabilities within a broad mission or functional area. See Appendix D for detailed discussion on CRD and checklist for developing a CRD.

(3) Operational Requirement Documents (ORD). The ORD documents the most promising and cost effective alternative determined during concept studies and analysis of a full range of materiel alternatives. The appropriate level of study/analysis is conducted following MNS or CRD approval. (See Appendix E for detailed discussion on AoA.) The ORD provides a bridge that links the needs and capabilities identified in the MNS and CRD (if appropriate) to the acquisition management system. The key performance parameters, as well as cost objectives are taken from the ORD and included in an Acquisition Program Baseline. The initial ORD is requisite to an acquisition decision to begin a new program (Milestone B) and also provides key values for the Acquisition Program Baseline (APB), testing, and fiscal decisions. The ORD documents operationally oriented parameters with thresholds and objectives in terms of system-specific capabilities, characteristics, and other related operational variables. There are eight (8) mandatory areas that must be addressed in the ORD:

n General Description of Operational Capability.

n Threat.

n Shortcomings of Existing Systems.

n Capabilities Required (KPPs to include Interoperability).

n Program Support.

n Force Structure.

n Schedule Considerations.

n Program Affordability/Cost as an Independent Variable (CAIV).

(4) The operational concept of employment within the ORD is a critical part in the RGS. The operational concept of employment is the user’s description of how to operate and employ the system at the strategic, tactical and operational levels; discusses employment in conjunction with existing and projected DOD and Allied systems; and provides the overall picture of how the system is to be used. The concept of employment is a primary consideration when determining the priority and quantities of the system/equipment, training, and logistics considerations. The concept of employment also sets the stage for performance parameters later in the ORD. All of these elements have the potential to impact the system life cycle cost and planning for system utilization and fielding and integration.

(5) ORD Updates. As the system proceeds through the appropriate acquisition phases, the initial ORD is refined and updated prior to, and for each acquisition milestone decision. The ORD is updated to reflect more refined performance parameters, cost-schedule-performance trades, (within the trade-space) and integration of the results of analysis, experimentation, testing, technology insertions. Any changes/trade-off effecting KPP’s must be validated by the Director, SOOP and approved by the DCINC. ORD updates are appropriate for evolutionary acquisition (EA) strategies, when the original ORD reflects the EA approach and describes the core capability as well as the general boundaries and scope of the objective system. (See CJCSI 3170.01A, Encl. E, for discussion on Time Phased Requirements).

(6) ORD Annex. The ORD Annex or Service-specific documents (e.g., AF 1067, Navy-ship alterations, or Army Engineering Change Proposals (ECP)) may be used to document low-cost (less than $10M) modifications to a fielded system. The Annex format will be the same as for the parent ORD; however, information in the parent ORD need not be repeated. Use of an ORD Annex does not preclude the fundamental activities associated with need identification, definition, and an assessment of the impact to another DOTML-P & F domain, and their integration.

c. Supporting Documentation. The requirement sponsor will provide supporting documentation with the MNS, CRD, and ORDs to facilitate validation and approval decisions. Supporting documentation includes:

(1) A summary of the analytical efforts that identified the mission need and solution sets. This includes the results of component MAA, MNA, studies, experiments, war-games, modeling or other assessment events, DOTML-P & F analysis, and AoA.

(2) Supplemental to the force structure objective and threshold quantities in the ORD, a comprehensive basis-of-issue plan (BOIP) will identify the unit (or systems) receiving the capability, and support threshold and objective quantities.

The BOIP will detail the planned placement of new or improved items of equipment and personnel during peacetime and wartime. It will also identify the associated support items (equipment and personnel) and equipment/system that is being replaced. The SORR will conduct Joint Mission Analysis (JMA) assessments in support of BOIP validation.

(3) A summary of the logistics elements necessary to support DOTML-P & F integration efforts and ensure the new or improved capability provides the user with the necessary support infrastructure.

d. Combat Mission Need Statement (C-MNS). A C-MNS is a single document that satisfies the MNS and ORD requirement in a crisis situation. A C-MNS is appropriate for mission needs identified during current operations, or in preparation of force deployments in response to a crisis or contingency. The criteria and objective are to provide a readily available, fieldable solution within 60 days from USCINCSOC approval. A C-MNS, if approved and funded, requires reallocation of existing resources and may put other approved programs and operations at risk during the execution year. The C-MNS process will not be used as a means of circumventing or accelerating the normal requirement approval or funding processes. A C-MNS is normally prepared by the TSOC (or Component Commander by exception), endorsed by the Theater CINC, and submitted to USSOCOM (SOOP) for validation and approval by the USCINCSOC. The Rapid Response Team will ensure the basic RGS principles are maintained and executed throughout the process. Procedures and sample C-MNS format are provided at Appendix H.

e. Special Operations Mission Guidance Letters (SO-MGL). SO-MGL represents the TSOCs strategies for implementing the Theater CINC’s mission requirements. SO-MGL reflects the principal missions, collateral activities, and readiness status that TSOC apportioned SOF must maintain or prepare for. SO-MGL are initiated by the TSOC, approved by the Theater CINC, then validated by USCINCSOC (as delegated to SOOP). Once validated, they are forwarded to the responsible USSOCOM component command for execution. When the responsible component command is unable to provide the desired capabilities, mission needs or operational requirements are documented, and processed IAW with this directive. The SO-MGL are reviewed and updated every two years, or in conjunction with revised Theater Plans. USCINCSOC IAW this directive validates the updated SO-MGL. A sample format for an MGL is provided at Appendix A.

19. Validation Phase.

a. After DOTMP-P & F analysis determines the category of mission need, the requirements sponsor develops the draft MNS, or N-MNS, as appropriate, and conducts full coordination with the Services, USSOCOM Components, JSOC, and TSOCs to determine the potential for pursuing a joint solution set. The results of this initial coordination and the draft N-MNS or MNS is forwarded to USSOCOM (SOOP) for operational validation.

b. The SOOP leads the formal review and coordination activities necessary for validation. Validation consists of several activities and go, no-go decision-points to determine the relative operational merit of the requirement. These activities include the review of supporting documentation (see para 18c) and sufficient internal and external coordination necessary to confirm the mission need and proposed solution set meets the following criteria:

n Within USCINCSOC’s Title 10 responsibilities and JCS-approved CONPLANS and OPLANS.

n Derived from, and supports USSOCOM’s long and mid-range planning objectives.

n Supports SOF’s Desired Operational Capabilities.

n Determine impact, and synchronize changes to any other DOTML-P & F domain.

n Complies with International Law/Treaties/Policies.

n Determine the urgency and timing of the need.

n Determine and integrate joint considerations.

n Determine Joint Staff interest.

n Obtain appropriate Joint Staff validation and certification.

n Confirm required operational capability (performance parameters, characteristics, measures of effectiveness, and suitability) will satisfy the mission need.

c. Validation precedes approval and is conducted independent of resourcing considerations; however, cost objectives and affordability constraints are considered during CDB/SOCREB deliberations within the context of approval.

20. JROC Validation/Special Interest. The validation authority for materiel requirements (MNS, CRD, and ORD) is dependent upon the potential Acquisition Category (ACAT) level, and/or if a program is designated JROC special interest. All potential ACAT I/IA and JROC Special Interest MNS are submitted to the Joint Staff for validation and approval unless delegated to USCINCSOC. Specific information on determining ACAT levels can be found in DOD 5000 series directives. All CRD and AIS programs are submitted to the Joint Staff to determine JROC special interest. (See CJCSI 3170.01A for instructions.) These activities follow initial validation by USCINCSOC, as a combatant commander.

21. Approval Phase. The approval phase documents the approval authority’s concurrence with the final validated documents. Approval represents formal sanction that the validation process is complete and the identified need or operational capabilities described in the documentation warrants implementation within the SPP and acquisition system, as appropriate. The USCINCSOC has delegated approval authority to the DCINCSOC for ACAT II and below materiel programs (unless designated JROC Special Interest) and all non-materiel requirements. Following validation, SOOP will convene the SOCREB/CDB. The SOCREB/CDB will consider results of analyses and validation activities, cost and affordability, develop approval/disapproval recommendations, implementing guidance/direction and forward to the DCINCSOC for action. As a minimum, the decision memorandum will address:

n Approval/Disapproval.

n Need for concept or requirements studies, AoA, or other analyses.

n User Representative.

n Guideline for R-IPT Charter.

n Urgency and Timing.

n DOTML-P & F integration, Acquisition, and Resourcing issues.

Checklists for MNS, CRD and ORD, and sample briefing formats are provided (See Appendix C, D and F) to assist in preparing for SOCREB/CDB presentations. Figure 3 below presents the general flow of a non-materiel or materiel requirement through the validation and approval phases.

Figure 3 – USSOCOM Mission Need and Operational Requirement – Validation and Approval Phases