--- Page 1 --- USMC USMC Limited Dissemination Controls: None. Approved for Public Release. Marine Corps Special Operations PCN 143 000178 01 MCWP 3-05 U.S. Marine Corps --- Page 2 --- A no-cost copy of this document is available at: https://www.marines.mil/News/Publications/MCPEL/ and on the Marine Corps Doctrine library website at: https://usmc.sharepoint-mil.us/sites/MCEN_USMCDoctrine/ (requires Common Access Card [CAC] to access). Report urgent changes, routine changes, and administrative discrepancies by letter to the Doctrine Branch at: Commanding General United States Marine Corps Training and Education Command ATTN: Policy and Standards Division, Doctrine Branch (C 466) 2007 Elliot Road Quantico, VA 22134-5010 or by email to: USMC_Doctrine@usmc.mil Please include the following information in your correspondence: Location of change, publication number and title, current page number, and, if applicable, paragraph and line number. Figure or table number (if applicable). Nature of change. Text addition or deletion. Proposed new text. Copyright Information This document is a work of the United States Government and the text is in the public domain in the United States. Subject to the following stipulations, it may be distributed and copied: • Copyrights to graphics and rights to trademarks or Service marks included in this document are reserved by original copyright or trademark or Service mark holders or their assignees, and are used here under a license to the Government or other permission. • The use or appearance of United States Marine Corps publications on a non-Federal Government website does not imply or constitute Marine Corps endorsement of the distribution service. --- Page 3 --- UNITED STATES MARINE CORPS 16 January 2025 FOREWORD Marine Corps Warfighting Publication (MCWP) 3-05, Marine Corps Special Operations , describes the roles and responsibilities of Marine Forces Special Operations Command (MARFORSOC) and the relationship the Marine Corps has with United States Special Operations Command. This publication is intended for officers, enlisted, civil service employees and other personnel involved with the planning, execution, or support of special operations. This publication will assist the joint forces; international, governmental, and nongovernmental organizations; and allied and partner nations with integrating MARFORSOC into planning, exercises, and operations. This publication includes a new set of capabilities and operations associated with strategic shaping and reconnaissance operations as reflected in the updated Joint Publication 3-05, Joint Doctrine for Special Operations. These changes reflect the essence of MARFORSOC activities in response to Great Power Competition requirements and evolves the legacy Global War on Terrorism focus of previous doctrine. Marine Forces Special Operations Command can provide an array of MARFORSOC element deployment options that support the joint force through strategic shaping and reconnaissance as the operating environment and threat continue to evolve. Additionally, this publication includes an update on United States Special Operations Command's provision of the amphibious ready group-Marine expeditionary unit special operations force liaison element to accurately reflect operations and command and control in practice. This publication illuminates the Marine Corps' role in special operations to meet the nation's most complex challenges. While there is a uniqueness to special operations, there are more similarities with the Marine Corps and MARFORSOC than other Services; this can be capitalized upon for greater effect in future operational environments. This publication enhances our understanding of MARFORSOC and provides a current and historical look at how the Marine Corps and special operations forces have and will continue to interface. This publication supersedes MCWP 3-05, Marine Corps Special Operations, dated 1 June 2017; and Change 1, dated 4 April 2018. Reviewed upon this date. C. A. WOLFENBARGER Assistant Chief of Staff G-7 Marine Forces Special Operations Command Publication Control Number: 143 000178 0 l Dissemination Control: None. Approved for Public Release. --- Page 5 --- Table of Contents CHAPTER 1. SPECIAL OPERATIONS FUNDAMENTALS Characteristics of Special Operations Forces ............................................................................. 1-2 Special Operations Forces Missions ........................................................................................... 1-2 Preparation of the Environment ............................................................................................... 1-3 Operations in the Information Environment ............................................................................ 1-3 Special Operations Forces Core Activities .............................................................................. 1-4 Direct Action ...................................................................................................................... 1-5 Special Reconnaissance ..................................................................................................... 1-6 Counterterrorism ................................................................................................................ 1-7 Foreign Internal Defense ................................................................................................... 1-8 Security Force Assistance ................................................................................................ 1-11 Counterinsurgency ........................................................................................................... 1-12 Special Operations Forces and Counterinsurgency Approaches ..................................... 1-12 Special Operations Forces Core Activities and Counterinsurgency ................................ 1-12 Support to Countering Weapons of Mass Destruction .................................................... 1-13 Support to Unconventional Warfare ................................................................................ 1-13 CHAPTER 2. MARINE SPECIAL OPERATIONS FORCES CHARACTERISTICS Special Operations Forces ....................................................................................................... 2-1 Special Operations Officer ................................................................................................. 2-2 Critical Skill Operators ...................................................................................................... 2-2 Special Operations Capability Specialist ........................................................................... 2-3 Special Operations Combat Service Support ..................................................................... 2-4 Marine Special Operations Forces Capabilities ....................................................................... 2-5 CHAPTER 3. MARINE FORCES SPECIAL OPERATIONS COMMAND ORGANIZATION Marine Forces Special Operations Command Chain of Command ......................................... 3-1 Marine Forces Special Operations Command Headquarters Organization ....................... 3-2 Marine Raider Regiment Organization .................................................................................... 3-3 Marine Raider Battalion ..................................................................................................... 3-4 Marine Special Operations Company Organization .......................................................... 3-4 --- Page 6 --- MCWP 3-05, Marine Corps Special Operations iv Marine Raider Support Group ................................................................................................. 3-5 Marine Raider Support Group Organization ..................................................................... 3-5 Marine Raider Support Group Mission ............................................................................. 3-5 Marine Raider Support Group Roles and Responsibilities ................................................ 3-5 Marine Raider Support Battalion ....................................................................................... 3-6 Communications Company Organization .......................................................................... 3-6 Intelligence Company Organization .................................................................................. 3-6 Logistic Company Organization ........................................................................................ 3-6 CHAPTER 4. MARINE FORCES SPECIAL OPERATIONS COMMAND AND CONTROL The Marine Forces Special Operations Command Employment Model ................................. 4-1 Mission Type Orders ............................................................................................................... 4-2 Theater Special Operations Command .................................................................................... 4-2 Special Operations Command-Forward ............................................................................. 4-3 Special Operations Joint Task Force ................................................................................. 4-3 Joint Special Operations Task Force ................................................................................. 4-3 Special Operations Task Force .......................................................................................... 4-3 Command Relationships Within a Combatant Command ....................................................... 4-4 Regionalization .................................................................................................................. 4-5 The Marine Special Operations Company (Reinforced) ......................................................... 4-6 Marine Special Operations Company (Reinforced) Tasks ................................................ 4-6 Marine Special Operations Company (Reinforced) Organization ..................................... 4-6 CHAPTER 5. MARINE FORCES SPECIAL OPERATIONS COMMAND LOGISTICS Statement of Requirements ................................................................................................ 5-3 Typical Deployed Marine Special Operations Forces Sustainment .................................. 5-3 Non-standard Logistics ...................................................................................................... 5-4 CHAPTER 6. MARINE FORCES SPECIAL OPERATIONS COMMAND AND MAGTF INTEROPERABILITY AND INTERDEPENDENCE Concepts and Programs Integration ......................................................................................... 6-1 Crisis Response .................................................................................................................. 6-2 Special Operations Forces Liaison Element ............................................................................ 6-3 Conventional Force and Special Operations Forces Integration, Interoperability, and Interdependence ................................................................................................................. 6-3 --- Page 7 --- MCWP 3-05, Marine Corps Special Operations v Command and Control ....................................................................................................... 6-4 Special Operations Forces Liaison Element Role .............................................................. 6-4 Special Operations Forces Liaison Element Functions ..................................................... 6-4 Special Operations Forces Personnel Requirements ......................................................... 6-4 Special Operations Forces Liaison Element Mission-Essential Tasks .............................. 6-6 Glossary References and Related Publications --- Page 9 --- CHAPTER 1. SPECIAL OPERATIONS FUNDAMENTALS Marine Special Operations Forces (SOF) conduct the full range of assigned special operations in any environment, focusing on sustainable expeditionary special operations that support the combatant commanders. Marine Forces Special Operations Command (MARFORSOC) special operations are unique among SOF components. The MARFORSOC executes these operations with a reinforced company consisting of multidiscipline intelligence, communications, logistics, joint terminal attack controller (JTAC), multi-purpose canine (MPC), and explosive ordnance disposal (EOD) support, intelligent robotics, and autonomous systems, as well as other organic combat service support (CSS). United States Special Operations Command (USSOCOM) has identified five “SOF truths” as common themes that apply to the SOF community. The MARFORSOC’s traditional core values and warrior ethos embrace and complement the five SOF truths, which are: • Humans are more important than hardware. • Quality is better than quantity. • SOF cannot be mass-produced. • Competent SOF cannot be created after emergencies occur. • Most special operations require non-SOF support. The five SOF truths are time-proven and vital considerations when developing and sustaining any special operations capability. Special operations are conducted in hostile, denied, or politically sensitive environments to achieve diplomatic, informational, military, and economic objectives by employing military capabilities for which there is no broad, conventional force requirement. These operations may require low visibility, unique skills, and clandestine capabilities. Special operations are applicable across the range of military operations. They can be conducted independently or in conjunction with conventional forces, indigenous forces, or surrogate forces. Special operations differ from conventional operations regarding physical and political risk, operational techniques, mode of employment, independence from friendly support, and dependence on detailed operational intelligence and indigenous assets. Special operations forces are specially selected, organized, trained, and equipped military forces characterized by individual and small-unit proficiency, specialized skills, low-visibility and clandestine methodologies, and the ability to operate in austere environments, often with minimal logistic support. As such, SOF offers commanders a reduced-signature and scalable response option that lessens the political risk that typically accompanies the employment of a larger, more visible conventional force. However, commanders must ensure that the expected outcome of a mission is commensurate with the associated risk, balancing the limited resources of SOF against the operational advantages of special operations. --- Page 10 --- MCWP 3-05, Marine Corps Special Operations 1-2 Special operations differ from conventional operations by the nature of the capability required to accomplish the mission, the environment in which the mission is being conducted, the inherent risk or political sensitivity associated with the mission, or a combination of all three factors. A mission that might typically be conducted by conventional forces might, under certain operational parameters, require the application of special operations skills and techniques. For example, a foreign internal defense (FID) mission to train indigenous conventional forces in infantry tactics might require the low visibility of SOF, depending on the threat environment and the political sensitivity associated with having a foreign military operating within a region. CHARACTERISTICS OF SPECIAL OPERATIONS FORCES The following is intended to highlight those aspects of SOF that make them unique in comparison to conventional military forces: • Task-organized to provide a tailored military response to specific situations or crises requiring precise effects. • Decentralized operations rely on individual initiative. • Typically require joint and interagency support. • Best employed when the use of conventional forces is inappropriate or unfeasible. • Typically employ deception, stealth, surprise, tempo, and other measures to achieve success and to counterbalance the small footprint and limited firepower typical of SOF. • Require advanced communications, infiltration, and exfiltration techniques, and support given the nature of the operating environment in politically sensitive or hostile areas. • Operate with indigenous and irregular forces requiring detailed knowledge of the local cultures and languages. • Specially selected and trained personnel with a high level of competence, maturity, regional expertise, a high degree of operational patience, and long-term commitment to achieve operational and strategic goals. SPECIAL OPERATIONS FORCES MISSIONS Six basic criteria guide SOF and non-SOF commanders and planners in determining whether a mission is an appropriate use of SOF. While some of the criteria are common sense and applicable to conventional as well as special operations, others are peculiar to SOF. Special operations forces' mission criteria are as follows: • Involve cooperation with indigenous and irregular forces. • Require a discriminate and precise application of force, often employing a mix of high- and low-technology weapons and equipment not resident in conventional military forces. • The mission or task must be appropriate for SOF. The desired effects must be outside the scope of conventional forces and require the application of SOF-peculiar skills and capabilities. --- Page 11 --- MCWP 3-05, Marine Corps Special Operations 1-3 • The resources required to execute the SOF mission must be available. As stated in the fifth SOF truth, special operations missions generally require non-SOF support to succeed. This is particularly true for long-term operations and operations involving host-nation forces whose own supporting assets are limited. Lack of required support (e.g., assault support, intelligence, communications support) may render an otherwise viable special operations mission unfeasible. PREPARATION OF THE ENVIRONMENT Special operations forces take actions to prepare the operational environment. Preparing the environment is conducted during the shaping phase of an operation, as well as for developing and preparing for the entry of forces and supporting agencies to resolve conflicts using either lethal or nonlethal action. Preparation of the environment supports special operations advance-force operations being conducted to refine the location of specific, identified targets and further develop the operational environment. Special operations advance-force operations encompass many environment-preparation activities but are intended to prepare for near-term direct action. Special operations advance-force operations can include close target reconnaissance; tagging, tracking, and locating; reception, staging, onward movement, and integration of forces; infrastructure development; and terminal guidance. Unless specifically withheld, special operations advance-force operations also include direct action in situations when failure to act will result in losing a fleeting opportunity for success. OPERATIONS IN THE INFORMATION ENVIRONMENT Operations in the information environment consists of three essential tasks: cyberspace, space, electromagnetic spectrum, and information activities. Marine Forces Special Operations Command provides trained personnel who operate holistically in the information environment and integrate information and intelligence to achieve lethal and nonlethal effects. Marine Forces Special Operations Command’s principal role in the information environment is as an integrator (connector) of joint capabilities. Activities in the information environment generate, preserve, or apply military information power to increase and protect competitive advantage or combat power within all domains of the operational environment. These capabilities and activities require relevant tactics, techniques, and procedures that MARFORSOC will leverage in support of shaping and information operations, to facilitate problem-solving, and increase awareness of tactical opportunities. These examples are illustrative rather than exhaustive. Marine Forces Special Operations Command elements with a comprehensive understanding of the information environment will retain advantage. This is often the most easily contested part of the battlespace. United States adversaries train and employ surrogates to apply similar increasingly sophisticated capabilities across domains to achieve effects greater than the sum of their independent parts. --- Page 12 --- MCWP 3-05, Marine Corps Special Operations 1-4 Marine Forces Special Operations Command relies on established relationships and interdependencies to facilitate the requisite training, build experience, and conduct planning to enable multi-domain activities. An important aspect of planning and employing a cyberspace action is understanding the authorities, permissions, and relationships among SFA) key concepts of cyberspace operations, cyberspace, and cyberspace-enabled activities. Marine Forces Special Operations Command planners will improve the planning and direction of information environment efforts and assist members of the theater special operations command (TSOC) with inter-organizational coordination to determine the priority of efforts for the essential tasks outlined by the Secretary of Defense. SPECIAL OPERATIONS FORCES CORE ACTIVITIES Understanding the core activities assigned to USSOCOM is critical to understanding how MARFORSOC is organized, trained, equipped, and employed. The USSOCOM organizes, trains and equips special operations forces for special operations core activities as may be specified by the President or the Secretary of Defense. While conventional forces also conduct some of these activities, SOF conducts all of them using specialized tactics, techniques, and procedures, and in unique conditions and to different standards. Special operations forces' core activities are operationally significant and unique capabilities that are applied in different combinations and tailored toward the operational requirement. The core activities can be applied independently or in combination as part of a global, combatant command (CCMD), or a joint force campaign, operation, or activity. The USSOCOM core activities (Joint Publication [JP] 3-05, Joint Doctrine for Special Operations) are as follows: • Direct action. • Special reconnaissance. • Counteringweapons of mass destruction (CWMD). • Counterterrorism. • Unconventional warfare (UW). • FID. • Security force assistance (SFA). • Hostage rescue and recovery. • Counter-insurgency (COIN). • Foreign humanitarian assistance. • Military information support operations (MISO). • Civil affairs operations (CAO). --- Page 13 --- MCWP 3-05, Marine Corps Special Operations 1-5 Commander, USSOCOM has assigned Commander, Marine Forces Special Operations Command (COMMARFORSOC) the following SOF core activities: • Direct action. • Special reconnaissance. • Counterterrorism. • FID. • SFA. • COIN. • Support to CAO. • Support to foreign humanitarian assistance. • Support hostage rescue and recovery. • Support to MISO. • CWMD. • Support to UW. Additionally, Commander, USSOCOM has tasked MARFORSOC to serve as the lead component for special reconnaissance in the littorals. Although not assigned specifically, MARFORSOC will support the other SOF core activities of hostage rescue and recovery, foreign humanitarian assistance, MISO, and CAO, as required. Direct Action Direct action refers to short-duration strikes, and other small-scale offensive actions conducted as a special operation in hostile, denied, or diplomatically sensitive environments. Direct action employs specialized military capabilities to seize, destroy, capture, exploit, recover, or damage designated targets. Direct action differs from conventional offensive actions in the level of physical and political risk, operational techniques, and the degree of discriminate and precise use of force to achieve specific objectives. Marine Forces Special Operations Command conducts direct action as a core activity. In the conduct of these operations, SOF may employ raid, ambush, or direct assault tactics (including close-quarters battle); emplace mines and other munitions; conduct standoff attacks by fire from air, ground, or maritime platforms; provide terminal guidance for precision- guided munitions; conduct independent sabotage; and conduct airship operations. Special operations forces may conduct direct action operations independently or as part of larger conventional or unconventional operations or campaigns. Although typically considered close combat-type operations, direct-action operations also include sniping and other standoff attacks by fire delivered or directed by SOF. Standoff attacks are preferred when the target can be damaged or destroyed without close combat. Special operations forces employ close combat tactics and techniques when the mission requires the precise or discriminate use of force or the recovery or capture of personnel or materiel. Direct-action missions may also involve locating, recovering, and restoring to friendly control selected persons or materiel that are isolated and threatened in sensitive, denied, or contested areas. These missions usually result from situations that involve political sensitivity or military criticality of the personnel or materiel being recovered from remote or hostile environments. --- Page 14 --- MCWP 3-05, Marine Corps Special Operations 1-6 These situations might arise from a political change, combat action, chance happening, or mechanical mishap. Direct-action operations differ from combat search and rescue in their use of dedicated ground combat elements, unconventional techniques, precise survivor intelligence, or indigenous assistance. Direct-action operations can be unilateral or combined actions but are still precise, of short duration, and discrete. A SOF chain of command executes direct action operations to achieve the supported commander’s objectives. Unlike UW operations, direct-action operations do not necessarily involve or require the support of an indigenous or surrogate chain of command to achieve objectives of mutual interest. Special Reconnaissance Special reconnaissance is defined as reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or politically sensitive environments to collect or verify information of strategic or operational significance, employing military capabilities not usually found in conventional forces. These actions provide an additive capability for commanders and supplement other reconnaissance and surveillance actions. Marine Forces Special Operations Command conducts special reconnaissance as a core activity. Special reconnaissance can include gathering information on the activities of an actual or potential enemy or securing data on the meteorological, hydrographic, or geographic characteristics of a particular area. Special reconnaissance could also include assessment of chemical, biological, residual nuclear, or environmental hazards in a denied area. Special reconnaissance includes target acquisition, area assessment, and post-strike reconnaissance. Special reconnaissance complements national and theater operations and intelligence collection assets and systems by obtaining specific, well-defined, and time-sensitive information of strategic or operational significance. Special reconnaissance may complement other collection methods constrained by weather, terrain-masking, or hostile countermeasures. When authorized, selected SOF conduct special reconnaissance as a human intelligence activity placing US or US-controlled personnel, or “eyes on target,” in hostile, denied, or politically sensitive territory. In the operational environment, the SOF and conventional command relationship may be supported or supporting, rather than tactical control or operational control (OPCON). Using SOF with conventional forces by a joint force creates an additional and unique capability to achieve objectives that may not be otherwise attainable. Using SOF for special reconnaissance enables the JFC to maximize unity of effort and take advantage of SOF core competencies to enhance situational awareness and facilitate staff planning of and training for integrated operations. Special operations forces should not be used as dedicated reconnaissance assets for conventional forces. Instead, the JFC, through a joint special operations task force (JSOTF) or a TSOC, may task a SOF element to provide special reconnaissance information to conventional forces that may be operating for some time within a joint special operations area, or may task an SOF element on a case-by-case basis to conduct special reconnaissance within a conventional forces area of responsibility (AOR). Special operations forces and conventional elements working within the same AOR can develop formal or informal information-sharing relationships that enhance each other's operational capabilities and emphasize unity of purpose toward a shared end state. --- Page 15 --- MCWP 3-05, Marine Corps Special Operations 1-7 Counterterrorism Counterterrorism is defined as “activities and operations taken to neutralize terrorists and their organizations and networks to render them incapable of using violence to instill fear and coerce governments or societies to achieve their goals” (DoD Dictionary of Military and Associated Terms, hereafter referred to as DoD Dictionary). Special operations forces have the capability to conduct these operations in environments that might be denied to conventional forces because of political or threat conditions. Marine Forces Special Operations Command conducts counterterrorism as a primary core activity. In addition to being an SOF core activity, counterterrorism is part of the DoD’s broader construct of combating terrorism, which is “actions, including antiterrorism and counterterrorism, taken to oppose terrorism throughout the entire threat spectrum” (JP 3-26, Joint Combatting Terrorism). Success in the global counterterrorism effort requires inter-organizational coordination to maximize the effectiveness of all the instruments of national power of the United States and partner nations. As the integrating command for global counterterrorism planning efforts, USSOCOM supports a global combating terrorism network—a growing network of relationships and liaison partnerships, a supporting technical infrastructure, and the use of information-sharing policies. Along with US interagency partners, this network draws upon an increasing number of countries, regional organizations, intergovernmental organizations, nongovernmental organizations, and the private sector to achieve unified action. The DoD global campaign plan for the War on Terrorism requires the integration of direct and indirect approaches: • Direct Approach. The direct approach consists of actions taken against terrorists and terrorist organizations. The goals of the direct approach against terrorists and their organizations are to defeat a specific threat through neutralization or dismantlement of the network (including actors, resources, and support structures) and to prevent the re-emergence of a threat, once it has been neutralized. Using the direct approach, several SOF core activities might be required to accomplish the following tasks against terrorist organizations:  Intelligence Operations. These operations collect, exploit, and report information on the functions and resources terrorist organizations require. Special operations forces can conduct these operations overtly or clandestinely.  Network and Infrastructure Attacks. These operations involve preemptive strikes against terrorist organizations to destroy, disorganize, or disarm terrorist organizations before they can strike targets of national interest.  Hostage or Sensitive Materiel Recovery. These operations rescue hostages and recover sensitive material from terrorist control, requiring capabilities not typically found in conventional military units. The safety of the hostages and prevented destruction of the sensitive material are essential mission requirements. • Indirect Approach. The indirect approach consists of how the global combating terrorism network can influence the operational environments within which counterterrorism operations and campaigns are conducted. This approach usually includes actions taken to enable global combating terrorism network partners to conduct operations against terrorist organizations, to shape and stabilize the operational environments, to erode the capabilities of terrorist organizations, and to degrade their ability to acquire support and sanctuary. The indirect approach includes the use of the SOF core activities such as unconventional warfare, FID, SFA, civil affairs operations, and MISO. --- Page 16 --- MCWP 3-05, Marine Corps Special Operations 1-8 Having the ability to manage both approaches and harness their synergistic effects is vital to the success of near- and long-term counterterrorism objectives, whether within the scope of a theater operation or campaign or the global campaign. Foreign Internal Defense Foreign internal defense is “the participation by civilian and military law enforcement agencies of a government in any of the action programs taken by another government or other designated organization to free and protect its society from subversion, lawlessness, and insurgency, terrorism, and other threats to its security” (USMC Dictionary). Marine Forces Special Operations Command conducts FID as a core activity. Foreign internal defense is an umbrella concept covering a range of activities and can involve all instruments of national power. Its primary purpose is to help the legitimate host-nation government address internal threats and their underlying causes. Commensurate with US policy goals, the focus of all US FID efforts supports the United States Government's (USG's) program of internal defense and development (IDAD) for that country. The entire FID effort is tailored to the needs of the individual nation and designed to support the host nation's IDAD strategy. United States Special Operations Command is the only combatant command with FID as a legislatively mandated core task. In fulfilling this core task, USSOCOM provides SOF in support of CCMDs. In addition to dedicated theater forces, SOF units typically contribute to the FID effort under the OPCON of the TSOC, which has the primary responsibility to plan and supervise the execution of SOF operations in support of FID. However, FID operations other than combat can have a direct coordination relationship with the chief of mission or the designee at the US embassy. Special operations forces can conduct FID operations unilaterally in the absence of any other military effort, support other ongoing military or civilian assistance efforts, or support the employment of conventional forces. In smaller FID operations, SOF units might comprise the majority or the entirety of the force. The opposite could be true as well; in a large FID operation, caps on total troop numbers could result in there being disproportionally fewer SOF personnel than conventional forces. Once FID operations are initiated, programs might be handed over to conventional forces. In addition, extended long-term programs might be handed off to conventional forces at some point. In both cases, SOF units could still have a prominent supporting role, although their focus might shift to training host-nation SOF. Foreign internal defense also supports stability operations. These operations promote and protect US national interests by influencing the threat, political, and information operational variables through a combination of peacetime developmental, cooperative activities, and coercive actions in response to crises. Special operations forces accomplish stability goals through security cooperation. The military activities that support these operations are diverse, continuous, and often long-term. Their purpose is to promote and sustain regional and global stability. Stability operations employ forces, including SOF and civil affairs, to assist civil authorities, foreign or domestic, as they prepare for or respond to crises. The primary role of stability operations is to meet the immediate needs of designated groups for a limited time until civil authorities can accomplish these tasks without military assistance. --- Page 17 --- MCWP 3-05, Marine Corps Special Operations 1-9 Foreign internal defense is not restricted to times of conflict; it can also take place in the form of training exercises and other activities that show the US resolve to and for the region. These exercises train the host nation to deal with potential internal threats. Foreign internal defense usually consists of indirect assistance, such as participation in combined exercises and training programs, or limited direct assistance without US participation in combat operations. These actions support the host nation in establishing IDAD programs. Special operations forces' primary roles in FID are to assess, train, advise, assist, and support host nation military and paramilitary forces with tasks that require the unique capabilities of SOF, conduct CAO to enhance the relationship between military forces and civil authorities in areas where military forces are present and conduct MISO to promote the ability of the host nation to defeat internally- and externally-based insurgency and terrorism by encouraging the population to actively support the host-nation military and government while restricting the enemy's movement and denying access to the local population. As previously mentioned, SOF could also conduct specialized missions in support of combat operations. The goal is to enable these forces to maintain the host nation’s internal stability, to counter subversion and violence in their country, and to address the causes of instability. Each of these key SOF FID activities serves a role in accomplishing the host nation's IDAD strategy— • Host-nation military assistance. Operations that train host-nation military individuals and units in tactical employment, sustainment, and integration of land, air, and maritime skills; provide advice and assistance to military leaders; provide training on tactics, techniques, and procedures required to protect the host nation from subversion, lawlessness, and insurgency; and develop indigenous individual, leader, and organizational skills. • Population security. Operations that strengthen population security by providing supervision of tactical operations conducted by host-nation military units to neutralize and destroy insurgent threats, isolate insurgents from the civil population, and protect the civil population. As a subset of FID, designated SOF units could also train select host-nation forces to conduct counterterrorist missions. • Counterinsurgency. Counterinsurgency is the “comprehensive civilian and military efforts designed to simultaneously defeat and contain insurgency and address its root causes” (DoD Dictionary). These operations promote a safe and secure environment, within which government institutions can address the concerns of the people and separate the population from the insurgents. Military operations that can support COIN fall into the following three broad categories:  Civil-military operations. These activities establish, maintain, influence, or exploit relations between military forces, indigenous populations, and institutions by directly supporting objectives relating to the re-establishment or maintenance of stability within a region or host nation. These activities can occur before, during, or after other military actions. They could also occur, if directed, in the absence of other military operations. Civil-military operations can be conducted by designated civil affairs, by other military forces, or by a combination of civil affairs and other forces.  Combat operations. Combat operations are oriented against insurgent leaders and cadres, smaller units, and insurgent main-force organizations (battalions, brigades, division-sized units), depending on the phase of the insurgency. The USG prefers to not commit its forces to combat foreign insurgents. However, SOF might accompany host-nation forces on --- Page 18 --- MCWP 3-05, Marine Corps Special Operations 1-10 tactical COIN operations, particularly in the early stages, to instill confidence in the host- nation forces. Ultimately, COIN is the host nation’s responsibility and host-nation forces must be responsible for their combat operations.  Influence operations. The information operation’s objective is to execute, as a secondary core MARFORSOC mission, those capabilities that enable Marines to influence and shape the environment to their advantage while in a supported command's AOR. Information operations consist of the information means and techniques available for employment during military operations to leverage any or all information-related capabilities in concert with other lines of operations to influence, disrupt, corrupt, deny, isolate, destroy, or usurp the decision-making or information advantage of adversaries, insurgents, extremists, or potential adversaries, along with their supporting elements, while protecting US and partner-nation forces. Foreign internal defense operations are planned at the national, regional, and, particularly with SOF units, at the local level. The FID effort should involve the integration of all instruments of national power down to the local level. Ideally, the host nation’s IDAD goals can be met by skillful use of diplomatic, informational, and economic instruments without the military instrument; however, historically this has not been the case. Foreign internal defense operations fall under two major categories—those under the responsibility of the DoD and those under the responsibility of the Department of State (DOS). Foreign internal defense has certain aspects that make planning complex. Some basic imperatives when integrating FID into strategies and plans are— • Understanding US foreign policy. National-level directives, plans, or policies are the guiding documents for understanding US foreign policy. Joint Strategic Planning System documents reflect the military’s responsibilities for carrying out this broad guidance. Planners must be prepared to adjust FID plans as political conditions change in the host nation and the United States. • Maintaining and increasing host-nation sovereignty and legitimacy. If US military efforts in support of FID undermine the sovereignty or legitimacy of the host-nation government, then they have effectively sabotaged the IDAD program. • Understanding US assistance efforts before implementing FID programs. There are long- term and strategic implications and sustainability concerns behind all US assistance efforts implemented in FID programs. Host-nation development and defense self-sufficiency, both of which could require large investments of time and materiel, are particularly important in planning for FID. The SOF FID planners assess the following:  The end state of the IDAD strategy (or country plan instead of a developed IDAD strategy).  The sustainability of development programs and defense improvements.  The acceptability and the perceptions of fairness of development models across the range of a host-nation society.  The impact of development programs on the distribution of resources within the host nation, to include potential shortages and bottlenecks.  The potential negative side effects of socioeconomic change.  The potential resistors to socioeconomic change.  The relationship between improved military forces and existing regional, ethnic, and religious groups in the military and society. --- Page 19 --- MCWP 3-05, Marine Corps Special Operations 1-11  The impact of the improved military forces on the regional balance of power in the host nation.  The impact of military development and operations on civil-military relations in the host nation. • Tailoring military support. Support for FID programs must be tailored to the operational environment and specific host-nation needs. The threat, as well as the local religious, social, economic, and political factors, should be considered when developing military plans to support FID. Failure to consider these factors can result in equipment, training, and infrastructure being either unsuitable or unsustainable by the host nation. Foreign internal defense is a national-level effort that involves numerous USG agencies. In all cases, the Department of State will serve a significant role in providing the content of FID plans. In most cases, the Department of State’s role in planning is significant because the chief of mission is typically the final approval authority for the FID plan in all situations not involving combat operations; the chief of mission remains a significant partner when FID planning involves combat operations. To reduce inefficiencies, contradictions, or redundancies in FID programs and ensure an integrated theater effort, all parties involved, both governmental and nongovernmental, must be coordinated. Security Force Assistance Security force assistance is any DoD activity that contributes to unified action by the USG to help develop the capacity and capability of foreign security forces (FSF) and their supporting institutions. Security force assistance refers to all efforts designed to assess, generate, employ, sustain, and assist existing host nation or regional security forces. Foreign internal defense may include SFA to build the host nation's capacity to anticipate, preclude, and counter threats or potential threats, particularly when the host nation has not attained self-sufficiency and is faced with military threats beyond its capability. This helps the host nation address the root causes of instability in a preventive manner rather than reacting to threats. Marine Special Forces Operations Command conducts SFA as a core activity. Security force assistance includes organizing, training, equipping, rebuilding, and advising various components of security forces; however, SOF conducting SFA initially assess the FSF they will assist and then establish a shared, continued assessment method throughout the development of the FSF. Specific assistance includes the following: • Organizing. Organizing includes shaping institutions and units, which can range from standing up a ministry to improving the organization of the smallest maneuver unit. Building capability and capacity in this area includes personnel, logistics, and intelligence and their support infrastructure. Developing host-nation tactical capabilities alone is inadequate; strategic and operational capabilities must be developed as well. Host-nation organizations and units should reflect their unique requirements, interests, and capabilities—they should not simply mirror existing external institutions. • Training. Training occurs in training centers, academies, and within units. Training includes a range of subject matter, including security forces responding to civilian oversight and control. • Equipping. Equipping is accomplished through traditional security assistance, foreign support, and donations. The equipment must be suitable for the physical environment of the region and the host nation’s ability to sustain and operate it. --- Page 20 --- MCWP 3-05, Marine Corps Special Operations 1-12 • Rebuilding. Rebuilding infrastructure after major combat operations might be necessary to support FSF. Infrastructure can include facilities for life support, command, and control, as well as transportation and logistics networks. • Advising. Advising host-nation units and institutions is essential to the ultimate success of SFA. Advising benefits the host nation and the supporting external organizations. Advising requires specially trained SOF personnel who—  Understand the operational and cultural environment.  Provide effective leadership.  Build legitimacy.  Manage information.  Ensure unity of effort and unity of purpose.  Can sustain the advising tasks. Conducting successful SFA operations requires a specific mindset; a mindset that first and foremost focuses on working through or with FSF to support the host nation’s IDAD or regional organization’s charter. Special operations forces conducting SFA need to understand that all actions must develop and demonstrate the legitimacy of the host nation's government at all levels. Counterinsurgency Counterinsurgency is the comprehensive civilian and military efforts designed to simultaneously defeat and contain insurgency and address its root causes. Insurgency will be a large and growing element of the security challenges in the 21st century. Special operations forces are a principal US military contribution to COIN. Special operations forces can provide light, agile, highly capable teams that lend themselves to distributed operations working discretely among local communities. Special operations forces can also conduct complex counterterrorism operations. Marine Special Forces Operations Command conducts COIN as a core activity and, in conjunction with US Army Special Operations Command, is the USSOCOM coordinating component for COIN. Special Operations Forces and Counterinsurgency Approaches Special operations forces are essential to successful COIN operations. Their capacity to conduct a wide array of missions with host-nation security forces or to integrate with US conventional forces makes them particularly suitable for COIN operations. Special operations forces are adept at using an indirect approach to positively influence segments of the indigenous population. In a more balanced or direct approach to COIN, however, they should be used to complement rather than replace the role of conventional forces. Special Operations Forces Core Activities and Counterinsurgency Marine Forces Special Operations Command is organized, trained, and equipped to accomplish core activities that might be involved in COIN. Any of these special operations core activities could be conducted as part of a COIN operation. Marine Forces Special Operations Command must adhere to the same tenets of COIN as its conventional partners. Even if focused on direct action missions, SOF must be cognizant of the need to win and maintain popular support. Direct action missions may be required to kill or capture vital insurgent targets. Specific types of direct action are raids, ambushes, direct assaults, and standoff attacks. Marine Forces Special Operations Command could conduct special reconnaissance into insurgent strongholds or sanctuaries; these --- Page 21 --- MCWP 3-05, Marine Corps Special Operations 1-13 activities include environmental reconnaissance, armed reconnaissance, target and threat assessment, and post-strike reconnaissance. Terrorism is typically a part of any insurgency; the greatest concern that would affect a protracted insurgency is transnational terrorism taking advantage of the uncertain environment to impose its purposes. Marine Forces Special Operations Command can support host-nation counterterrorism efforts as part of the COIN operations. Marine Forces Special Operations Command can produce the best effects in the region by understanding the enemy and applying the SOF core activities in a balanced approach throughout the operational phases. Support to Countering Weapons of Mass Destruction Countering weapons of mass destruction (WMD) refers to nonproliferation, counter-proliferation, and managing the consequences of weapons of mass destruction. Weapons of mass destruction are chemical, biological, radiological, or nuclear weapons capable of a causing a high order of destruction or mass casualties. Countering WMD excludes the means of transporting or propelling the weapons where such means are a separable and divisible part from the weapons. Special operations forces primarily have a role in nonproliferation and counter-proliferation by providing expertise, materiel, and teams to support combatant commanders in locating, tagging, and tracking WMD; conducting interdiction and other offensive operations in limited areas as required; building partnership capacity for conducting counter-proliferation activities; conducting MISO to dissuade adversary reliance on WMD; and other specialized technical capabilities. United States Special Operations Command is responsible for synchronizing DoD planning efforts in support of other combatant commands, departmental priorities, and, as directed, other USG agencies in support of the DoD CWMD strategy. Support to Unconventional Warfare Unconventional warfare encompasses the activities that enable a resistance movement or insurgency to coerce, disrupt, or overthrow a government or occupying power by operating through or with an underground, auxiliary, and guerrilla force in a denied area. The United States may engage in UW as part of a major theater war or limited regional contingency, or in support of a resistance movement or an insurgency. Marine Forces Special Operations Command supports combatant commands, joint forces commands, and SOF headquarters conducting UW. The costs-versus-benefits of using UW must be carefully considered before employment. Properly integrated and synchronized UW operations can extend the application of military power for strategic goals. Unconventional warfare complements operations by giving the United States opportunities to seize the initiative through preemptive or clandestine offensive action. The purpose of UW is to support a resistance movement or insurgency, which could support conventional military operations. Political control and the legitimacy of regimes are the issues. Therefore, UW has a strategic utility that can alter the balance of power between sovereign states. Such high stakes carry significant political risks in both the international and domestic political arenas and require sensitive execution. The necessity to operate with clandestine and covert means, with sometimes a varied mix of clandestine and covert methods, produces excellent intelligence within the UW operating area. As in all conflict scenarios short of large-scale, state- to-state warfare, the Department of State, intelligence providers, and military forces must closely coordinate their activities to enable and safeguard sensitive UW operations. A JFC typically tasks SOF to lead a UW operation. It will usually require some interagency support and possibly some --- Page 22 --- MCWP 3-05, Marine Corps Special Operations 1-14 support by conventional forces. The prevailing strategic environment suggests a JFC and staff must be able to effectively conduct or support UW operations simultaneously during both traditional and irregular warfare. In other cases, SOF conducting irregular warfare (possibly including UW operations) could be the main effort with conventional forces serving a much smaller and supporting role. United States-sponsored UW efforts generally pass through seven distinct phases— • Phase I: Preparation. The preparation phase for UW is part of a three-step process that consists of intelligence preparation of the operational environment, war planning, and shaping activities. • Phase II: Initial Contact. Ideally, a pilot team should make initial contact with an established or potential irregular element. • Phase III: Infiltration. During this phase, the SOF units infiltrate the UW operating area to link up with the pilot team or an irregular force. • Phase IV: Organization. During the organization phase, the SOF unit begins to develop the capability of the irregular force. Depending on the size and scope of the effort, the size of this force can range from one individual to a resistance element of potentially any size. • Phase V: Buildup. The buildup phase involves the expanding of the irregular elements and their capabilities to meet mission objectives. Special operations forces unit tasks include infiltration or procurement of equipment and supplies to support this expansion and subsequent operations. • Phase VI: Employment. During the employment phase, indigenous or other irregular forces increasingly operate in a combat or hostile environment. These operations build in scope and size and range from interdiction with guerilla forces through combat to active intelligence collection with an indigenous informant network. Regardless of the type of operation, the overall purpose is to achieve strategic political-military objectives. • Phase VII: Transition. Transition is the final, most difficult, and most sensitive phase of UW operations. The planning for transition begins when the USG decides to sponsor an irregular organization and ends in the UW operating area upon cessation of hostilities or operations. Transition does not necessarily mean demobilizing or commencing FID operations; however, it usually requires some form of stability operations. Each application of UW is unique. Phases could be conducted simultaneously or, in certain situations, not at all. For example, a large and effective resistance movement might require only logistical support, thereby bypassing the organization phase. The phases may also be conducted out of sequence, with each receiving varying degrees of emphasis. One example of this is when members of an irregular force are infiltrated into a host nation to be trained and organized before infiltrating back into the UW operating area, either with or without US SOF. In this case, the typical order of the phases would change. --- Page 23 --- MCWP 3-05, Marine Corps Special Operations 2-1 CHAPTER 2. MARINE SPECIAL OPERATIONS FORCES CHARACTERISTICS The purpose of MARFORSOC is to provide expeditionary, task-organized, special operations forces for worldwide SOF operations. The Marine air-ground task force (MAGTF) concept of employment provides the foundation for MARFORSOC's organizational structure and capabilities; scalable SOF capable of executing independent operations against a range of adversaries, in any environment, under various conditions, including time-sensitive crises of a strategic nature. Marine Forces Special Operations Command’s capability to integrate and task- organize MARFORSOC units with enhanced combat support and CSS structure, combined with the core strength of the MAGTF-style command and control provides the Commander, United states Special Operations Command (CDRUSSOCOM) with options and depth for rapid response SOF capable of independent distributed operations. The MAGTF mindset and robust SOF command and control (C2) systems enable MARFORSOC headquarters units to integrate and synchronize joint, coalition, and interagency forces into a single-battle concept for SOF operations within assigned areas of operations. Marine special operations forces’ headquarters units vary in size ranging from Marine special operations company (MSOC), special operations task force (SOTF), and combined joint SOTF (CJSOTF). These MARFORSOC headquarters units are organized and equipped to integrate all the warfighting functions in a holistic manner that achieves effects well above its “weight class.” SPECIAL OPERATIONS FORCES Marine special operations forces consist of specially screened, assessed, selected, and trained Marines and Sailors to serve as MARFORSOC special operations officers (SOOs) and critical skills operators (CSOs). Special operations capability specialists (SOCSs) are screened, selected, and trained to provide specific combat support to special operations. The reinforced MARFORSOC capability is further supported by organic CSS. The MARFORSOC Marine is a mentally agile member of the ultimate adaptable team. They can operate from the tactical to strategic levels simultaneously, holistically evaluating problems, challenges, and the situation, and effectively making critical decisions. They execute missions in generally unstructured and ambiguous environments, often including rapid and diverse changes in terrain, enemy, and climate. They understand the impact of their actions, their non-actions, the environments they operate in, and how to achieve enduring, desired effects. They comprehend the nature of complex issues and can understand, decide, and act within multiple nested levels of intent. The relationship and shared identity with the Marine Corps enable interoperability between MARFORSOC and Fleet Marine Forces with an emphasis on the skills necessary to expeditiously --- Page 24 --- MCWP 3-05, Marine Corps Special Operations 2-2 project special operations capabilities globally, the Marine Corps’ foundational concept as an expeditionary scalable air-ground-logistic team. The MAGTF can conduct a range of operations in any clime and place in unison with USSOCOM philosophy of deploying for purpose. In an era where engagement is vital to shaping the environment, the Marine Corps and USSOCOM, through a combination of special operations and forward-deployed forces, create a synergistic effect for conducting actions and activities to prevent and deter large-scale conflict. Responsibility for staffing, promoting, and training and educating MARFORSOC personnel is divided among several entities. Synchronized staff and commander action is required to ensure MARFORSOC Marines have equitable promotion, retention, training, and education opportunities—all leading toward a progressive career path that builds on experience and increases leadership responsibilities. Focusing on individual development and maturing the character of Marines assigned to MARFORSOC is facilitated through the military personnel development process. This requires a holistic, systematic approach—one that views individual development from assessment and selection to expiration of active service—to produce quality personnel and avoid gaps, inconsistency, and inefficiencies. Military personnel development encompasses many different areas of analysis, management, and assessment. The COMMARFORSOC is the overall process “owner” and no one staff section or subordinate command owns every process. Therefore, military personnel development is a collective approach powered by collaboration, assessment, and understanding of higher intent. It involves crosstalk with lateral organizations tempered by the realistic allocation of scarce resources and priorities. Marine Forces Special Operations Command maintains the individual and collective characteristics that define SOF by conducting a rigorous recruiting, screening, assessment, and selection process. By recruiting those individuals who show the potential to demonstrate the qualities demanded of MARFORSOC during screening and assessment, MARFORSOC ensures that those selected to attend the individual training course (ITC) have the potential to complete a rewarding career as a Marine conducting special operations. Special Operations Officer Officers assigned to lead a Marine special operations team (MSOT) attend assessment and selection and the ITC alongside the CSO candidates. Upon graduation from ITC, they are awarded the Special Operations Officer MOS and attend the Team Commander Course. Special operations officers are then assigned to a Marine Raider battalion for service as team commanders and other SOF billets as they continue to serve as Marine officers in the special operations community. The SOO assignments at MARFORSOC start as a team commander. As a SOO’s career progresses the billets demand greater responsibility. Assignments include billets at a MSOC, Marine Raider battalion, the Marine Raider Regiment, MRTC, MARFORSOC headquarters, and SOF billets external to the MARFORSOC. Critical Skill Operators Critical skills operators are the SOF tacticians assigned to MARFORSOC in operator billets at the team, company, and battalion levels. A Marine is designated a CSO upon assessment and selection and graduation from the ITC. The CSOs are awarded the Critical Skills Operator MOS. Upon the completion of the Basic Language Course, CSOs are assigned to a Marine Raider battalion (see Figure 2-1). As a CSO’s career progresses the billets demand greater responsibility. Assignments include billets at an MSOC, a Marine Raider battalion, the Marine Raider regiment, Marine Raider training center, MARFORSOC headquarters, and SOF billets external to MARFORSOC. --- Page 25 --- MCWP 3-05, Marine Corps Special Operations 2-3 Figure 2-1. Special Operations Officer or Critical Skills Operator Training Pipeline. Special Operations Capability Specialist The SOCS Marines are strategic and tactical force multipliers who directly support billets at the team, company, and battalion levels based on mission requirements. These Marines are recruited, screened, selected, and assigned to MARFORSOC based on their potential and MOS-associated skill sets. Upon assignment to MARFORSOC, SOCs attend a specialized MARFORSOC training pipeline (see Figure 2-2) that imparts the skills necessary to operate in a special operations environment. The SOCS occupational fields or specialties include intelligence, communications, EOD, canine handlers, and JTAC. Well Trained, Mature Marines 21 Days 19 Days Operating Forces Advanced Specialty Skills Courses Assessment & Selection Assessment & Selection Phase I (Preparation Course) Recruited Screened Selected Phase II 34 Weeks Individual Training Course MOS Awarded Basic Language Course 0370 0372 24 Weeks --- Page 26 --- MCWP 3-05, Marine Corps Special Operations 2-4 Figure 2-2. Special Operations Capabilities Specialist Pipeline. Special Operations Combat Service Support Marine Forces Special Operations Command units are further enabled with CSS Marines who are directly assigned to support billets at the company and battalion levels. Combat service support Marines work in their primary MOSs in fields such as motor transport and logistics; they might also receive an appropriate level of SOF-related training as required to support their assigned operations. The MARFORSOC’s enhanced command, control, communications, computers, and intelligence systems and unique ability to task-organize, facilitate the core capability to command and control small lethal expeditionary teams capable of executing complex distributed operations to achieve strategic effects. Marine special operations forces’ operational platforms include individual submersibles, inflatable maritime surface platforms, unmanned aircraft systems, and the family Of Special Operations Training Course 6 Weeks Full Spectrum Level C Survival, Evasion, Resistance, and Escape Explosive Ordnance Disposal Communications Intelligence Joint Terminal Attack Controller Multi-Purpose Canine Special Amphibious Reconnaissance Corpsman/Independent Duty Corpsman 13 Weeks 14 Weeks 4 Weeks 10 Weeks 13 Months Well Trained, Mature Marines 21 Days 19 Days Recruited Secondary MOS Awarded8071 Typical tour ~39 Months (Authorized 60 Months) Assigned to Operating Forces Operating Forces Time Before Assignment 3-12+ Months --- Page 27 --- MCWP 3-05, Marine Corps Special Operations 2-5 SOF ground mobility vehicles. Marine Forces Special Operations Command’s unique ability to task-organize with combat support and CSS Marines enables MARFORSOC to provide infinitely adaptable SOF with unmatched agility that can conduct sustained distributed operations in austere and complex environments. MARFORSOC aligns billets with the USSOCOM operating force categories by managing capabilities and training with personnel types and skill areas. See Table 2-1. MARINE SPECIAL OPERATIONS FORCES CAPABILITIES Marine special operations forces personnel are trained, organized, and equipped to accomplish special operations in different environments, under arduous conditions, and with varying degrees of political sensitivity. These operations are accomplished through mastery of the SOF core activities and supporting tasks. Methods of insertion and extraction include amphibious surface and subsurface platforms; fixed-wing, tiltrotor, and rotary-wing aircraft; as well as ground mobility platforms. The method of insertion and extraction that best supports the mission will be determined during mission analysis. Capable of operating in all environments and conditions, MARFORSOC conducts individual, collective, mission-specific training and preparation that focuses on the application of the SOF core activities and supporting tasks, considering mission- specific operational conditions, geographic environment, and anticipated threats for the specified area of operations. The MARFORSOC trains, equips, and deploys task-organized and scalable elements that are full-spectrum, multidisciplinary forces tailored for commander, theater special operations command (CDRTSOC) requirements. Table 2-1. Fleet Marine Force Capability Comparison. USSOCOM Operating Force Category MARFORSOC Personnel Type MARFORSOC Specific Training MARFORSOC Capabilities Advisor B SOO ITC CSO capabilities certification MRTC or CO B CSO-A ITC CSO capabilities certification MRTC or CO D SOCS-B JTAC G-3 D SOCS-C MNOC G-6 D SOCS-D MPC Handler MRSG D SOCS-E MARFORSOC EOD G-3 D SOCS-F MARFORSOC SIGINT G-2 D SOCS-G MARFORSOC GIS G-2 D SOCS-H MARFORSOC HUMINT G-2 D SOCS-I MARFORSOC Intelligence Analyst G-2 D SOCS-L MARFORSOC Logistics G-4 D SOCS-M MARFORSOC Maintenance G-4 D SOCS-O MARFORSOC Ordnance G-4 D SOCS-U MARFORSOC UAS Operator G-3 --- Page 28 --- MCWP 3-05, Marine Corps Special Operations 2-6 All Marine SOOs and CSOs are trained to conduct the full range of special operations activities assigned to MARFORSOC. Designated team members will maintain a greater degree of proficiency in the following additional skills that are resident in every MSOT: • Special reconnaissance (to include technical surveillance operations and exploitation). • Weapons employment (sniping, light, medium, and heavy US and foreign weapons, and joint fires). • Regional expertise (to include specific language and cultural training). • Communications (voice, video, and data across multiple pathways and networks). • Explosives (basic demolitions, applied explosive techniques, explosive breaching). • Aviation and airborne operations (air assault, air support, parachute, JTAC, and limited aerial delivery support). • Dive or amphibious operations (open and closed-circuit diving, small boat coxswain). • Ground mobility (advanced driving of and basic mechanic skills on multiple platforms). • Special and environmental skills (e.g., military mountaineering, jungle warfare, amphibious, littoral, urban). • Intelligence operations (to include sensitive site exploitation). The five SOF truths identified in Chapter 1 are based on historical experience and should be seen as an integrated and interwoven set of truths upon which MARFORSOC builds its capabilities. These truths also imply limitations for SOF employment, including MARFORSOC. Special operations forces are typically deployed for specific purposes to provide a desired effect. Improper employment of MARFORSOC for non-special operations, applications, or missions is not recommended and is highly discouraged on all occasions. The MARFORSOC requires external augmentation or support to offset limitations in the following areas: • Platform support for insertion, extraction, and resupply. • Fires, mobility, and CSS beyond limited organic capability or capacity. • Sustained, tactical-level, Service-common, and special operations-peculiar logistic support. --- Page 29 --- MCWP 3-05, Marine Corps Special Operations 3-1 CHAPTER 3. MARINE FORCES SPECIAL OPERATIONS COMMAND ORGANIZATION MARINE FORCES SPECIAL OPERATIONS COMMAND CHAIN OF COMMAND Marine Forces Special Operations Command is the Marine Corps SOF component under the combatant command of, and reporting directly to, CDRUSSOCOM. Marine Forces Special Operations Command is commanded by a Marine major general. The Commander, MARFORSOC (COMMARFORSOC) exercises administrative control (ADCON) over all MARFORSOC in accordance with CDRUSSOCOM and Commandant of the Marine Corps guidance. The COMMARFORSOC exercises OPCON, delegated by CDRUSSOCOM, over all US-based MARFORSOC. For Marine Corps-specific administrative and other matters, COMMARFORSOC reports directly to the Commandant of the Marine Corps as a Service component force commander. Figure 3-1 depicts MARFORSOC organization. Figure 3-1. Marine Forces Special Operations Command Headquarters Organization. Medical Branch 1st Marine Raider Battalion Headquarters Company Marine Special Operations Company 2d Marine Raider Battalion Headquarters Company Marine Special Operations Company 3d Marine Raider Battalion Headquarters Company Marine Special Operations Company Marine Raider Regiment Marine Raider Training Center Headquarters Company Special Operations Training Branch Language Branch Survival, Evasion, Resistance, and Escape Branch 1st Marine Raider Support Battalion Headquarters Company Marine Raider Support Group 2d Marine Raider Support Battalion 3d Marine Raider Support Battalion Multi-purpose Canine Platoon Fires Platoon Logistics Company Communications Company Intelligence Company Headquarters Company Multi-purpose Canine Platoon Fires Platoon Logistics Company Communications Company Intelligence Company Headquarters Company Multi-purpose Canine Platoon Fires Platoon Logistics Company Communications Company Intelligence Company Marine Corps Forces Special Operations Command --- Page 30 --- MCWP 3-05, Marine Corps Special Operations 3-2 Marine Forces Special Operations Command Headquarters Organization The MARFORSOC headquarters is located at Camp Lejeune, North Carolina. The headquarters staff consists of a functionally specific general staff system that supports COMMARFORSOC and a special staff operating under the direct cognizance of the MARFORSOC chief of staff. Figure 3-2 depicts MARFORSOC headquarters organization. Figure 3-2. Marine Forces Special Operations Command Headquarters Organization. Command Inspector General Command Element G-3 SafetySecurity ComptrollerStaff Judge Advocate Training Current Operations Future Operations Information Operations Air/Fires Force Deployment G-4 Operations Contracting Facilities Material Readiness Strategic Mobility G-6 Cyber Security Branch Operations Branch Campus Operations Branch C5 Systems Sustainment & Integration Knowledge Management G-7 Training and Education Branch Exercise Branch Joint Integration Branch Support Branch CD&I Combat Development/ Requirements and Acquisition Strategic Programming Futures G-2 Production and Analysis CI/HUMINT Intelligence Systems PAI/OSINT SIGINT/EW Intelligence Capability Development SSO MFEC NGA G-1 Adjutant Pay & Personnel Systems Personnel Sourcing and Operational Readiness Military Manpower and Distribution Civilian Personnel Office Public Affairs Office Health Services Chief of Staff Deputy Commander Commander, Marine Corps Forces Special Operations Command --- Page 31 --- MCWP 3-05, Marine Corps Special Operations 3-3 MARINE RAIDER REGIMENT ORGANIZATION The Marine Raider Regiment is a MARFORSOC subordinate command capable of planning, conducting, and supporting special operations in all operational environments. Located at Camp Lejeune, North Carolina, the Marine Raider Regiment is commanded by a command-selected, Marine colonel. The regiment provides a balanced force composed of a regimental staff and three Raider battalions consisting of 12 special operations companies that are further divided into 48 special operations teams. Marine Corps Reference Publication (MCRP) 1-10.1, Organization of the United States Marine Corps, depicts the Marine Raider Regiment organization. The Marine Raider Regiment’s mission is to train, maintain combat readiness, and deploy task- organized and scalable expeditionary Marine SOF worldwide to accomplish the range of special operations missions assigned to Commander, Marine Corps Forces Special Operations Command (COMMARFORSOC). The Marine Raider Regiment's roles and responsibilities are as follows: • Train, educate, equip, support, and deploy assigned MARFORSOC capable of executing the SOF core activities of direct action, special reconnaissance, SFA, counterterrorism, FID, COIN, support of CWMD, and support to UW. • Conduct command functions for assigned forces including readiness evaluations and automated information system support to the staff and subordinate commands. Support subordinate units with message dissemination; financial management; medical, legal, and chaplain services; safety; explosive safety; and travel orders processing. • Plan, coordinate, and conduct unilateral, joint, and combined special operations and exercises as directed. • Establish the nucleus of and function as a combined task force or joint special operations task force for contingency operations or major theater exercises as directed, while maintaining required basic command functions in garrison. • Provide forces to support exercises and operations as required. • Provide input to support COMMARFORSOC’s planning, programming, budgeting, and execution system requirements, in coordination with MARFORSOC G-1 and G-8. • Develop, test, and validate collective-level MARFORSOC tactics, techniques, and procedures in coordination with MARFORSOC G-7, Marine Special Operations School, and Marine Raider Support Group. • Support MARFORSOC planning as directed. • Maintain visibility and accountability of assets through coordinated management of the table of organic allowance. • Continue to exercise ADCON of MARFORSOC deployed from the Marine Raider Regiment. • Manage and sustain regional language requirements. --- Page 32 --- MCWP 3-05, Marine Corps Special Operations 3-4 Marine Raider Battalion Marine Raider Battalion Mission. The Marine Raider battalion trains, sustains, and maintains combat readiness, deploys, and employs task-organized MARFORSOC to conduct the range of special operations assigned to COMMARFORSOC in support of Commander, USSOCOM (CDRUSSOCOM) and the combatant commanders (CCDRs). Marine Raider Battalion Roles and Responsibilities. Marine Raider battalions conduct the range of SOF core activities and operations assigned to MARFORSOC. These activities include counterterrorism, COIN, FID and SFA, direct action, special reconnaissance, and support of CWMD and UW. The battalions must also train, plan for, and provide forces to execute battalion- level C2 functions, such as those typically required for SOTF operations. Additionally, the battalions provide cryptographic materiel security support to its subordinate elements. Marine Raider Battalion Organization. Marine Raider battalions are subordinate commands to the Marine Raider Regiment and are commanded by command-selected, Marine lieutenant colonels (O-5). Each battalion is organized into a fully functional headquarters staff with a headquarters and service company and four MSOCs. Marine Corps Reference Publication 1-10.1 depicts the Marine Raider battalion organization. Marine Special Operations Company Organization The MSOC is a scalable, task-organized unit commanded by a Marine SOO-qualified major, that deploys in support of SOF-specific tasking. The MSOC conducts special operations in austere, politically sensitive environments for extended periods due to its special insertion and extraction skills, its combat support, and its CSS capabilities. The MSOC is capable of integrated find, fix, finish, exploit, analyze, and disseminate (F3EAD) operations, either unilaterally or bilaterally through partner, surrogate, or host-nation forces. It is capable of distributed command, control, communications, computers, and intelligence over long distances in ambiguous environments. The MSOC headquarters can operate as an expeditionary intelligence fusion cell; as such, it can provide all-source intelligence analysis, collection, fusion, processing, exploitation, and dissemination; target package development, mission planning, and command of SOF operations; command and control and fires coordination for combat operations; coordination and information sharing with adjacent units; exploitation analysis center support to F3EAD; and support to TSOC campaign plans. The MSOC is task-organized and designed to achieve tactical and operational results that are strategically relevant and capable of deploying task-organized expeditionary SOF to conduct operations in support of the CCMDs. Figure 4-4 depicts the MSOC organization down to the element level. Marine Special Operations Team Organization. The MSOT is the base MARFORSOC element consisting of a Marine SOO-qualified captain, 11 enlisted Marine CSOs, and two Navy corpsmen. An MSOT may deploy as part of an MSOC or independently in support of other SOF headquarters. When conducting special operations, the MSOT may be employed unilaterally or bilaterally in conjunction with other SOF units, other government agencies, or integrated with conventional forces for an extended period with limited external support. The MSOT has a --- Page 33 --- MCWP 3-05, Marine Corps Special Operations 3-5 baseline capability to task-organize based on mission requirements and deploy into austere environments via special insertion and extraction skills. The MSOT can conduct special long- range communications and advanced information gathering. The MSOT is capable of integrated F3EAD either unilaterally or bilaterally through partner, surrogate, or host-nation forces. The MSOT is prepared to conduct decentralized operations in austere politically sensitive, hostile, or denied environments. The MSOT can conduct limited independent and split team operations designed to achieve tactical and operational results that are strategically relevant. The MSOT is designed to include additional training per element to include engineering, weapons, intelligence, communications, and medical capabilities. MARINE RAIDER SUPPORT GROUP Marine Raider Support Group Organization The Marine Raider Support Group is a subordinate command of MARFORSOC that trains, equips, structures, and provides specifically qualified Marine forces, including, but not limited to, logistics, intelligence, MPC, firepower control teams, and communications support to sustain worldwide special operations missions as directed by COMMARFORSOC. Located at Camp Lejeune, North Carolina, the support group is commanded by a command-selected, Marine colonel. The organization of the Marine Raider Support Group, as depicted in MCRP 1-10.1, reflects the habitual supporting relationships between the support battalions and the battalions within the Marine Raider Regiment. The Marine Raider Support Group’s support battalions house the various functional teams tasked to support special operations requirements, providing MARFORSOC the span of organic support capabilities that make it unique. Through its subordinate units, the support group provides general support, direct support, combat support, and CSS support to MARFORSOC and its subordinate units. Marine Raider Support Group Mission Marine Raider Support Group trains, sustains, and maintains combat readiness and deploys specially qualified Marine combat support and CSS forces to support MARFORSOC worldwide and provide garrison functions for the MARFORSOC. Marine Raider Support Group Roles and Responsibilities The Marine Raider Support Group's roles and responsibilities are as follows: • Train, support, and maintain combat readiness and provide combat support and CSS to support MARFORSOC or as directed by COMMARFORSOC. • Conduct command functions for assigned forces including readiness evaluations and automated information system support to the staff and subordinate commands. Support subordinate units with message dissemination; financial management; medical, legal, and chaplain services; safety; explosive safety; and travel orders processing. • Support MARFORSOC with requisite combat support and CSS during planning, coordination, and conduct of unilateral, joint, and combined special operations and exercises as required. --- Page 34 --- MCWP 3-05, Marine Corps Special Operations 3-6 • Provide garrison functions for the MARFORSOC headquarters, to include administration, facilities, ordnance, and supply. • Provide garrison dental health services and ancillary health services for MARFORSOC. • Provide combat support and CSS to support MARFORSOC training as required. • Provide input to support COMMARFORSOC’s planning, programming, budgeting, and execution system requirements. • Support MARFORSOC planning as required or directed. • Maintain accountability of assets through coordinated management of the table of allowance. Marine Raider Support Battalion Support Battalion Mission and Tasks. The support battalions train, sustain, and maintain combat readiness and conduct a change of OPCON for the deployment of specially qualified Marine combat support and CSS capabilities in support of special operations worldwide. Support Battalion Organization. The support battalions are Marine Raider Support Group subordinate commands located at Camp Lejeune, North Carolina, and Camp Pendleton, California. Command-selected, Marine lieutenant colonels (O-5) command the battalions. Support battalions contain headquarters and service, communications, intelligence, and logistic companies. Each of these companies organizes, trains, and equips teams to support special operations requirements and is oriented to support an associated Marine Raider battalion. Communications Company Organization Each communications company organizes, trains, and equips three command, control, communications, and computer support teams. These teams are trained to provide high-bandwidth voice, video, and data services to the MSOC headquarters and MSOTs. Intelligence Company Organization Each intelligence company organizes, trains, and equips an intelligence support team and three direct support teams (DSTs). These teams are composed of SOCS who are trained to conduct intelligence activities and operations in support of special operations missions in politically sensitive, hostile, or denied areas, using mission-appropriate means of collection, analysis, and reporting. The intelligence support team is specifically configured to provide intelligence support at the Marine Raider battalion or special operations command-forward (SOC-FWD) level and routinely forms the core of the intelligence capability for the assigned unit. The DST is the smallest intelligence support unit and is specifically configured to provide intelligence support at the MSOC level. Although organized for support at the company level, the DST can subdivide into smaller direct support elements to provide intelligence support down to the MSOT level, MARFORSOC’s smallest deployable tactical unit. Logistic Company Organization Each logistics company organizes, trains, and equips three logistics support teams (LSTs). These teams are assigned in support of deploying Marine Raider battalions to provide logistical support coordination, maintenance, and general CSS. --- Page 35 --- CHAPTER 4. MARINE FORCES SPECIAL OPERATIONS COMMAND AND CONTROL Marine special operations forces (MARSOF) are instilled with the Marine Corps’ integrative approach to building task-organized forces, as seen in MAGTFs, and a historical familiarity with amphibious and expeditionary operating environments. Marine Forces Special Operations Command's small wars heritage and MAGTF mentality drive heavy emphasis on well-developed intelligence, gained by employing all-source intelligence professionals down to the team level while supporting robust C2 capabilities at all levels. This makes MARFORSOC well-suited for the range of special operations, activities, and tasks. THE MARINE FORCES SPECIAL OPERATIONS COMMAND EMPLOYMENT MODEL The MARFORSOC concept of employment (see Figure 4-1) is a result of current and emerging mission tasks and predictive analysis. To be effective, MARFORSOC develops a special operations operator supported by integrated combat support and CSS. The outcome is a force composed of full-spectrum SOF personnel—personnel who understand the impact of their actions and can address underlying socioeconomic and political situations across the range of military operations. Figure 4-1. Marine Forces Special Operations Command Concept of Employment and Regional Alignment. 3 subregional-focused Marine Raider battalions (MRB) and 3 subregional-focused Marine Raider support battalions (MRSB) • Each aligned to a TSOC within a CCMD • MRBs and MRSBs maintain planning and coordination relationship with aligned TSOC • 1 MSOC(rein) per subregion • OPCON to the TSOC • Enabled execution of all MARFORSOC core operations and activities • Maintain persistent/consistent presence, including country team representation 3rd MRBM nd o thhortortorth anorth anNoo East Africa Levant Southeast Asia United States Africa Command United States Central Command United States Indo-Pacific Command Alignment CCMD Special Operations Command Africa Special Operations Command Central Special Operations Command Pacific TSOC --- Page 36 --- MCWP 3-05, Marine Corps Special Operations 4-2 MISSION TYPE ORDERS Mission-type orders are the ultimate expression of decentralized execution; however, they can only be fully optimized with an understanding and appreciation of commander's intent two levels up the chain of command, and the linkage to desired operational and strategic effects. Marine special operations forces leadership enables this execution, even in missions of tremendous risk and importance. Given from higher headquarters, the mission type order and accompanying commander’s intent provide the subordinate leader at each level with an overarching mission but leave the planning and execution method to the subordinate leader. Much of the freedom of movement, specificity of effort, and specified and implied tasks are developed at the lowest level of execution. Significant effort and emphasis are placed on initiative, experience, and ultimately trust—in the leader and in the training system—based on a comprehensive understanding of commander’s intent two levels up the chain of command. A characteristic of MARFORSOC is its ability to conduct distributed operations at the smallest element level fully capable of operating independently. The high degree of training, coupled with small unit leadership and team cohesion, gives the MARFORSOC an innate ability to provide effects across a wide region. Due to the nature of special operations, missions are conducted during all joint operational phases. The MARFORSOC elements must be prepared to transition in- stride from shaping efforts to high-intensity lethal operations. The leader and the subordinate elements ensure execution is accomplished across the range of operations through the method of mission-type orders. In some instances, the MARFORSOC operators might find themselves in a rapidly developing situation with an absence of tactical-level orders. These situations are often beyond those encountered on the typical battlefield. It is then that the Marine can then rely on those intangible qualities and assess the situation with a thorough understanding of the mission and the effects of the decisions and actions. THEATER SPECIAL OPERATIONS COMMAND The TSOC is the SOF subordinate unified command within the combatant command. As the primary theater SOF organization, they can conduct broad continuous special operations missions and other activities. The CDRTSOC has three principal roles: as a JFC, to plan and conduct joint operations as directed by the CCDR; as the theater special operations advisor to the CCDR and other component commanders; and as the JFSOCC when the CCDR establishes functional component commanders for operations, absent the establishment of a joint task force (JTF). Through a deliberate process of analysis, the TSOCs list future SOF requirements validated by the CCDR. This relationship between the CCMD and TSOC improves coordination, SOF capacity, resources, capabilities, and communications among the deployed MARFORSOC elements and other forces operating in the geographic region through a clear set of authorities managed by the TSOC. --- Page 37 --- MCWP 3-05, Marine Corps Special Operations 4-3 Special Operations Command-Forward The SOC-FWD is a smaller command element located elsewhere in the theater of operation. Typically, smaller than a TSOC, the SOC-FWD is tasked to provide command and control of SOF and synchronize efforts among the country team, host nation forces, multinational forces, and agencies as required. As a task-organized headquarters, it provides a forward-deployed presence for operational command and control. As an operation matures, the SOC-FWD may expand to multiple SOTFs or form the core of a JSOTF or special operations joint task force (commonly referred to as SOJTF). If a more robust SOF capability is required, the SOC-FWD may transition to a JSOTF. Special Operations Joint Task Force A special operations joint task force is established to improve conventional forces or SOF integration and interdependence. Acting as a headquarters to plan and coordinate theater-level special operations, the special operations joint task force provides command and control over the employment and sustainment of US and multinational SOF. The purpose of the special operations joint task force is to synchronize the warfighting functions while improving efficiencies in manpower and enabling capabilities and coordination to all special operations in theater. Joint Special Operations Task Force A joint special operations task force is composed two or more units from the SOF Service components. A joint special operations task force is normally established by a subordinate unified commander such as a CDRTSOC or commander, joint task force (CJTF). When the JSOTF is formed it is typically composed of staff from the TSOC and augmented by Service components or an existing colonel-level headquarters from an existing SOF Service component, with augmentation from special operations or conventional forces. Special Operations Task Force When SOF require additional command and control, a temporary SOTF can be established to provide the required warfighting functions. Marine Forces Special Operations Command can support the requirement with a sustained presence supported by the Marine Raider battalions. The task-organized SOTF will facilitate joint SOF operations and integration in the joint area of operation. The SOTF will provide command and control for the SOF elements, a line of communication to the TSOC, and coordination with conventional forces, agencies, and partners. Liaison Elements. As required, SOF will provide liaison elements to coordinate, de-conflict, and synchronize special operations and activities with conventional forces and other agencies. The liaison element is task-organized and ranges in size from a single SOF operator to a team-size element. Requirements include but are not limited to, providing liaison to joint commands, air components, host nations, and US agencies and departments. --- Page 38 --- MCWP 3-05, Marine Corps Special Operations 4-4 COMMAND RELATIONSHIPS WITHIN A COMBATANT COMMAND While in the continental United States, SOF is under the combatant command (command authority) of CDRUSSOCOM. When directed, CDRUSSOCOM provides US-based SOF to the CCMDs. The CCDRs usually exercise combatant command (command authority) of assigned and OPCON of attached SOF through the CDRTSOC. Marine Forces Special Operations Command does not permanently assign forces to the CCMDs. All MARFORSOC are based in the continental United States and deploy in accordance with joint staff guidance articulated through USSOCOM via the Global Force Management Process. Deployed MARFORSOC are transferred for specified periods and support the CCMDs employing SOF with OPCON exercised through their respective TSOCs. Figure 4-2 depicts the standard command relationships (and authorities) for MARFORSOC supporting a CCMD. Figure 4-2. Standard Command Relationships. As illustrated, COMMARFORSOC retains ADCON of deployed MARFORSOC. In addition to being the primary mechanism by which a CCDR exercises command and control over SOF, the TSOC is the primary theater SOF organization. When a JFC (CCDR or CJTF) establishes and employs subordinate JTFs and independent task forces, the CDRTSOC may establish and employ multiple JSOTFs to command and control SOF capabilities and accommodate the separate JTF and task force special operations requirements. Accordingly, the CCDR or CJTF, as the establishing authority and common commander, will normally establish the desired command relationships, typically supporting or tactical control, between the respective CJTFs or task force commanders and their commander, joint special operations task forces (CDRJSOTFs). CDRUSSOCOM COMMARFORSOC Deployed MARSOF CCMD CDRTSOC Deployed MARSOF CDRJSOTF --- Page 39 --- MCWP 3-05, Marine Corps Special Operations 4-5 There are several different command relationships regarding SOF within a CCMD’s AOR based on the situation and establishing authorities: • The CCDR may directly exercise OPCON over all SOF. • A CCDR will typically designate a CDRTSOC or JFSOCC to exercise OPCON over designated CDRJSOTFs. • The JFC, subordinate to the CCDR (i.e., a CJTF) may exercise OPCON over CDRJSOTFs, potentially through a subordinate JFSOCC. • The CDRJSOTF may exercise OPCON over subordinate CDRJSOTFs and typically exercises OPCON over their SOF Service component forces. Regardless of the command relationship under which SOF operates, SOF is most effective when fully integrated and synchronized into an overall plan. Given the ability of SOF to operate unilaterally and independently as part of the overall plan, or in support of a conventional force commander, effective coordination, and integration of SOF is dependent on a clearly defined C2 structure. Successful execution of special operations requires centralized, responsive, and unambiguous command and control. Figure 4-3. Command and Control of Special Operations Forces in Theater. Regionalization Marine Forces Special Operations Command’s concept of employment is executed through a regionally aligned, persistent engagement, which further supports C2 habitual relationships with the TSOC and CCMD. Focusing on the identified regions, MARFORSOC builds capability supported by regional experience and cultural knowledge. This concept supports the CCDR’s requirements while building component awareness with the degree of fidelity only developed over time. This method allows MARFORSOC to establish and mature relationships and networks with Joint Special Operations Task Force Special Operations Joint Task Force Task Force Joint Special Operations Air Component Special Operations Task Force Joint Task Force Joint Special Operations Task Force Special Operations Task Force Special Operations Forces Conducting Scheduled– • Engagements • Execises Military Engagement/Security Cooperation/Deterrence Crisis/Contingency Major Operations Combatant Commander Theater Special Operations Command Special Operations Command – Forward Special Operations Command and Control Element --- Page 40 --- MCWP 3-05, Marine Corps Special Operations 4-6 US-friendly governments and groups. Potential operating environments will be prepared by building partner capability and capacity from the persistent forward-deployed posture. Typically, command and control of MARFORSOC will be provided by the regional TSOC; in those cases where additional command and control is required, a temporary C2 structure (e.g., a SOTF) can be provided from the USSOCOM components. THE MARINE SPECIAL OPERATIONS COMPANY (REINFORCED) The Marine special operations company (reinforced) (MSOC [rein]) is task-organized for deployment and employment from capabilities resident within the Marine Raider Regiment and Marine Raider Support Group. An MSOC (rein) can conduct special operations in austere environments for extended periods due to the integration of combat support and logistic capabilities. The MSOC (rein) can conduct full-spectrum SOF missions assigned by the CCDR via the TSOC. These missions include integrated F3EAD operations, either unilaterally or bilaterally through partner, surrogate, or host-nation forces. Marine Special Operations Company (Reinforced) Tasks Marine special operations company (rein) tasks are as follows: • Command and control, plan, coordinate, and execute designated special operations missions with organic and attached units. Execute distributed command, control, communications, computers, and intelligence over long distances in ambiguous environments, including command and control of joint and partner nation SOF units. • Conduct the following core activities: direct action, special reconnaissance, counterterrorism, FID and SFA, COIN, support to CWMD, and support to UW. Support SOF core activities of hostage rescue and recovery, foreign humanitarian assistance, MISO, and CAO, as required. The MSOC (rein) personnel can execute special insertion and extraction methods as required to support core activities execution. • Conduct intelligence activities and operations in support of special operations missions in politically sensitive, hostile, or denied areas, using mission-appropriate means of collection, analysis, and reporting, either unilaterally or bilaterally through partner, paramilitary, resistance, surrogate, irregular or host-nation forces. • Conduct special activities and preparation of the environment in accordance with authorities in support of theater taskings. • Train and equip subordinate MSOTs for individual deployment or employment. The MSOTs can be task-organized with intelligence, communications, and other enabling capabilities and are trained to individually accomplish all assigned core activities, including the full-spectrum F3EAD operations to support distributed employment. Marine Special Operations Company (Reinforced) Organization The MSOC (rein) organization consists of a task-organized company headquarters section and four MSOTs. The MSOC headquarters section consists of specific personnel necessary to command and control the four MSOTs, provide combat support and limited logistic support, and coordinate CSS for organic and attached forces (see Figure 4-4). --- Page 41 --- MCWP 3-05, Marine Corps Special Operations 4-7 Figure 4-4. Marine Special Operations Company Organization. The MSOT is the base unit within the MSOC for the execution of special operations missions and activities. It consists of 14 Marines and Sailors and can be task-organized and enabled with combat support and logistic attachments to provide enhanced capabilities for the execution of such missions. The MSOC (rein) is task-organized with the following and other combat support and logistic attachments as determined by mission analysis for a respective deployment: • The command, control, communications, and computer support teams enable base MARFORSOC elements (MSOC and MSOT) and provide SOF information enterprise voice, video, and data network services. The DST deploys with an MSOC (rein) as its intelligence capability. The DSTs can task-organize into multiple direct support elements with the ability to provide collection and analysis capabilities at the MSOT level or for independent intelligence operations as directed by the supported commander. The LST is tasked and designed to plug into the theater logistic support structure to coordinate MSOC logistic support through the TSOC. • The MSOC organic logistic capabilities can include limited ammunition support, embarkation; field-level/operator maintenance on boats, communications; generators, motor transport, and ordnance equipment; parachute rigging; and supply. The SOF EOD technicians enhance the MSOC with capabilities that include support and leadership of counter- improvised explosive device efforts, technical support and technical surveillance, sensitive site exploitation, and MARFORSOC support to theater CWMD efforts. • The JTACs provide firepower planning, coordination, and control capabilities for the application of aviation, direct and indirect, conventional, and USSOCOM-unique lethal and nonlethal fires and effects. • Multi-purpose canine operations (on and off leash) include explosives detection, man- tracking operations, and lethal attack, as well as MPC mission planning, and support to external agencies. • Cyberspace operations are the employment of cyberspace capabilities where the primary purpose is to achieve objectives in or through cyberspace. Marine Forces Special Operations Command’s primary role in cyberspace operations is supported and supporting as determined by the OPCON chain of command and approved via the concept of operations. Deployed MARSOF can support or be supported by cyberspace operations as approved by the respective OPCON commander. To prepare a cohesive SOF team for employment by the TSOC and CCMD, the base MSOC and its supporting elements combine to form an MSOC (rein) 180 days prior to deployment. Marine Special Operations Company Headquarters Marine Special Operations Team Command, Control, Communications Computers Support Team Intelligence Direct Support Team Combat Service Support Combat Support Service Augmentation --- Page 43 --- MCWP 3-05, Marine Corps Special Operations 5-1 CHAPTER 5. MARINE FORCES SPECIAL OPERATIONS COMMAND LOGISTICS United States Special Operations Command responsibilities are outlined in US Code, national strategic guidance, and other DoD directives. Special Operations differ from conventional operations in degree of strategic, physical, and political or diplomatic risk; operational techniques; modes of employment; and dependence on intelligence and indigenous assets. Title 10 U.S.C. §167, assigns CDRUSSOCOM Service-like responsibilities and authorities concerning all affairs relating to special operations activities. As such, USSOCOM implements national strategic guidance, validates global requirements, designs command and control structures, allocates resources to achieve strategic objectives, and assesses the effect of these decisions. The CDRUSSOCOM also exercises combatant command authority of all SOF. Title 10 U.S.C. §164 & §167 affords the CDRUSSOCOM, subject to the authority, direction, and control of the Assistant Secretary of Defense for Special Operations/Low-Intensity Conflict, unique authorities and responsibilities to conduct functions relating to special operations activities. The responsibility for developing and acquiring special operations-peculiar equipment, materials, supplies, and services belongs to USSOCOM. Congress gives SOF access to dedicated funding through Major Force Program-11 for special operations-peculiar equipment. Major Force Program-11 is significant in that it allows the SOF community to control resources and obtain items for special operations missions without having to appeal to Services for priority within the Service budget. Major Force Program-11 funded special operations-peculiar equipment is distinct from the service-common equipment used by general-purpose forces funded by the Services with Major Force Program-2. Support will be provided to theater-deployed SOF via USSOCOM Service component logistical infrastructures and in conjunction with theater Service components. The joint character of special operations necessitates support arrangements across the Services, with emphasis on unique support required to sustain independent and widely distributed operations. Marine Forces Special Operations Command works in coordination with the TSOC to ensure appropriate MARSOF are provided to meet operational requirements outlined by the respective CCDR. The CCDRs and their Service component commanders (e.g., Service component commands), in coordination with the TSOC, are responsible for ensuring effective and responsive systems are developed and provided for supporting assigned or attached SOF in their area of operation. Logistic support for MARSOF is the responsibility of the Marine Corps Logistics Command C2 structure, except where otherwise provided for by support agreements or other directives. This responsibility exists regardless of whether the MARFORSOC unit requiring support is assigned to the Service component, the TSOC, or a specific JTF. --- Page 44 --- MCWP 3-05, Marine Corps Special Operations 5-2 The CDRUSSOCOM is responsible for developing and acquiring special operations-peculiar equipment, materials, supplies, and services. This support will be provided to theater-deployed SOF via USSOCOM Service component logistic infrastructures and in conjunction with theater Service components. Unless stated otherwise, the TSOC is the supported commander for deployed MARSOF. The TSOC coordinates common-item logistic support with theater Marine Corps component commands based on requirements submitted in the MARFORSOC statement of requirement (SOR). Marine Forces Special Operations Command logistics support is often coordinated by the TSOCs and the CCMDs Service component with the CCMDs for support ranging from joint reception, staging, onward movement, and integration to basic life support based on the location of SOF operations. The theater Service component command is the supporting unit and will coordinate with Headquarters, United States Marine Corps to resolve logistic issues that cannot be solved at the component level. Theater Marine Corps component commands coordinate service- common logistic support with TSOCs and provide support options and limitations. Additionally, theater Marine Corps component commands: • Provide or coordinate Service-common logistic support and inform the CCMD of plans or changes in logistic support that would significantly affect operational capability or sustainability. • Plan, coordinate, and execute support for special technical operations conducted by, or in support of, Marine Corps forces through the CCDR. • Identify and coordinate required Marine Corps logistic support at the operational level. • Organize logistic support throughout the CCDRs AOR. • Develop agreements with other Service component commanders. • Participate in component command-level working groups. Deployed MSOCs have a very limited tactical-level organic logistic capability through the assignment of CSS personnel from the following logistic functional areas: aerial delivery, embarkation, general engineering, landing support, maintenance, motor transportation, parachute rigging, and supply. The LST is tasked to support the MSOC and conduct operational-level logistics in coordination with the TSOC, theater Service component command, and other theater support agencies. The unique composition and distributed employment of SOF present the supported CCDR with challenges in tailoring the operational-level theater support network resources to provide tactical- level logistic support and sustainment. Special operations forces are designed with lean logistic capabilities and are dependent upon combatant command theater support network resources for CSS and sustainment. The MARFORSOC is capable of sustainment for an initial 15-day period but relies on theater resources in all logistic functional areas beyond that initial entry period. The MARFORSOC commanders must submit comprehensive logistic support and sustainment requirements to TSOCs and theater Service component commands via a SOR that provides mission analysis and a detailed equipment density list. --- Page 45 --- MCWP 3-05, Marine Corps Special Operations 5-3 Statement of Requirements The COMMARFORSOC submits an SOR message to the appropriate TSOC and Service component no later than 90 days from deployment. Each SOR message requests TSOC coordination with the theater Service component command and CCDR concerning the development of a concept of logistic support for MARFORSOC. The SOR will identify the sustainment requirements for the deploying unit as Service-common or special operations-peculiar. Service-common items include standard military items, and the supplies and services provided by the Marine Corps to support and sustain its forces, including those assigned to the combatant commands. Items and services defined as Service-common by one Service are not necessarily Service-common for all other Services. Most MARFORSOC equipment is Marine Corps Service-common. Special operations-peculiar equipment is that material, supplies, and services required for special operations for which there is not a Service- common requirement. Typical Deployed Marine Special Operations Forces Sustainment The MARFORSOC identifies requirements for all classes of supply beyond the initial 15 days and rely upon the combatant command theater support network as identified or coordinated by the TSOC concept of logistics support. The MARFORSOC deploys with limited field maintenance capabilities. Secondary reparable and maintenance support above organic capability will be identified for coordination between the theater Service component command (Service-common) and TSOC (special operations-peculiar). The MARFORSOC deploys via inter-theater air and surface lifts, but is mission postured through intra-theater air and surface lifts. Both inter- and intra-theater lifts will be scheduled and coordinated via the time-phased force and deployment data process with and by the supported TSOC. Additionally, MARFORSOC relies on the TSOC and theater enablers to support its port handling or in-land transportation requirements. Lifts of opportunity, such as other Service air and surface craft, will be coordinated as needed and synchronized through the TSOC. The MARFORSOC deploys with limited tactical wheeled vehicles, non-standard tactical vehicles, and materials handling equipment. The MARFORSOC requirements for garrison mobile equipment, such as pick-up trucks, stake-bed trucks, and buses, are identified during mission analysis. The MARFORSOC deploys with limited engineer support capabilities, support requirements beyond organic capability will be identified to the TSOC and Service component command. The MARFORSOC deploys with a limited health service support capability (special operations independent duty corpsmen as well as other convention naval medical capabilities). The MARFORSOC health service support requirements beyond organic capability, including access to higher, adjacent, and supporting health service support capability and facilities, are identified to the TSOC and Service component command. The MARFORSOC deploys with a very limited organic services capability. Services support such as morale, welfare, and recreation; postal; disbursing; and access to religious activities are identified to the TSOC and Service component command. --- Page 46 --- MCWP 3-05, Marine Corps Special Operations 5-4 The MARFORSOC may deploy with a limited contingency contracting capability. Marine Forces Special Operations Command commanders have a working knowledge of contingency contracting and designate appropriate personnel to establish, maintain, and ensure the payment of local contracts, including the designation and training of a field ordering officer to establish or monitor contracts as a contracting officer’s representative and a paying agent to disburse the funds, including operational funds. Contracting requirements beyond organic capabilities and authorities are identified to the TSOC and Service component command. Non-standard Logistics Non-standard logistics involve the overt, covert (Presidential approval required), clandestine, or low-visibility provision of sustainment support, resources, supplies, and equipment to US or foreign personnel across a range of missions, particularly in denied areas. There are distinct differences between clandestine (concealing the action), covert (to hide the actor), and low- visibility (acknowledged activity but not advertised) operations. Generally, logisticians providing such sustainment remain cognizant of conventional logistics principles, such as supply chain management, but adapt existing tactics, techniques, and procedures, or develop new ones, to deal with unusual processes and requirements for acquisition (in compliance with Federal Acquisition Regulation and approved authorities), storage, funding, and transportation. The scale and diversity of support requirements, as well as the need to operate undetected in less-than-permissive environments, separates nonstandard logistics from conventional logistics. --- Page 47 --- MCWP 3-05, Marine Corps Special Operations 6-1 CHAPTER 6. MARINE FORCES SPECIAL OPERATIONS COMMAND AND MAGTF INTEROPERABILITY AND INTERDEPENDENCE As a MAGTF forms and prepares to deploy, the opportunities for MAGTF and SOF interoperability are numerous. This provides a force option unmatched in quality and capability in today’s complex operating environment. This level of interoperability between two elements with common Marine bonds facilitates multiple benefits in support of Service and SOF operations. The Marine Corps and MARFORSOC relationship is strengthened with collaboration and interoperability through Title 10 war games and large-scale exercises, creates a force option capable of rapid deployment and sustained presence. This mutually supporting relationship creates operational latitude and depth in capability while demonstrating resource efficiency through continued collaboration in SOF and service concepts, systems, and equipment. Annual participation in war games and exercises strengthens the bond and demonstrates the interoperability of the MAGTF and SOF. Additionally, collaboration in science and technology keeps both the Service and SOF on the leading edge of technology and weaponry procurement. This operational synergy is designed to produce rapid effects across the range of military operations in all environments blending “Any Clime and Place” and “Always Forward.” Marine Forces Special Operations Command can produce positive effects towards achieving the Nation's objectives when used correctly, as with all USSOCOM components, in coordination with the conventional force. Marine Forces Special Operations Command will apply a combination of direct and indirect approaches across the continuum of conflict. CONCEPTS AND PROGRAMS INTEGRATION Posturing the force to meet the defense challenges of today and the future, the Marine Corps and MARFORSOC conduct professional and information exchanges through wargaming, exercises, and experimentation. Today’s operating environment demands close integration of conventional forces, special operations, interagency, and multinational partners conducting the full range of military operations. Forward-deployed MAGTFs and MARFORSOC, operating within the same region, provide increased opportunity for interoperability between the Marine Corps and the special operations community (see Figure 6-1). Sharing common bonds, each force provides dynamic effects by projecting their characters and capabilities of expeditionary and special operations in support of the national security strategy. --- Page 48 --- MCWP 3-05, Marine Corps Special Operations 6-2 Figure 6-1. Example of MAGTF and MARFORSOC Areas of Integration and Interoperability. The seamless transition from concepts to forward-deployed operational relationships will progress through the following planned initiatives: • Deliberate and early integration of SOF planners in major Marine Corps exercises. • Deliberate and early integration of SOF planners in Service war games. Development of limited objective experiments focused on operational and capabilities integration in complex terrain and circumstances that explore relationships, information sharing, and equipment interoperability. Deliberate planning opportunities among the regional Service component command, Navy forces, and TSOC for security cooperation events. Having the ability to build partner-nation capacity while maintaining US interests abroad requires a comprehensive approach with a force that has the capability and depth to develop and sustain relationships in the region. As conventional Marine Corps forces and MARFORSOC continue to communicate, the integration process will mature and achieve tangible results. Crisis Response The national security strategy requires a rapid response to crisis, capable of protecting national interests and preserving lives. This makes the MAGTF and SOF a viable option, providing force and flexibility. The blend of expeditionary ethos, rapid planning processes, relevant regional knowledge, interagency relationships, and organic warfighting capability across the range of military operations provides an unmatched degree of readiness. In uncertain situations, the knowledge that a composite force can rapidly deploy and provide immediate effects provides the CCDR with a level of capability and confidence knowing that the initial response is appropriate and flexible. While providing immediate action, the continuous process of assessments is conducted to report the current situation with recommendations for follow-on actions during all CCMD Joint Task Force Navy ForcesTSOC SOF Amphibious Ready Group/MEU • Myriad opportunities in steady state and crisis response environments for conventional and special operations forces to leverage and augment each other in support of combatant commander theater security cooperation plans. • MARSOF is especially well positioned to enable connection between MEU and theater special operations command/special operations forces. MARSOF • Direct action • Security force assistance • Preparation of the environment • Foreign internal defense • Special reconnaissance Operational Synergy MAGTF • Tactical recovery of aircraft and personnel • Amphibious operations • Airfield/port seizure • Joint/combined operations • Stabilization activities --- Page 49 --- MCWP 3-05, Marine Corps Special Operations 6-3 phases. This demonstrates the synergy of the MAGTF and SOF. A forward-deployed SOF, with an established footprint, communicates the evolving situation to the MAGTF, which provides a sustained national response. SPECIAL OPERATIONS FORCES LIAISON ELEMENT United States Special Operations Command sources an amphibious ready group/Marine expeditionary unit (ARG/MEU) special operations forces liaison element (SOFLE) to coordinate and integrate SOF with conventional forces (CF) capabilities during the deployment of continental US-based ARG/MEUs. The SOFLE helps to provide and achieve greater mutual operational support in servicing combatant commander's (CCDR’s) objectives. Special forces liaison elements increase the awareness of requirements and ongoing operations between the ARG/MEU and SOF. The coordination and synchronization efforts of SOFLEs will help prevent friendly fire, enable information sharing, maximize opportunities, and maintain mutual situational understanding throughout current and future operations with the overarching intent of fostering and institutionalizing CF-SOF integration, interoperability, and interdependence. Conventional Force and Special Operations Forces Integration, Interoperability, and Interdependence Integration is the arrangement of military forces and their actions to create a force that operates by engaging as a whole. A CF, SOF, and partner integration can be specified further as the purposeful and synchronized arrangement of capabilities, authorities, and actions in support of national and theater strategic objectives. The required degree of integration varies over time and under different circumstances but is shaped by a thorough consideration of capabilities and limitations. Interoperability is the ability to operate in synergy while executing assigned tasks. It includes the ability of unifying action partners (including CF and SOF) and other stakeholders to exchange information, services, or actions to facilitate executing assigned tasks. Conventional forces, SOF, and partners must be interoperable, to some degree, to adequately integrate effects. Interoperability challenges will change based on the ends, ways, and means within the approach of the lead organization or command. The use of technology, procedures, and the exchange of liaison elements enhance the integration of desired effects when conducted at appropriate levels and with the right organizations. Interdependence is the purposeful reliance of military forces and other partners on each other’s capabilities, authorities, and actions to maximize synchronization and reinforce the effects of all. The required degree of interdependence varies over the range of military operations. Considerations can include time, phase, echelon, and environment or proximity. Conventional force and SOF contribute distinct capabilities to joint operations. Their interdependence is essential to overall operational effectiveness by enabling the joint force to present a seamless front to the enemy, and a united face to friends and partners. Enhanced interdependence enables a joint force to be more capable of preventing and deterring conflict, shaping the environment, prevailing in war, and succeeding in a wide range of contingencies. Integration and interoperability are subsets of interdependence. --- Page 50 --- MCWP 3-05, Marine Corps Special Operations 6-4 Command and Control During its training period, SOFLE personnel are under the OPCON of CDRUSSOCOM. Per the Global Force Management Allocation Plan or the Secretary of Defense Operations Book, OPCON of the SOFLE will transfer to the gaining CCMD upon entry into the CCDR’s area of responsibility. As a representative of the TSOC, the SOFLE will assist the ARG/MEU with information in support of CF-SOF planning and operations. Throughout the duration of deployment, the sourcing command (i.e., SOF component or headquarters USSOCOM) retains ADCON of the SOFLE. Marine expeditionary unit command element will retain ADCON of conventional Marine Corps Forces augmented to the ARG/MEU-SOFLE. Special Operations Forces Liaison Element Role The SOFLE informs the supported unit about supporting unit plans, intelligence, and current operations. The SOFLE gathers the same information about the supported unit and advises the supporting unit command to facilitate mutual understanding. The SOFLE understands that acceptable levels of risk may differ for SOF and CF CDRs. Provide real-time information on supporting unit status, capabilities, and current and future operations to the supported unit. The SOFLE informs the SOF and CF CDRs on current and future operations and maintains effective information flow between those units. Participate in SOF and CF planning efforts, update briefings, and conduct battle tracking during mission execution. The SOFLE also ensures SOF and CF efforts are effectively coordinated, integrated, and synchronized. Acknowledge the differences in SOF and CF rules of engagement and authorities. Additionally, the SOFLE works to deconflict SOF and CF operations to mitigate friendly fire risk through coordination of timing and sequencing of operations. Facilitate information sharing between SOF and CF units. Maintain and share staff estimates, assessments, and products. The SOFLE identifies and uses applicable mission command systems to facilitate current information sharing. The SOFLE identifies key points of contact from each unit and shares contact information across both organizations. Special Operations Forces Liaison Element Functions Monitor. Provide real-time information on SOF and CF unit status, capabilities, and current and future operations to the receiving unit’s leadership (as appropriate). Coordinate. Understand the staff processes of both organizations to stay involved and engaged. Advise. Provide the supported unit information and subject matter expertise points of contact on all matters relating to SOF capabilities, status, operations, and requirements. Assist. Integrate into supported unit’s staff and participates in battle-rhythm events and planning to serve as a conduit of information between the SOF and CF units. Special Operations Forces Personnel Requirements Figure 6-2 depicts a typical ARG/MEU composition. The SOFLE officer in charge (OIC) is a SOF- experienced lieutenant colonel or major equivalent. The OIC is a SOF leader with knowledge of current TSOC and US SOF (USSOF) operations, activities, and investments, and an understanding of USSOF capabilities, limitations, and disposition. The SOFLE OIC must have a current top secret/sensitive compartmented information clearance and special access program eligibility. --- Page 51 --- MCWP 3-05, Marine Corps Special Operations 6-5 Figure 6-2. ARG/MEU SOFLE Composition. The communications chief (comm chief) and technician (comm tech) are SOF-experienced communications operators. The comm chief is a staff non-commissioned officer (gunnery sergeant), and the comm tech is an SOF-experienced staff sergeant or above. Both the comm chief and comm tech should be familiar with SOF communications at the SOF tactical or operational level. The SOFLE communications team must have a working knowledge of communication security, information assurance, and their associated orders, policies, procedures, and requirements. The Marine Corps augments the ARG/MEU SOFLE with two E6/E5 Marines for the duration of the MEU's pre-deployment training program and throughout the deployment. The Marine Corps has agreed to source the Marine Corps SOFLE augments from the following occupational specialties: Communications, Intelligence Surveillance Reconnaissance Systems Engineer, and Basic Ground Electronics Maintenance. All members of the SOFLE communications team (SOF and CF) have a current top secret/sensitive compartmented information clearance and are USSOCOM information environment administrator compliant and meet all current USSOCOM requirements to serve as system administrators. Marine expeditionary unit liaison officer (LNO) to the TSOC. In accordance with the ARG/MEU SOR, the deployed MEU provides a LNO to TSOC headquarters or appropriate SOF forward deployed or subordinate headquarters. The MEU TSOC LNO participates in all ARG/MEU pre-deployment training program events and receives SOF-specific training in conjunction with the SOFLE’s training schedule. Before deployment, the MEU TSOC LNO establishes and develops relationships with identified TSOC E-6O-4/O-5 SOFLE Communications Technician Communications experience at tactical level. CompTIA Sec+. TS/SCI required. E-7 SOFLE Communications Chief Communications experience at tactical level. CompTIA Sec+. TS/SCI required. SOFLE OIC SOF experienced leader with understanding of SOF capabilities TS/SCI required. E-5/E-6 USMC Communications Chief Communications experience at tactical level. CompTIA Sec+. TS/SCI required. E-5/E-6 USMC Communications Chief Communications experience at tactical level. CompTIA Sec+. TS/SCI required. O-4 USMC MEU LNO to TSOC Identify, facilitate and coordinate CF/SOF I3 oppertunities --- Page 52 --- MCWP 3-05, Marine Corps Special Operations 6-6 headquarters. As the ARG/MEU transits theaters, the MEU CDR will position the MEU LNO as best determined to facilitate successful CF-SOF integration, interoperability, and interdependence. The MEU LNO to the TSOC: • Communicates ARG/MEU capabilities to the TSOC. • Educates and assists with ARG/MEU request for support process. • Identifies areas where SOF can enhance ARG/MEU operations, activities, and investments. • Identifies areas where ARG/MEU can enhance SOF operations, activities, and investments or meet SOF shortfalls. Special Operations Forces Liaison Element Mission-Essential Tasks USSOCOM provides the SOFLE to deploying ARG/MEUs to improve the ability to access and leverage the USSOCOM information environment, improve coordination with the respective TSOCs, and facilitate interdependent ARG/MEU/SOF operations, activities, and investments, to support combatant commands’ steady state and crisis operations. The following mission-essential tasks (METs) were derived to support the ARG/MEU-SOFLE’s mission. • OP [operational] 2.3 Gain and Maintain Situational Understanding (of TSOC common operating picture). The SOFLE will gain situational understanding through physical and virtual collaboration. The SOFLE will convene and/or participate in boards, bureaus, centers, cells, working groups, and planning teams to receive, review, discuss, and disseminate information related to the threat activity, operational environment, collection requirements and tasking, as well as assessments of joint force intelligence operations, product, and processes. • OP 2.3.5 Disseminate Operational Intelligence. The SOFLE will identify dissemination means, including personal contact, physical transfer, message traffic, web pages, e-mail, collaborative software applications, secure voice or fax, video teleconferencing, newsgroups, broadcasts, and tactical radio circuits. The SOFLE will develop baseline intelligence products and the exchanges necessary to create and maintain situational awareness to support general services operational awareness and for fusion into the joint common operational picture. • OP 5.1.1 Communicating Operational Information. The SOFLE will manage (determine, establish, direct, or control) the means used in sending or receiving operational information, and to use the DoD standard communication networks and modes, where possible, for obtaining or sending operational information. The SOFLE will send and receive operationally significant data from one echelon of command to another. • 5.4.4 Enable synchronization and Integration of Operations. The SOFLE assists the ARG/ MEU and SOF staff in the arrangement of land, air, sea, space, and SOF in time will have space and purpose to produce maximum relative combat power at the decisive point. Synchronization ensures all elements of the operational force, including supported agencies’ and nations’ forces are efficiently and safely employed to maximize their combined effects beyond the sum of their individual capabilities. This includes synchronizing support to a supported command. • TA 5.1 Provide C4 Systems, for the SOFLE. The SOFLE provides secure communications and automated information systems support, for the SOFLE, encompassing command and control and intelligence surveillance reconnaissance. --- Page 53 --- Glossary Section I. Abbreviations and Acronyms ADCON administrative control AFO advance force operations AOR area of responsibility ARG amphibious ready group C2 command and control CAO civil affairs operations CCDR combatant commander CCMD combatant command CDRJSOTF commander, joint special operations task force CDRTSOC commander, theater special operations command CDRUSSOCOM Commander, United States Special Operations Command CF conventional forces CJTF commander, joint task force COIN counterinsurgency COMMARFORSOC Commander, Marine Forces Special Operations Command CSO critical skills operator CSS combat service support CWMD countering weapons of mass destruction DoD Department of Defense DST direct support team EOD explosive ordnance disposal F3EAD find, fix, finish, exploit, analyze, and disseminate FID foreign internal defense FSF foreign security forces G-1 assistant chief of staff, personnel/personnel staff section G-2 assistant chief of staff, intelligence/intelligence staff section G-3 assistant chief of staff, operations and training/operations and training section --- Page 54 --- MCWP 3-05, Marine Corps Special Operations Glossary-2 G-4 assistant chief of staff, logistics/logistics staff section G-5 assistant chief of staff, plans/plans staff section G-6 assistant chief of staff, communications/communications system staff section G-7 assistant chief of staff, operations and training/operations and training section G-8 assistant chief of staff, resource management/resource management section G-9 assistant chief of staff, civil affairs/civil affairs staff section IDAD internal defense and development ITC individual training course JFC joint force commander JFSOCC joint force special operations component commander JP joint publication JSOTF joint special operations task force JTAC joint terminal attack controller JTF joint task force LNO liaison officer LST logistic support team MAGTF Marine air-ground task force MARFORSOC Marine Forces Special Operations Command MARSOF Marine special operations forces MCRP Marine Corps reference publication MEU Marine expeditionary unit MISO military information support operations MOS military occupational specialty MPC multi-purpose canine MSOC Marine special operations company MSOT Marine special operations team OIC officer in charge OPCON operational control rein reinforced --- Page 55 --- MCWP 3-05, Marine Corps Special Operations Glossary-3 SFA security force assistance SOC-FWD special operations command-forward SOCS special operations capabilities specialist SOF special operations forces SOFLE special operations forces liaison element SOO special operations officer SOR statement of requirement SOTF special operations task force TSOC theater special operations command US United States USG United States Government USSOCOM United States Special Operations Command UW unconventional warfare WMD weapons of mass destruction --- Page 57 --- MCWP 3-05, Marine Corps Special Operations Glossary-5 Section II. Terms administrative control Direction or exercise of authority over subordinate or other organizations in respect to administration and support. Also called ADCON. (DoD Dictionary) campaign A series of related operations aimed at achieving strategic and operational objectives within a given time and space. (DoD Dictionary) campaign plan A joint operation plan for a series of related major operations aimed at achieving strategic or operational objectives within a given time and space. (DoD Dictionary) civil affairs Designated Active Component and Reserve Component forces and units organized, trained, and equipped specifically to conduct civil affairs operations and to support civil-military operations. Also called CA. (DoD Dictionary). civil affairs operations Actions planned, coordinated, executed, and assessed to enhance awareness of, and manage the interaction with, the civil component of the operational environment; identify and mitigate underlying causes of instability within civil society; and/or involve the application of functional specialty skills normally the responsibility of civil government. Also called CAO. (DoD Dictionary) civil-military operations Activities of a commander performed by designated military forces that establish, maintain, influence, or exploit relations between military forces and indigenous populations and institutions by directly supporting the achievement of objectives relating to the reestablishment or maintenance of stability within a region or host nation. (DoD Dictionary) combatant command A unified or specified command with a broad continuing mission under a single commander established and so designated by the President, through the Secretary of Defense and with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called CCMD. (DoD Dictionary) combatant command (command authority) Nontransferable command authority, which cannot be delegated, of a combatant commander to perform those functions of command over assigned forces involving organizing and employing commands and forces; assigning tasks; designating objectives; and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. Also called COCOM. See also combatant command; operational control; tactical control. (DoD Dictionary) command relationships The interrelated responsibilities between commanders, as well as the operational authority exercised by commanders in the chain of command. See also combatant command (command authority); operational control; tactical control. (DoD Dictionary) conventional forces Those forces other than designated special operations forces Also called CF. (DoD Dictionary, part 2 of a 2-part definition). countering weapons of mass destruction Efforts against actors of concern to curtail the conceptualization, development, possession, proliferation, use, and effects of weapons of mass destruction, related expertise, materials, technologies, and means of delivery Also called CWMD. (DoD Dictionary) --- Page 58 --- MCWP 3-05, Marine Corps Special Operations Glossary-6 counterinsurgency Comprehensive civilian and military efforts designed to simultaneously defeat and contain insurgency and address its root causes. Also called COIN. (DoD Dictionary) counterterrorism Activities and operations taken to neutralize terrorists and their organizations and networks to render them incapable of using violence to instill fear and coerce governments or societies to achieve their goals. Also called CT. (DoD Dictionary) direct action Short-duration strikes and other small-scale offensive actions conducted as a special operation in hostile, denied, or diplomatically sensitive environments and which employ specialized military capabilities to seize, destroy, capture, exploit, recover, or damage designated targets. See also special operations; special operations forces. Also called DS. See also special operations; special operations forces. (DoD Dictionary) direct support A mission requiring a force to support another specific force and authorizing it to answer directly to the supported force’s request for assistance. See also general support. Also called DS. See also general support. (DoD Dictionary) general support Support given to the supported force as a whole and not to any particular subdivision thereof. See also direct support. Also called GS. See also direct support. (DoD Dictionary, part 1 of a 2-part definition.) guerrilla force A group of irregular, predominantly indigenous personnel organized along military lines to conduct military and paramilitary operations in enemy-held, hostile, or denied territory. (DoD Dictionary) intelligence operations The variety of intelligence and counterintelligence tasks that are carried out by various intelligence organizations and activities within the intelligence process. (DoD Dictionary) irregular warfare A form of warfare where states and non-state actors campaign to assure or coerce states or other groups through indirect, non-attributable, or asymmetric activities. Also called IW. (DoD Dictionary) joint force special operations component commander The commander within a unified command, subordinate unified command, or joint task force responsible to the establishing commander for recommending the proper employment of assigned, attached, and made-available-for-tasking special operations forces and assets; planning and coordinating special operations; or accomplishing such operational missions. Also called JFSOCC. (DoD Dictionary) joint special operations area An area of land, sea, and airspace assigned by a joint force commander to the commander of a joint special operations force to conduct special operations activities. Also called JSOA. (DoD Dictionary) joint special operations task force A joint task force composed of special operations units from more than one Service, formed to carry out a specific special operation or prosecute special operations in support of a combatant command campaign or other operations. Also called JSOTF. (DoD Dictionary) joint task force A joint force that is constituted and so designated by the Secretary of Defense, a combatant commander, a subordinate unified commander, or an existing joint task force commander to accomplish a specific mission. Also called JTF. (DoD Dictionary) --- Page 59 --- MCWP 3-05, Marine Corps Special Operations Glossary-7 Marine Special Operations Forces (See DoD Dictionary, special operations forces, for core definition. Marine Corps amplification follows.) Those Active Component Marine Corps forces designated by the Secretary of Defense that are specifically organized, trained, and equipped to conduct and support special operations. Also called MARSOF. military information support operations Planned operations to convey selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign governments, organizations, groups, and individuals in a manner favorable to the originator’s objectives. Also called MISO. (DoD Dictionary) multinational Between two or more forces or agencies of two or more nations or coalition partners. (DoD Dictionary) multinational force A force composed of military elements of nations who have formed an alliance or coalition for a specific purpose. Also called MNF. (DoD Dictionary) operational control The authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. Also called OPCON. See also combatant command; combatant command (command authority); tactical control. (DoD Dictionary) operational environment The aggregate of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander. Also called OE. (DoD Dictionary) security assistance A group of programs authorized by federal statutes by which the United States provides defense articles, military training, and other defense-related services by grant, lease, loan, credit, or cash sales in furtherance of national policies and objectives, and those that are funded and authorized through the Department of State to be administered by Department of Defense/Defense Security Cooperation Agency, which are considered part of security cooperation. Also called SA. (DoD Dictionary) security cooperation Department of Defense interactions with foreign security establishments to build relationships that promote specific United States security interests, develop allied and partner military and security capabilities for self-defense and multinational operations, and provide United States forces with peacetime and contingency access to allies and partners. Also called SC. (DoD Dictionary) security force assistance The Department of Defense activities that support the development of the capability and capacity of foreign security forces and their supporting institutions. Also called SFA. (DoD Dictionary) security forces Duly constituted military, paramilitary, police, and constabulary forces of a state. (DoD Dictionary) Service-common Equipment, material, supplies, and services including base operating support adopted by a Service to support its own forces and those assigned to the combatant commands. See also special operations- peculiar. (DoD Dictionary) special operations Activities or actions requiring unique modes of employment, tactical techniques, equipment, and training often conducted in hostile, denied, or politically sensitive environments. (DoD Dictionary) --- Page 60 --- MCWP 3-05, Marine Corps Special Operations Glossary-8 special operations forces Those Active and Reserve Component forces of the Services designated by the Secretary of Defense and specifically organized, trained, and equipped to conduct and support special operations. Also called SOF. (DoD Dictionary) special operations joint task force A modular, tailorable, and scalable organization composed of forces from two or more Military Departments designed to provide command and control of integrated, capable, and enabled joint special operations forces, normally commanded by a flag or general officer. Also called SOJTF. (DoD Dictionary) special operations-peculiar Equipment, material, supplies, and services required for special operations missions for which there is no Service-common requirement. See also Service-common, special operations. (DoD Dictionary) special reconnaissance Reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or diplomatically and/or politically sensitive environments to collect or verify information of strategic or operational significance, employing military capabilities not normally found in conventional forces. Also called SR. (DoD Dictionary) tactical control The authority over forces that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. See also combatant command; combatant command (command authority); operational control. Also called TACON. See also combatant command; combatant command (command authority); operational control. (DoD Dictionary) targeting The process of selecting and prioritizing targets and matching the appropriate response to them, considering operational requirements and capabilities. (DoD Dictionary) terrorism The unlawful use of violence or threat of violence, often motivated by religious, political, or other ideological beliefs, to instill fear and coerce individuals, governments or societies in pursuit of terrorist goals. (DoD Dictionary) theater special operations command A subordinate unified command established by a combatant commander to plan, coordinate, conduct, and support joint special operations. Also called TSOC. See also special operations. (DoD Dictionary) unconventional warfare Activities conducted to enable a resistance movement or insurgency to coerce, disrupt, or overthrow a government or occupying power by operating through or with an underground, auxiliary, and guerrilla force in a denied area. Also called UW. (DoD Dictionary) unified action The synchronization, coordination, or integration of the activities of governmental and nongovernmental entities with military operations to achieve unity of effort. (DoD Dictionary) weapons of mass destruction Chemical, biological, radiological, or nuclear weapons capable of a high order of destruction or causing mass casualties, excluding the means of transporting or propelling the weapon where such means is a separable and divisible part from the weapon. Also called WMD. (DoD Dictionary) --- Page 61 --- MCWP 3-05, Marine Corps Special Operations References-1 REFERENCES AND RELATED PUBLICATIONS Office of the Secretary of Defense Global Force Management Implementation Guidance 2023–2025 (Publication is SECRET) Department of Defense Issuances Joint Operating Concept for Irregular Warfare: Countering Irregular Threats Version 2.0 The National Military Strategy of the United States of America 2022 Quadrennial Defense Review 2014 Joint Issuances Joint Publications (JPs) 1, Vol 1 Joint Warfighting 3-05 Joint Doctrine for Special Operations 3-24 Counterinsurgency 3-26 Joint Combating Terrorism Miscellaneous DoD Dictionary of Military and Associated Terms NATO Issuance Allied Joint Publication (AJP) 3.5 Allied Joint Doctrine for Special Operations Navy Issuances Navy Warfare Publication (NWP) 3-05 Naval Special Warfare Navy Concept Naval Operations Concept 2010 --- Page 62 --- MCWP 3-05, Marine Corps Special Operations References-2 Marine Corps Issuances Marine Corps Doctrinal Publication (MCDPs) 1 Warfighting 1-0 Marine Corps Operations w/change 1,2,3 Marine Corps Warfighting Publications (MCWPs) 3-02 Insurgencies and Countering Insurgencies Marine Corps Reference Publications (MCRPs) 1-10.1 Organization of the United States Marine Corps 3-30.4 Multi-Service Tactics, Techniques, and Procedures for Conventional Forces and Special Operations Forces Integration, Interoperability, and Interdependence (CFSOF) Marine Corps Orders (MCOs) 1200.17E Military Occupational Specialties Manual 1500.53B Marine Air-Ground Task Force Staff Training Program Navy/Marine Corps Departmental Publication (NAVMC) 3500.97B Marine Raider Regiment Training and Readiness Manual 3500.12A Marine Raider Support Group Training and Readiness Manual Fleet Marine Force Reference Publication (FMFRP) 12-15 Small Wars Manual US Marine Corps Forces, Special Operations Command Order (MARFORSOCO) 2201 U.S. Marine Corps Forces, Special Operations Command Doctrine Program Miscellaneous Marine Corps Supplement to the DoD Dictionary of Military and Associated Terms Mattingly, Robert E. (Maj). Herringbone Cloak—G.I. Dagger Marines of the OSS (Washington, DC: Headquarters, US Marine Corps, History and Museums Division, 1989). Force Design Unit Training Management Program Updegraph, Charles L., Jr. Special Marine Corps Units of World War II (Washington, DC: Headquarters, US Marine Corps, History and Museums Division, 1972). Army Issuances Army Doctrine Publication (ADP) 3-05 Army Special Operations United States Army War College (USAWC) publication Clark, Mark A. (Lt. Col.). USAWC Strategy Research Project: Should the Marine Corps Expand its Role in Special Operations?, Carlisle, PA: US Army War College, 2003. --- Page 63 --- MCWP 3-05, Marine Corps Special Operations References-3 United States Special Operations Command (USSOCOM) Issuances Capabilities and Programming Guidance (2017–2021) Commander’s Memorandum for Education and Training Guidance, FY 2013–2016 Directive 10-1CC, Terms of Reference–Roles, Missions, and Functions of Component Commands Directive 350-1, USSOCOM Military Training Directive 525-52 Amphibious Ready Group/Marine Expeditionary Unit-SOF Liaison Element Program Multi-Service Concept for Irregular Warfare August 2006 US Congress, House, House Armed Services Committee. Posture Statement of Admiral William McRaven, USN, Commander, United States Special Operations Command. 113th Cong., 5 March 2013. Miscellaneous Lacey, Laura Hoffman. Ortiz: To Live a Man’s Life, 2nd Edition, Williamstown, N.J.: Phillips Publications, 2012.