1. Describe Army Special Operations Forces (ARSOF) Capabilities

2. CE: The Tower Instructor Notes: Slide 2: CE – The Tower
Learning Activity # 1 – Tower Building Activity
Outcome: The intended outcome for the Tower Building Activity is to demonstrate the necessity of Communication, Collaboration, and Team Strategy. This activity will illustrate the importance of collaboration and communication as it relates to SOF/CF Interdependence.
Grouping: Groups of 4 or 5
Materials: For this activity you need some building supplies such as:
Paper cups, plates, bowls
Popsicle sticks, coffee stirrers
Cheap pens or pencils
Construction paper or newspaper
Masking tape
Paper bags
 Setup: Before the activity, make packet of supplies for each group. The key is to divide the supplies unevenly, but place them in closed bags so participants cannot see that each group is getting a different set of supplies. Each group should have a lot of one supply, and only some of the other supply. For example:
Packet #1
1 roll of masking tape
10 paper cups
5 popsicle sticks
4 sheets of newspaper
Packet #2
12” strip of masking tape
25 paper cups
8 sheets of construction paper
Directions:
The participants will break into groups, receive supplies, and attempt to build the tallest free-standing tower possible. No talking during the activity. A student found talking will be removed from the group and asked to observe for the remainder of the activity.
After the students are divided into groups, ask for a representative from each group to come forward to receive instructions and materials. Each group receives one bag of supplies.
Instructor Activity Briefing: “This is an activity to work on communication, collaboration, and interdependence. The goal is to build the tallest free standing tower possible with the supplies provided.”
Be careful to introduce the activity without giving too much information or answering too many questions. The key is that each group will have a different set of supplies but the facilitator should make sure this is not immediately obvious. Once it becomes obvious, the facilitator should not discourage or encourage collaboration and sharing. Continue to monitor the no talking expectation. The majority of participants will assume that they should be competing against other groups. Do not provide any indication that the activity is, or is not a competitive event. You will address the competition point during the activity debrief based on each group’s choice to collaborate or compete.
Ask: “Are there any questions?” Be very general in answering questions from the representatives. If they have specific process questions, it may be helpful to say something like, “You have received all the instructions I can give you. You and your group will have to figure out the rest.”
Announce, “Each group will have 10 minutes to build their respective towers, ready, begin.”
Some groups will spend time coming up with a detailed strategy and others will just dive in. Some may start to notice that they don’t have much tape, or other groups have more popsicle sticks. Again, the facilitators should not answer questions and there should be no talking however, students may communicate through written messages (don’t tell them, let them figure it out) as this form of communication was not prohibited during the activity brief.
As they start to notice that other groups have different supplies, some will question, and some will resign themselves to the fact that it’s not fair and will continue to focus on working with what they have. Take plenty of notes, so that you can discuss their actions, problems, and successes during the activity debrief.
Debrief:
Because of the unequal distribution of the supplies, in order to build the tallest – free standing – tower possible, there was a need to merge teams, share supplies, and collaborate. This demonstrates the importance of interdependence for mission for success. Because the students were divided into groups, most students probably assumed that they were expected to compete against each other. In cases such as (divided into groups) very few participants would suggest that the groups collaborate or share supplies and even if someone in the group suggests it, it is unlikely that everyone will agree to it. Did this occur during your activity?
The facilitator should ask the following questions:
1. Raise your hand if you helped build a tower.
2. What worked well?
3. What challenges did you encounter?
4. Did you build the tallest tower you could? Why or why not?
5. Did you assume that you were only supposed to collaborate with those in your small group?
6. What would have been possible if you decided to share resources with the whole group?
7. Would you have had a taller tower?
8. Why didn’t you share resources?
If they did collaborate ask the following questions:
1. How did you come to the decision to collaborate?
2. What became possible once you made the decision to share resources?
3. What was challenging?
CE: The Tower

3. Publish & Process
Did your group accomplish the goal on "the Tower" activity? Why or why not?
What role did communication and cooperation play in your success or failure?

4. Outcome
At the conclusion of this lesson, the student will be able to identify typical ARSOF operational units and their core missions.
The student will understand key characteristics and capabilities for Special Forces, Civil Affairs, Psychological Operations, Army Rangers, Special Operations Aviation, and Special Operations Sustainment elements. The student will also be able to describe basic SOF/CF Interdependence considerations as they apply to training, planning, and operational situations.

5. Terminal Learning Objective
Action: Describe ARSOF Capabilities
Standards: Description Includes:
Identifying ARSOF Task Organization/Unit Composition
Identifying the Range of Operations for Special Operations Units
Identifying Special Forces Principle Tasks
Identifying MISO (Psychological Ops) Capabilities
Identifying Civil Affairs Core Tasks
Identify Ranger Regiment Operational Tasks
Identify SOAR Responsibilities
Identify SO Sustainment Structures/Support Relationships
Describing SOF/CF Interdependence Considerations
Level of Learning: Comprehension

6. Concept Map and Self-Assessment
The purpose of the "concept map" is to assist the student in focusing quickly on each element and summarizing the most important (or the most notable) "take-a- ways."
There is no "right" answer to this. Students need to quickly analyze the information about each element and decide for themselves what the key information is.
Students should use bullet points when capturing their "take-aways." This concept map will be of assistance during the practical exercise to come.
Self-Assessment
Take the time to scan the student self- assessment rubric.
This rubric is based on the ARSOF attributes - elements by which aspiring SOF candidates graded on and counseled on during the Special Operations qualification courses.
Review what it takes - in a classroom environment like this one - to be considered "Proficient," "Accomplished" or "Superior."
At the conclusion of the practical exercise, score yourself on the four attributes selected. If time permits, students can discuss the results.
The instructor/facilitator should distribute and explain the “concept map” to be used by the student during the GNI segment.
In addition, the instructor/facilitator should distribute and explain the self-assessment rubric to the students – allowing them a few minutes to scan the document. Students will self-assess after the Practical Exercise.

7. Special Forces ODA SF Principle Tasks: Unconventional Warfare (UW)
Foreign Internal Defense (FID)
Security Force Assistance (SFA)
Counterinsurgency (COIN)
Preparation of the Environment
Direct Action (DA)
Special Reconnaissance (SR)
Counterterrorism (CT)
Counter-Proliferation (CP) of Weapons of Mass Destruction (WMD)
(SFOD-A)
The primary operational element of a Special Forces company is the Special Forces Operational Detachment A(SFOD-A), also known as an "A Detachment" or "A-Team," which consists of 12 Special Forces Soldiers: 1 Officer (18A), 1Warrant Officer (180A) and 10 Noncommissioned Officers.
A Captain leads the 12-man team. Team members include a warrant officer, a team sergeant (E8), two noncommissioned officers (E6-E7) trained in each of the SF functional specialties of weapons, engineering, medical, communications, and one NCO trained in operations and intelligence.
All team members are Special Forces qualified and cross-trained in a number of team specialties and advanced skills. They are also multi-lingual. The A-Team is almost unlimited in its capabilities to operate in hostile or denied areas.
A-Teams can infiltrate and exfiltrate their area of operations by air, land, or sea.
An A-Team can operate for an indefinite period of time in remote locations with little or no outside support. They are truly independent, self-sustaining detachments.
A-Teams routinely train, advise, and assist other U.S. and allied forces and other agencies while standing by to perform other Special Operations as directed by higher authorities. A critical SF skill is their ability to, advise, assist, and direct foreign counterparts in their function up through battalion level.
In an SF company, one of the 6 A-teams is trained in combat diving and one is trained in military free-fall parachuting. Both are used as methods of infiltration. Some SF Company's have other specialty teams such as mountain, desert mobility, etc.
The detachment can serve as a manpower pool from which SF commanders organize tailored SF teams to perform specific missions.
SFOD-A Structure:
12-Man ODA Structure
1 x Detachment Commander (18A) 1 x Assistant Detachment Commander (180A) 1 x Operations Sergeant (18Z) 1 x Assistant Operations and Intelligence Sergeant (18F) 2 x Weapons Sergeants (18B) 2 x Communications Sergeants (18E) 2 x Medical Sergeants (18D) 2 x Engineer Sergeants (18C)

8. Civil Affairs Core Tasks
Civil Affairs Team
Civil Affairs Core Tasks
The five CA core tasks are as follows:
Populace and resources control (PRC).
Foreign humanitarian assistance (FHA).
Civil information management (CIM).
Nation assistance (NA).
Support to civil administration (SCA).
The mission of Civil Affairs (CA) forces is to mitigate or defeat threats to civil society and conduct responsibilities normally performed by civil governments across the range of military operations by engaging and influencing the civil populace and authorities through the planning and conducting of Civil Affairs Operations (CAO).
The 95th CA Brigade (Airborne) is commanded by an O-6 and headquartered in Fort Bragg, NC. The mission of the 95th CA Brigade is to rapidly deploy regionally focused, language capable, initial-entry CA Planning Teams, Civil Military Operations Centers, CA battalions, and CA companies to plan, enable, manage, and execute CAO in support of Geographic Combatant Commander (GCC) objectives.
CA provides expertise on the civil component of the operational environment. A commander uses CA capabilities to analyze and influence the indigenous populations and institutions through specific processes, dedicated resources, and personnel. As part of the commander’s Civil Military Operations (CMO) element, CA units conduct operations nested within the overall mission and intent.
CA significantly helps ensure the legitimacy and credibility of the mission by advising on how to best meet moral and legal obligations to the people affected by military operations.
The key to understanding the role of CA is to recognize the importance of leveraging each relationship between the command, and individuals, groups, and organizations in the operational environment to achieve a desired effect. For example, across the range of military operations, a CA Company can support Joint Special Operations Task Force (JSOTF) operations and/or Brigade Combat Teams conducting contingency operations.
Civil Affairs base operational element is the CA Team (CAT). The CAT is composed of a Team Leader (O-3), Team Sergeant (E-7), Civil Affairs NCO (E-6), and a Medical Sergeant (E-6).
In addition to those above, CATs support Special Forces Companies and SFODAs during the conduct of their Principal Tasks, conduct civil military engagement, and participate in theater security and cooperation exercises and engagements.

9. Tactical Psychological Operations Team (TPT)
Psychological Operations (PSYOP) conduct Military Information Support Operations (MISO). You may see either of these identifiers used. PSYOP/MISO forces provide and obtain information and influence through five capabilities:
Interacting, directly and indirectly, with foreign friendly, neutral, adversary, and enemy TAs for persuasive & psychological effect.
Publicizing U.S., friendly, and coalition military activities to inform and influence foreign audiences.
Publicizing civil-military operations (CMO) and activities.
Developing information programs in support of a HN government or U.S. country team public diplomacy programs.
Disseminating public information to support lead Federal agencies in response to domestic man-made & natural disasters.
The 4th and 8th Military Information Support Operations Groups are headquartered in Fort Bragg, NC.
These groups provide fully capable Psychological Operations forces to Combatant Commanders, U.S. ambassadors, and other agencies to synchronize plans and execute influence activities across the range of military operations. The 1st Special Forces Command (A) can rapidly deploy Psychological Operations units worldwide in support of SOF and conventional military forces.
Psychological Operations' disseminates information to foreign audiences in support of U.S. policy and national objectives. Used during peacetime, contingencies, and declared war, MISO activities are not forms of force, but are force multipliers that use nonviolent means.
The ultimate objective of MISO is to convince enemy, neutral, and friendly nations and forces to take action favorable to the U.S. and its allies. MISO support national security objectives at the tactical, operational, and strategic levels of operations.
MISO may be conducted as part of all special operations if appropriate to the mission and situation. Psychological Operations units conduct MISO in support of all Special Operations Core Activities.
The smallest organizational PSYOP element is the Tactical PSYOP Team (TPT). A TPT generally consists of:
PSYOP Team Chief (E5/E6)
Assistant Team Chief (E4/E5)
Gunner/Assistant (E4)

10. Ranger Platoon
Rangers plan and conduct special military operations against strategic and operational targets in pursuit of national or theater objectives. The operational tasks include:
Rangers perform complex infantry missions that conventional units may lack the specific expertise to perform.
Ranger direct-action operations are usually deep penetration raids or interdiction operations against targets of strategic or operational significance.
Ranger direct-action operations may be conducted during low-intensity conflicts within an operational environment of conventional or coalition units
Ranger forces conducting direct-action operations may—
Seize, destroy, or capture enemy forces or facilities.
Perform reconnaissance to assist in finding and fixing targets.
Recover designated personnel or equipment in hostile, denied, or politically sensitive areas.
Exploit sensitive material and targets to locate follow-on objectives.
The 75th Ranger Regiment is commanded by a specially selected O-6 and headquartered at Fort Benning, GA. The Regiment is composed of three Ranger Battalions and a Special Troops Battalion.
The Special Troops Battalion has four companies noted as a reconnaissance, communications, intelligence, and operations company.
Ranger Platoons and Companies are similar to Army infantry units in size and organization. A Ranger Battalion is similar in size and organization to a standard Army Infantry Battalion except for a support company, which is organic to the Ranger Battalion.
The Ranger Regiment can deploy one Ranger Battalion and a Regimental C2 element within 18 hours of alert notification. The flexibility of the Ranger Force requires it to perform under various command structures.
The force can work unilaterally under an Army Corps, as a part of JSOTF, as an Army Special Operations Task Force (ARSOTF), or as an Army component in a Joint Task Force (JTF).
The 75th Ranger Regiment plans and conducts Joint Special Operations in support of U.S. policy and objectives. These Joint Special Operations primarily consist of; direct-action missions to capture or destroy critical enemy nodes and facilities, or recover designated seizing lodgments under hostile or uncertain environments. The cornerstone of Ranger missions is the direct action raid.
Rangers are the premier raid and airfield seizure unit in the Army. In order to remain proficient in all light infantry skills, Ranger units focus their training on mission-essential tasks that include movement to contact, ambush, reconnaissance, airborne and air assaults, and hasty defense.

11. Special Operations Aviation Regiment (SOAR)
SOAR responsibilities in support of ARSOF Core Activities include the following:
Infiltrate, sustain, and exfiltrate U.S. SOF
Insert and extract SOF land and maritime assault vehicles
Conduct direct action, close combat attack, and close air support operations using organic attack helicopters to provide aerial firepower and terminal guidance for precision munitions, unilaterally or with other SOF elements.
Provide forward air control for U.S. close combat attack, multinational close air support, and indirect fires.
Conduct special reconnaissance missions.
Conduct intelligence, surveillance, reconnaissance, and target acquisition.
Perform emergency air evacuation of SOF personnel
Conduct SO water insertion and recovery operations.
Support & facilitate ground/aerial C2, communication/computer systems, reconnaissance, and intelligence operations.
The 160th Special Operations Aviation Regiment (SOAR) is the Army’s only Special Operations aviation unit. The Regiment, commanded by an O-6, is comprised of a regiment headquarters and headquarters company, and four Special Operations Aviation Battalions. The SOAR supports ARSOF Core Activities by providing short, medium, and long range infiltration or exfiltration of SOF, aerial resupply, armed escort, reconnaissance, fire support, CAS, and airborne command and control (C2). The 160th SOAR Battalions are regionally orientated to specific GCC. The battalions operate three types of aircraft, the MH/AH-6, MH-60, and the MH-47. Each battalion has a strategic composition of these light, medium, and heavy helicopters, modified to meet special operations mission requirements.
The MH47 conducts overt and covert infiltration/exfiltration, air assault, resupply, and sling operations over a wide range of environmental conditions. The aircraft can perform a variety of other missions including shipboard operations, platform operations, urban operations, water operations, parachute operations, FARP operations, mass casualty, and combat search and rescue operations.

12. Special Operations Sustainment Element
ARSOF Sustainment Structures are lean and unable to provide all sustainment functions required to support ARSOF missions. ARSOF sustainment structures are designed to perform the following tasks:
Enable expeditionary ARSOF missions.
Deploy early and rapidly.
Collocate and habitually train with the supported unit.
Fill immediate and critical logistical requirements with organic formations.
Provide the capability to plug into theater of operations logistics structures, therefore achieving required logistics staying power.
Tie the Army SO units to the operational theater of operations support structure.
Support Relationships - ARSOF operating and logistical structures differ vastly from Army conventional forces.
The SFGs , Ranger Regiment, and ARSOAC have organic direct support capability.
The CA brigade and MISOC do not possess any organic direct support assets.
The CA brigade and MISOC will be supported through their task organization’s direct support elements.
For all ARSOF units, the direct support arrangement is METT-TC driven.
The 528th SB(SO)(A)’s mission and structure is significantly different from a conventional force Army sustainment brigade and primarily supports ARSOF globally, through planning, synchronizing, and integration of operational logistics.
The 528th force structure differs from a standard sustainment brigade. The Brigade is composed of only 1,200 personnel. The 528th is maybe limited in the equipment area, but has a large number of highly skilled subject matter experts (SME) with non-standard skillsets. The unit also provides ARSOF Liaison Elements (ALE) to each Theater Special Operations Command (TSOC). The ALE’s are led by a LTC except for Korea which has a MAJ as the chief.
The 528th SB(SO)(A) ALE established within each CCDR’s AOR is a key strategic- and operational-level logistics planner for ARSOF missions. Within the adaptive planning and execution (APEX) joint logistics planning process, at the combatant command level, planning begins with the receipt of strategic guidance and continues as the CCDR conducts mission analysis. The ALE, in concert with the 528th SB(SO)(A)’s Plans Section, TSOC J-4, and ASCC G-4, assists with establishing and updating a standing logistics estimate of each theater of operations derived from the theater of operations logistics overview. The ALE remains integrated in the CCDR’s, TSOC’s, and ASCC’s logistics planning processes during plan development and assessment. The 528th SB(SO)(A) Operations Division, Plans Section, establishes logistics and FHP planning conferences during the planning and preparation phase to develop the operational-level ARSOF concept of support in concert with deploying ARSOF sustainment planners, to include the GSB, RSOD, and brigade S-4s.
The 528th also has a Special Operations medical detachment with a structure similar to a forward surgical team with critical care capabilities.
The unit has a Signal Battalion (112th SIG BN) that specializes in and supports SOF communications. The 122th SIG BN actually has the most robust equipment set in the brigade.
Headquartered at Fort Bragg, NC, the 528th Sustainment Brigade sets the operational level logistics conditions to enable ARSOF operations worldwide using ARSOF Support Operations (ASPO) Teams, Special Operations Resuscitation Teams (medical/surgical), ARSOF Liaison Elements, and exceptional signal support capabilities from the 112th Special Operations Signal Battalion. The 528th Sustainment Brigade is responsible for providing logistical, medical, and signal support for ARSOF worldwide. The Brigade is capable of deploying up to three Army Support Operations Teams in support of three ARSOF-based Joint Special Operations Task Forces.
The unit also provides ARSOF Liaison Elements (ALE) to each Theater Special Operations Command (TSOC). The ALE’s are led by a LTC except for Korea which has a MAJ as the chief. The ALE, in concert with the 528th SB(SO)(A)’s Plans Section, TSOC J-4, and ASCC G-4, assists with establishing and updating a standing logistics estimate of each theater of operations derived from the theater of operations logistics overview. The ALE remains integrated in the CCDR’s, TSOC’s, and ASCC’s logistics planning processes during plan development and assessment.

13. ARSOF/CF Interdependence Considerations
Relationships: Establish rapport and enduring relationships with partner organizations.
Education: Inculcate SOF education in CF PME to inform CF personnel (all cohorts and levels) on SOF force structure, roles, operations, capabilities, limitations, integrated planning, and enhance SOF/CF Interdependence.
Training: Institutionalize SOF/CF Interdependence through combined training opportunities. Integrate and train SOF/CF forces early and often, before conducting actual operations. Conduct SOF/CF integrated training at home station, during pre-deployment, exercises, FTXs, and during Combat Training Center (CTC) rotations. In addition, continue to conduct integrated training, while deployed to include combat deployments.
LNOs: Employ liaison personnel in each other’s centers, schools, and units (as many levels as possible).
Mission Command: Clearly define and articulate Mission Command relationships.
Planning: Integrate planning and intelligence efforts to enhance operations and alleviate misunderstandings. Special Operations must be considered during planning of all Unified Land Operations.
Operations: Understand the capabilities, strengths, and limitation of each force and apply this knowledge to the current situation and operational environment as an operational advantage.
“Conventional Forces (CF) will need to develop and retain the ability to task organize at increasingly lower levels to execute “small footprint” operations. This includes conducting training between Special Operations Forces (SOF) and CF units and improving the mission command and interoperability of small unit CF. Additionally, regionally aligned CF unit participation in SOF training venues will improve interoperability and support the Army vision.”
“Training at all levels, but especially at the battalion and brigade echelons, must integrate and reinforce the interoperability of Conventional Forces and SOF, in addition to training with other Services, Interagency, Intergovernmental, and Multinational Forces as we rebuild skills to support the full range of operations.”
- Army Strategic Planning Guidance- Army Strategic Planning Guidance

14. Develop
Why is it important for a conventional force (CF) officer to understand basic SOF capabilities and activities?
How does training play a key role in SOF/CF interdependence? Be prepared to explain your reasoning.
Special Operations Forces and Conventional Forces Integration, Interoperability, and Interdependence (SOF/CF I3) definitions were derived from the Chairman of the Joint Chiefs of Staff, Joint Irregular Warfare Assessment for SOF/CF I3 (April 2015):
Integration: The purposeful and synchronized arrangement of SOF and CF under a Joint Force Commander to create a unified Joint Force that plans and conducts military campaigns and operations as a whole to achieve national and theater strategic objectives.
Interoperability: The ability of SOF and CF systems, units, and forces to exchange information and services to operate in synergy in the execution of an assigned task.
Interdependence: The purposeful reliance by CF and SOF on each other’s capabilities to maximize the complementary and reinforcing effects of both; the required degree of interdependence varying over time under different circumstances.
Why is it important for a conventional force (CF) Officers to understand basic SOF capabilities and activities?
A few reasons supporting Officer knowledge of SOF/CF Interdependence are as follows:
1. "Special Operations" is now and Army Core Competency (What the Army is responsible for providing to the Joint Force).
2. ADP/ADRP 3-05 Special Operations is Army doctrine, not Special Operations doctrine and represents 1 of 15 Army Doctrinal publications known as Doctrine 2015.
3. As of May 2015, the Army is on the verge of receiving its 7th Warfighting Function (7th WfF) "Engagement." The Army Special Operations is the proponent for the Engagement WfF.
4. As the CSA has stated, "SOF and CF work better together than apart."
5. Army Strategic Planning Guidance (ASPG) 2013:
(Near-Term) Continue to Increase the Integration of Conventional Forces and Special Operations Forces. Conventional forces (CF) will need to develop and retain the ability to task organize at increasingly lower levels to execute “small footprint” operations. This includes conducting specific training between Special Operations Forces (SOF) and CF units and improving the mission command and interoperability of small unit CF. Additionally, regionally aligned CF unit participation in SOF training venues will improve interoperability and support the Army vision. Conversely, Army SOF should assist in developing the means to enable and enhance SOF/CF interdependent operations that will be done in a networked mission command environment.
6. The Army Training Strategy (2012):
Central to decisive action is the ability to effectively integrate conventional forces with Special Operations Forces (SOF). Training at all levels, but especially at the battalion and brigade echelons, must integrate and reinforce the interoperability of conventional forces and SOF, in addition to training with other Services, Interagency, Intergovernmental, and Multinational Forces as we rebuild skills to support the full range of operations.
7. Army Posture Statement (2012):
“As Army regular forces become available, they will increasingly integrate with Army Special Operations Forces to promote trust and interoperability with allies and build partner-nation capacity where mutual interests are at risk from internal or external enemies.
8. Gen. Raymond Odierno Addresses SOF/CF Interdependence in November 2012 interview:
Fighting for funds in an era of serious fiscal constraints and strategic uncertainty, the two ground force providers have teamed up with Special Operations Command to form something called the Office of Strategic Landpower, according to the Army’s top officer. As Odierno has said multiple times in the past, the Army wants to expand on its 10 years of sharing the battlefield with Special Operations forces in the hope of generating greater “SOF-conventional force interdependence,” especially when it comes to training and mentoring foreign forces.

15. Practical Exercise Generic scenario (Africa) - 7 student groups
Each group will be assigned a different army element to role play, and will address the scenario and the required tasks from the perspective of that element. The elements are:
Infantry Battalion
SF ODA
CA Team
Psychological Operations Team
Ranger Platoon
MH-47 helicopter element from SOAR
Special Operations sustainment (ARSOF Liaison Element - ALE)
Each group, using the PE scenario and the list of required tasks, will identify any tasks for which their assigned element would take the primary lead AND any tasks that their assigned element would play a supporting role in.
The groups will present their findings to the entire class - allowing for discussion and/or explanation for their choices.
The instructor/facilitator will identify areas of SOF/CF interdependence that would require coordination/communications AND any areas of conflict (ie., potential confusion as to who would be the lead element for a particular task).