Elite unit news thread

[Dominique]

I'll be posting news items on current SOF unit operations here. I figure you can use them as source material for modern day campaigns.

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Raid shows risks in new tactic to hunt al-Qaeda

By Tom Vanden Brook, USA TODAY

WASHINGTON — When the two Army Rangers slipped inside the house of suspected assassins in the dark on Christmas morning in Mosul, they expected a fight. They got one.

Two gunmen, using an 11-year-old boy as a shield, confronted the soldiers. One, a Ranger staff sergeant, shot them dead with his rifle. The boy was unharmed, according to an Army document that outlined the assault.

That clash — recounted to USA TODAY by four of the Rangers involved and confirmed by the military command in Baghdad — kicked off what U.S. military officials say was a 17-hour firefight that resulted in the deaths of 10 al-Qaeda in Iraq insurgents, including the head of an assassination cell, a financier and a military leader. At least one fighter was from Saudi Arabia, according to the military account of the raid. Intelligence gleaned from the fight led to 10 follow-up operations, the Rangers' commander said.

The Dec. 25 raid occurred in what military officials say has become the most dangerous part of Iraq — Mosul and surrounding areas, about 200 miles north of Baghdad. The assault was a preview of a U.S.-led campaign to root out insurgents in Mosul and Diyala province who have targeted those who cooperate with Americans. It was part of a broader operation that led to the combat deaths of nine U.S. soldiers last week in Diyala.
Taken together, the episodes show that beyond the threat posed by insurgents' roadside bombs, U.S. troops still face tough fighting in Iraq.

"The operation in Mosul is part of a plan to pursue al-Qaeda in Iraq tenaciously," Gen. David Petraeus, the U.S. commander of U.S. forces in Iraq, said in a statement. "Though we have dealt serious blows to al-Qaeda this past year, its elements remain lethal and we must keep the pressure on them."

As the counterinsurgency strategy and the addition of 30,000 troops into the Baghdad area last year has helped to quiet much of the capital, insurgents have moved to the north and east, where fighting, as the Dec. 25 raid showed, can be fierce. More than half of all attacks in Iraq now occur in the north, according to the U.S. military command in Baghdad.
In December, there were about 600 attacks on coalition troops each week. In northern Iraq, there are about 210 attacks a week. That's down about 40% compared with this time last year, but attacks in the north have declined at a lower rate than for Iraq as a whole. Nationwide, attacks are down 60%.

Last Tuesday, the military announced a major offensive, called Operation Phantom Phoenix, against al-Qaeda in Iraq in the Mosul area. About 24,000 U.S. troops and more than 130,000 Iraqi security forces are taking part.
"Mosul is a key strategic crossroads for the al-Qaeda both from a financing point of view and foreign-fighter facilitation networks," said Navy Rear Adm. Greg Smith, spokesman for the command in Baghdad, who confirmed the Rangers' account of the Dec. 25 fight.

"It's the one area in the north that al-Qaeda really wants to hang onto, as well as Diyala," Smith said.

Many attacks on Baghdad, he said, have been staged from Diyala.
Mosul, a city with a population of 1.8 million, is a mix of Sunnis, Shiites and Kurds.

Al-Qaeda in Iraq, made up of homegrown Sunni extremists and some foreign fighters, may find blending into the population easier in Mosul, where there are fewer U.S. troops to force them from hiding than in Baghdad, said Michael O'Hanlon, a military analyst at the Brookings Institution.
Engagements such as the Dec. 25 raid may reflect the future of security crackdowns in Iraq, he said.

"Al-Qaeda is adaptive," O'Hanlon said. "They recognized American forces are relatively lacking in Mosul. It is sobering because it reminds us of the difficulty of dealing with these people nationwide. It also underscores how much we're still needed there. It tells you about the adaptability of the enemy and tenuousness of progress."

A tip about assassins
The Rangers involved in the Dec. 25 raid spoke with USA TODAY by video conference from Mosul and Baghdad. Rules established for special operations units prohibit the use of last names of its elite troops.
A tip prompted the Christmas raid, said Blake, the Rangers' company commander, a 32-year-old major from Manassas, Va. An Iraqi man had reported seeing al-Qaeda terrorists execute a man in public. The witness told U.S. troops where the extremists had gathered.

A few hours later, at 2:04 a.m., Pete, 26, of Marlboro, N.J., and his fellow Rangers, with M-4 rifles and night-vision goggles, arrived at the suspected insurgents' doorstep.

"You don't go into anything thinking the best-case scenario," Pete said. "Anytime you go through a door, you're expecting someone there with a gun waiting on you. Or someone with a suicide vest, grenade or whatever their weapon of choice is at that particular time. You're always thinking for the worst."


Six minutes later, he had killed the two gunmen, Pete said, and Rangers had found 10 women and children huddled in the back of the house. The Iraqis conflicting accounts of how many men remained in the house made the soldiers suspicious.

Lashaun, 27, a sergeant first class from Chester, Va., searched a bathroom and noticed a nylon strap protruding from the bottom of a shower basin.

"That's when I called in Pete and told him to help hold security on the shower basin as I pulled the strap out of the floor," Lashaun said. "That's when the basin came up and revealed a hidden passageway to a hidden bunker."

When he rolled back a concrete block that was sitting on rails, gunfire erupted. Pete estimated the entrance at 2-by-2 feet, barely large enough for a Ranger with 45 pounds of gear to pass through. Lashaun and Pete fired into the hole and backed out of the room.

Pete tossed in a grenade.

After the grenade exploded, the Rangers moved back into the shower room, Lashaun said. Suddenly, he said, grenades started flying back at them.

Lashaun said he saw one grenade bounce, so he and another Ranger dove through a door before it exploded. Pete and the Ranger retreated to a different room.

Blake, the company commander, said the soldiers had split into two groups of nine each. Gunfire from the insurgents poured out of the bathroom, while Lashaun's Rangers fired back.

Pete figured bullets passed within 1 foot of him. "I was really stuck basically in a crossfire," he said.

Meanwhile, Lashaun hustled the women and children toward safety over a courtyard wall.

"He's risking his life, taking enemy fire, while he's literally extending himself and pushing women and children over the wall," Blake said.

Lashaun then linked up with two Rangers, re-entered the house and fired into the bathroom. One insurgent came around the corner, Lashaun said, and the Rangers killed him "right there on the spot."

As the Rangers tried to move into the shower room, "another guy came up out of the hole," Lashaun said. The Rangers shot him dead.

"After that we came to the conclusion that we need to get out of the house," Lashaun said.

Their commander agreed.

Blake ordered the split-up forces to pull back so they could regroup. Residents in neighboring homes were evacuated.

A call for an airstrike

The Rangers then called for an airstrike.

An AC-130 gunship swooped above the house. The plane, whose two models are known as "Spooky" and "Spectre," is a workhorse for Air Force Special Operations.


At 3:05 a.m., its crew fired five 105mm rounds from a cannon into the house. Delayed fuses allowed the shells to penetrate the roof and explode near the bunker.


"I called that fire onto the house and watched every single one of those rounds as precision as I've ever seen it," Blake said.

They waited until 9 a.m. before re-entering the house, according to a timeline provided by the military.


The task of re-entering the house fell to J.R., a 26-year-old first lieutenant from Thomaston, Ga. Pete volunteered to join him.
Inside the house, they found two dead insurgents wearing unexploded suicide-bomb belts.

They moved downstairs, where a wall concealed the concrete bunker. J.R. spotted a man there wearing a vest and holding a pin in his hand.

He sensed that there might be others. J.R. began shooting and backing out as the man yanked on the pin.

"His vest detonated, clouding the whole area with dust," J.R. said.

They dropped a grenade in the basement.

"No noises or sounds were made after that grenade," J.R. said.

They dropped another grenade inside the bunker and left the house.

"We then moved back inside the house again to see if there were any more enemy (killed) or any movement inside the house," he said. "We decided to go down inside the basement to ensure there were not any more enemy personnel down there."

J.R., Pete and another Ranger found two dead insurgents and another crawling away, pulling on a pin. It might have been a suicide vest or another grenade, Pete said.

Their suicide vests look like a cummerbund, the garment men wear with tuxedoes.

The Rangers shot him, Pete said.

They heard more voices, saw more movement.

J.R. ordered the Rangers out of the house and called Blake.

"At this point, we have eight enemy killed in action that we have engaged," Blake said. "Four of those we have confirmed the wear or use of a suicide belt."

There still may have been three more insurgents inside.

Blake called in "a little bit more firepower," he recalled.

They cleared the neighborhood before two Air Force F-16 fighter jets arrived.

At 11:15 a.m., the warplanes dropped two, 500-pound, satellite-guided bombs on the house, destroying it.

Al-Qaeda on the move

The Mosul raid, Smith said, is part of the military's effort to maintain pressure on al-Qaeda and force members to try to survive rather than carry out attacks.

"What we've seen with al-Qaeda is the ability to regenerate," Smith said.

"It's hard to say specifically whether this particular operation on Christmas Day caused significant degradation to (al-Qaeda in Iraq's) presence in Mosul, but it sure will hurt them in the short term."

Last week, the military identified one of those killed as Haydar al-Afri, a senior leader of al-Qaeda in Iraq for western Mosul, who allegedly had planned attacks against U.S. and Iraqi forces.

Dakota Wood, a military analyst at the Center for Strategic and Budgetary Assessments, predicts difficult fights will continue in northern Iraq until U.S. commanders commit more troops, or more Iraqi soldiers backing U.S. troops become competent.

Al-Qaeda terrorists will keep moving to where the U.S. troop presence is lightest, Wood said.

"It's a consequence of not having enough boots on the ground," Wood said.

"If you have enough force, you can handle all the trouble spots simultaneously," he said.

[Dominique]

JTF-2 plans $220M move
Counter-terrorism unit expected to vacate Dwyer Hill for Trenton
David Pugliese, with files from Jessey Bird
The Ottawa Citizen

Tuesday, January 22, 2008

The Canadian military has earmarked $220 million to build a new base for the Joint Task Force 2 counter-terrorism unit, with plans calling for the secretive formation to move out of Ottawa sometime after 2010.

Defence Construction Canada, a Crown corporation that handles the Defence Department's building needs, is asking for "expressions of interest" from contractors and consultants for the development of what it calls a multi-functional training and administrative campus.

The new facility is to be in "Eastern Ontario," with the specific location considered secret at this point, according to the information provided so far to construction and engineering contractors. But Chief of the Defence Staff Gen. Rick Hillier has recommended to cabinet that JTF2's new base be located at Canadian Forces Base Trenton.

Public Works and Government Services Canada has already purchased three properties adjacent to CFB Trenton for the Defence Department.

Those total just under 130 hectares. Another 270 hectares are also being looked at for purchase.

"It's a number of properties that we're continuing to negotiate with," said Public Works spokeswoman Meeta Bhimani.

Contractors have been told the new site will consist of indoor and outdoor training areas, storage and maintenance facilities, residence and food service buildings, a swimming pool and recreation centre, and a shooting range. It still hasn't been decided whether a single building or a number of facilities will be needed to house the 600-strong unit.
The Defence Department would not comment yesterday on the new training facility.

JTF2 is currently located at Dwyer Hill and Franktown roads, but the unit has outgrown the 80-hectare location.

A decade ago, JTF2's officers warned the senior military leadership that the site was too small and told them the force should relocate.

In 2005, Lt.-Gen. Marc Dumais acknowledged to the Senate defence committee that the Dwyer Hill base was "bursting at the seams" and a larger base was needed.

Military commanders don't want to proceed with the move until after the Vancouver Olympics in 2010, since any relocation is expected to be disruptive. JTF2 and other units of the Canadian Special Operations Forces Command are going to have key security roles during the Olympics, but details aren't being released. At the same time, the design and construction of the new site will take several years.

Contractors working on the site, including the project manager, architect, structural engineer, food services facility designer and a number of others, will be required to have a government secret-level clearance.

Expressions of interest from contractors are to be submitted by Feb. 5. They were given some details about the new site during a meeting Jan. 11 in Ottawa.

Positioning JTF2 at CFB Trenton, one of the country's main military airbases, allows the unit immediate access to aircraft for domestic and overseas missions. It is also an ideal location because another unit in the special operations command, the Canadian Joint Incident Response Unit, which deals with nuclear, biological and chemical incidents, is already located there. JTF2 works closely with that unit on counter-terrorism exercises.

Over the years, JTF2's presence at Dwyer Hill has upset some area residents, who have complained about loud helicopter flights and the noise of gunfire and explosions from the training base. Those complaints subsided after the unit made an effort to deal with the problems residents had identified.

David Western is the president of the Heron Lake Community Association, which represents about 38 homeowners just east of the base.

He said the JTF2 forces have been great neighbours -- at least since an agreement was reached about five years ago.

"These are people who blow things up and make loud noises," said Mr. Western. "That doesn't necessarily sit well with a quiet residential community."

ut the agreement the base made with the residents set out rules preventing late-night training and shooting exercises, said Mr. Western. Also, if there are going to be any loud noises the residents are advised in advance.

"It has worked very, very well and they have been very conscientious," he said.

Still, some residents continue to voice concerns that the base has created excessive traffic, resulting in delays and lineups at times along Franktown and Dwyer Hill roads.

Brenda Defrias, 43, who lives about a kilometre away from the base, said her biggest concern is what will be done with the land once JTF2 leaves.

"We knew we were going to be secluded when we bought the land," she said. "We didn't want to live in a subdivision."

The future of the Dwyer Hill base is still unclear, but it is expected it will continue to be used as a training centre for civilian police organizations and the RCMP or another branch of the Defence Department.

[Dominique]

1st MSOB conducts parachute operations training
Jan. 31, 2008; Submitted on: 02/01/2008 04:54:04 PM ; Story ID#: 20082116544

By Lance Cpl. Spencer M. Hardwick, MCB Camp Pendleton

MARINE CORPS BASE CAMP PENDLETON, Calif. (Jan. 31, 2008) -- “Stand up, buckle up, shuffle to the door.”

Many Marines can remember hearing this cadence at some point during their career. To most, it is just that: a cadence. However, for some, it depicts the training they practice on a regular basis: parachute operations training.

Marines and Sailors from 1st Marine Special Operations Battalion, Marine Special Operations Command, conducted parachute operations training here Jan. 14 to ensure a high state of readiness for future special operations missions. The training also fulfilled the Marines’ and Sailors’ qualification and pay requirements.

To receive jump pay, Marines and Sailors must jump at least once every 90 days and to remain jump qualified, they must jump at least once every 6 months.

Many of them, however, look at the training as a chance to do something many people never experience.

“I get paid to jump out of an airplane,” said Cpl. Dante K. Collins, an operator assigned to 1st MSOB. “There aren’t too many people in the world that can say that. I love what I do.”

The Marines and Sailors executed a static- line jump from a KC-130 Hercules onto Drop Zone Basilone, located behind Marine Corps Air Station Camp Pendleton.

During static line jumps, the parachute release is clipped to a line inside the aircraft. The parachutist jumps from the aircraft and the line pulls the chute out of its pack. This jump was from a low altitude of 1,000 ft. or less.

“You have all the time in the world to think while you’re up there,” said Collins. “Once you calm down and relax, you realize it’s really peaceful up there. It gets easier every time but the nervousness never goes away.”

Although technical proficiency is the goal, training of this nature inevitably generates something else: trust.

“It’s all about trust,” said Collins. “You have to trust the equipment, you have to trust the guys who pack your ‘chute, you have to trust your fellow team members; we have to be able to completely trust everyone involved. If we jump into some country, I can’t be thinking about anything other than the mission at hand. This training really helps build that trust.”

[Dominique]

Feb. 8, 2008; Submitted on: 02/08/2008 08:46:40 AM ; Story ID#: 20082884640
By Lance Cpl. Stephen C. Benson, Marine Forces Special Operations Command

MARINE CORPS BASE CAMP LEJEUNE, N.C. (Feb. 8, 2008) -- During 73 days of some of the most physically arduous and mentally grueling training in all of the militaries around the world, two Marines from Marine Special Operations Advisor Group, U.S. Marine Corps Forces, Special Operations Command, persevered to become the first MARSOC Marines to earn the title of “Lancero.”

Capt. German E. Duarte and Sgt. Roberto P. Sanchez, graduated from the Escuela de Lanceros Dec. 5, 2007, where the Colombian National Army and servic emembers from friendly foreign militaries gather to endure Lancero training and develop themselves into highly-skilled warfighters.

“I would say this has been the toughest and the craziest out of all courses I have been through or heard of,” said Duarte. “Without Marine Corps training, I don’t think we would have even made it.”

According to U.S. Army Maj. Edgar J. Alvarez, Lancero instructor and exchange officer, 7th Special Forces Group, the Lancero course began in Dec. 6, 1955, after members of the Colombian National Army went through U.S. Army Ranger school and used what they learned to form their own special forces school in Colombia. Today, the Escuela de Lanceros is designed to develop its students into experts in small-unit tactics and irregular warfare. More specifically, it prepares the Colombian military to combat terrorist groups who utilize guerilla tactics in their country.

Duarte and Sanchez said that much of the course is culture based. They learned techniques, tactics and procedures of the Colombian armed forces and gained a better understanding of the Colombian culture.

According to Duarte and Sanchez, the course is broken up into several phases: adaptation/acclimatization, irregular/urban, mountain and jungle warfare, and finally, graduation week.

In the adaptation/acclimatization phase, Duarte and Sanchez acclimated to the heat and humidity and instructors led intensive physical training to prepare students for the duration of the course.

“You get used to not sleeping and eating well and beating your body down with PT,” said Sanchez. “They teach you weapons familiarization, land navigation and the Colombian (military) planning process.”

After two weeks, the students moved on to irregular/urban warfare and learned close quarters battle tactics similar to those used by U.S. armed forces.

“You do patrols and hikes at a training center and you come back in the morning and immediately start planning for the next patrol. Then, you get two hours of sleep before going out on that patrol,” explained Sanchez.

According to Duarte, the main part of the course was the last four weeks, which encompassed both mountain- and jungle-warfare phases. The most difficult training evolutions fell within these weeks and included multiple hikes that ranged from eight kilometers to a 36 kilometer hike known as the Marca de la Muerte, or March of Death.

“The hikes were definitely the most difficult part of the course because the terrain is rough, there are no breaks and you carry 60-70 pounds on your back as you go up and down mountains and through the jungle,” said Duarte. “It's not like (Marine Corps hikes) where you go for so long, and you take a break and drink water. Over there, you get water, but on the move.”

During the jungle phase, Duarte and Sanchez spent a difficult eight days in a mock concentration camp. Students were deprived of food and subjected to various physical and mental stresses in an effort to break their spirits. Duarte and Sanchez persevered and were impressed by their fellow Colombian students.

“There is a culture of machismo,” said Duarte. “Some of the things they do you wouldn’t do in the Marine Corps or anywhere else, but they do it because they have to show they are men.”

Despite the difficulty of the final four weeks of the course, both Duarte and Sanchez say it was their favorite part of the Lancero course. The two Marines serve together in MSOAG to train, advise and build relationships with foreign militaries. The Lancero course honed their skills both as infantrymen and as special operations advisors.

“I have done two foreign internal defense missions in Colombia,” said Duarte. “For the Colombian Army, being a Lancero is kind of like being a Ranger in the (U.S.) Army. Most of their infantry officers go there to gain knowledge and prestige.

“Marines help Marines wherever you go,” said Duarte. “It’s the same for Lanceros. When they see another Lancero, they say, ‘Hey, how can I help you?’ or ‘What can I do for you?’ They are always looking out for each other.”

[Dominique]

You're welcome. Plus not only are they good for mining ideas for any modern game setting, they als okeep you informed on what various military units are up to.

[Dominique]

Meant to post this last week and got sidetracked.

MARSOC Celebrates 2nd Anniversary
Marine Corps News | February 27, 2008

MARINE CORPS BASE CAMP LEJEUNE, N.C. - U.S. Marine Corps Forces, Special Operations Command commemorated its second anniversary by breaking ground on the construction site of its future headquarters building during a ceremony at Stone Bay here, Friday.

The ceremony marked a significant milestone in MARSOC's continued growth as the Marine Corps component of U.S. Special Operations Command and was attended by Congressman Walter B. Jones of North Carolina, Admiral Eric T. Olson, Commander, USSOCOM, the Honorable Michael G. Vickers, Assistance Secretary of Defense for Special Operations/Low Intensity Conflict and Interdependent Capabilities, Lt. Gen. Keith J. Stalder, Commanding General, II Marine Expeditionary Force, Maj. Gen. Dennis J. Hejlik, MARSOC Commander, Capt. Richard D. Roth, Commander, Naval Facilities Engineering Command Mid Atlantic, Sgt. Maj. Matthew P. Ingram, MARSOC Sergeant Major, Chairman Lionell Midgett, Chairman of the Onslow County Board of Commissioners and Mr. Dan White, Executive Vice-President, Whiting Turner, who all participated by turning over the first shovels of soil on the construction site.

"It is the beginning of MARSOC getting its initial, permanent facilities," said Maj. Casey Barnes, engineer officer, MARSOC G-4. "It consolidates all of MARSOC and will help us be more effective."

According to Master Sgt. John J. Walworth, engineer chief, MARSOC G-4, all of MARSOC's Camp Lejeune units - Marine Special Operations Advisor Group, 2d Marine Special Operations Battalion, Marine Special Operations Support Group and Marine Special Operations School - will eventually be located at Stone Bay with all-new headquarters facilities and training areas.

"The biggest misconception about the groundbreaking is that since we're breaking ground on the headquarters facility, people think that is all we're building," said Walworth. "In fact, that is just the start of the build plan out at Stone Bay."

Construction of the MARSOC headquarters will cost $51.6 million. The entire MARSOC compound planned for Camp Lejeune will cost an estimated $518 million and will include the facilities and ranges needed to support the full process of preparing MARSOC warriors for special operations missions. A smaller facility at Camp Pendleton, Calif., will be constructed to support 1st MSOB there. In all, the military construction plan for MARSOC's facilities extends into fiscal year 2015.

Construction of new facilities represents more than just a place for MARSOC's men and women to train, plan operations and maintain their equipment, it also represents the permanence of home and the strength of heritage. The new headquarters will provide a place from which MARSOC's warriors will deploy to carry out challenging missions abroad, and a place to which they can return once their missions are complete and victory in the Long War has been secured.

"This shows the special operations community and the rest of the Marine Corps that we're here to stay," said Petty Officer 2nd Class Donald Snyder, religious program specialist, MSOAG. "MARSOC has been spread out all over the base, but this will make communication easier and help us come closer together as a command."

"This is historic for MARSOC. This will be a great headquarters for us, and we'll continue to move forward from there," said Hejlik. "The really impressive thing is that we're building and growing this organization at the same time that we are conducting SOF missions worldwide."

MARSOC contributed increased capability and capacity to USSOCOM operations throughout the past year while simultaneously growing by more than 500 personnel to more than 70 percent of the approximately 2,500 Marines, Sailors and civilian employees who will complete the command.

Companies and teams from two MSOBs and MSOAG, supplemented by specialized enabler teams provided by the MSOSG, carried out special operations throughout the world. Missions ranged from direct action and special reconnaissance in Afghanistan to foreign internal defense in countries throughout the Southern, European, Pacific and Central Commands.

As MARSOC celebrates a successful second year of growth and operations, the road ahead promises to bring even greater challenges and rewards. The command will deploy for more than 40 missions by the end of Fiscal Year 2008, which is nearly double the number of MARSOC missions performed during its first year.

Hejlik says he is humbled when he thinks about the future site of MARSOC and how the personnel within the command will have a home as a full fledged component of USSOCOM.

"Right now, we're spread throughout Camp Lejeune," said Hejlik. "We've had great support from Marine Corps Base Camp Lejeune and Marine Corps Installations, but we are spread and it makes it a little bit more difficult to plan and coordinate. But when our facility is finished in the next 18 months to two years, we'll have all the commanders and primary staff in one facility."

[Dominique]

Special Ops Marines deliver in southern Afghanistan
Story and Photos by Staff Sgt. Luis P. Valdespino Jr., Combined Security Transition Command - Afghanistan

HELMAND PROVINCE, Afghanistan (March 14, 2008) -- For Marines, “special operations” traditionally means Force Reconnaissance units.

Most have heard stories about Force Recon, but they may not be familiar with the role of a Marine Special Operations Company. A couple weeks here with an MSOC deployed from the 1st Marine Special Operations Battalion from Camp Pendleton will change that.

U.S. Marine Corps Forces, Special Operations Command, as an organization, has only existed for about two years. The MSOC Marines come from former Force Recon and other infantry units, said a former Force Recon Marine. Their experiences vary, but most have had years of combat experience.

The MSOC Marines, based out of a forward operating base in central Helmand Province, operated at a much faster pace than other units in country.

Accompanied by a small group of Afghan National Army soldiers, the Marines were constantly on the go - visiting villages, distributing humanitarian aid and always searching for insurgents. Their breaks between operations varied from 12 hours to three days.

The MSOC Marines thrive on missions that have them patrolling for enemy forces, an MSOC Marine said. “We don’t like being on the FOB.”

Shortly afterward, the unit departed on a mission in northern Helmand Province.

An MSOC leatherneck said his Marines were attacked four times throughout the four-day mission. He described how they overcame enemy machine gun positions, mortar attacks and rocket-propelled-grenades.

“Needless to say, we silenced their weapons,” said another MSOC Marine.

On their next mission, a three-day assignment in north central Helmand Province, the MSOC Marines visited other villages throughout the districts. At night, the Marines slept on the desert ground – in sleeping bags, but not on cots.

While on foot patrol through the first village on day one, it was clear these Marines were not on a time schedule and they took no shortcuts. In full combat gear, they searched every compound, street and path in the village. When it was secure, they set up distribution sites for the humanitarian aid they brought with them.

On the second day, the unit came under attack within five minutes of arriving at a small village. Immediately, the MSOC Marines positioned themselves throughout the village and began engaging the enemy insurgents.

Halfway into what turned out to be a nearly four-hour battle, a Marine who seemed to never rest said with a grin, “We’re not done yet.”

He seemed unfazed that earlier a rocket propelled grenade missed him by less than two feet.

Despite several other close calls, the Marines relentlessly pursued the insurgents until they secured the village and the Taliban fighters were either killed or fled. Before they were done, the MSOC hospital corpsmen cared for and treated villagers injured by insurgents.

Afterward, Marine leaders met with village elders and committed to return with much needed aid and support as long as the Marines had the villagers’ support.

Shortly after returning to their FOB, the MSOC Marines prepared to depart on another mission. After all, they weren’t done yet.

[Dominique]

Navy SEALs and Villagers band together to stop violence

http://news.soc.mil/releases/News%20...080420-01.html

BALAD, Iraq (Courtesy of CJSOTF-AP Public Affairs, April 20, 2008) – Violence and terror once ruled the streets of Ramadi, Iraq. At one point, fighting was so bad that the majority of the population fled. Today, with help from Coalition Forces, Iraqi Security Forces, and U.S. Special Operations Forces with cooperation from tribal leaders who banded together to stop the violence, the city is seeing a new beginning.

A U.S. Navy Sailor currently on his second deployment to Ramadi described just how intense fighting was during his first tour in 2006.

“We couldn’t conduct a single mission without getting hit,” said the Sailor, who is a veteran of more than 100 combat missions with the Navy SEALs. “Anbar province was just like old wild-west movies. The only difference was that the bad guys here had automatic weapons and rocket propelled grenades instead of six-shooters and knives.”

He described one particular mission from his 2006 deployment; a mission where the SEALs were pursing an al-Qaeda cell that was terrorizing the city. During this operation, al-Qaeda fighters aggressively attacked the SEALs for several hours after they had established a temporary position in a house in the heart of Ramadi.

The heavy fighting continued through the night and after daylight broke, the insurgents stepped up their attacks on the SEAL’s position.

“All of a sudden, (the al-Qaeda fighters) opened up on the roof pretty hard with small arms fire and three RPG rounds. The first RPG hit the top of the house and the other two barely missed the roof where our sniper was posted.

“It ends up they were trying to suppress our sniper as one of them laid an IED (improvised explosive device).” The Sailor continued to explain that when it was time for the SEALs to leave, he jumped on the wall next to the exit point and noticed that an IED had been wired to the gate -- which was the only way out of the house. The team needed to find another point of egress. They withdrew into the house and broke through a back wall on an upper floor with a sledgehammer to make their escape via the rooftop of a building behind them.

“This was pretty much a typical day back in 2006,” the Sailor said, as if it were another day at the office. “During this deployment, I can’t recall having any shots even fired at us in Ramadi.”

Civilians like Abu Hakam, a contract interpreter with more than 700 combat missions with the SEALs, also remembers just how violent the city was just a few years ago.

“From the time I got here in 2005, through the first half of 2007, it seemed like we couldn’t go outside the gate without getting shot at,” said Hakam. “The fighting made Ramadi the worse place on earth. There were no real police or army and the city was littered with IEDs. Ramadi would have easily made hell seem like a vacation!”

During that time, Coalition forces were being attacked dozens of times per month and the SEALs conducted two or three missions each day to counter terrorist activity in the city.

While al-Qaeda terrorized the city and Coalition and Special Operations Forces were trying to suppress the violence, the citizens of the city stayed in hiding.

Nizar and Hakam explained that the streets of Ramadi were eerily void of people during that time.

“Children could not play outside because there were so many IEDs everywhere,” Nizar explained. “If the people could afford it, they fled the city.”

According to a U.N. census report, Ramadi’s estimated population in 2003 was 444,582 people. As the fighting increased, approximately 70 percent -- more than 300,000 people -- fled the city because the violence and terror that al-Qaeda was causing.

“Citizens lived in total fear because they have never lived such a tragedy,” explained Sheikh Heiss, president of the Ramadi City Council. “The sons and citizens of Ramadi have never seen the insurgents do anything but cause bloodshed.”

The sheikh described how al-Qaeda would take people to a soccer stadium in the middle of the city and brutally assassinate them so others could see what would happen if they talked to Americans.

“It meant certain death to anyone who talked or even looked at U.S. Forces,” Heiss said.

In July 2005, Heiss found himself living the horrors first hand as he and three of his sons were kidnapped and held for ransom.

“They broke into our house about 3 p.m. We were taking an afternoon nap. When they woke my family and me, we all had several large automatic rifles pointed in our faces. The insurgents then took us to Fallujah and told my sons they would kill me if they did not receive $160,000,” Heiss recounted. “My sons were terrified because I only had about $5,000 at the time.”

One of his sons was released to retrieve the ransom. He desperately went to several tribes in the region to try and raise the money to save his father’s and brothers’ lives.
The sheikh and his two remaining sons were held in captivity for 18 days and subjected to physical and mental torture. Besides enduring countless brutal beatings, the sheikh and his sons were forced to watch as several people were savagely beheaded right in front of them.

“When my son returned with only $120,000, the insurgents handcuffed all of us together and held us for a couple more days before releasing us. When I finally got back to my house, I was so disoriented from the beatings that I did not know where I was or even what day it was.”

After Heiss’ experience with al-Qaeda, he started to rally the other sheikhs in the area to band together to fight off the terrorists.

In September 2006, when al-Qaeda murdered the father and brother of Sheikh Abdul Sattar Abu Risha, one of the most prominent sheikhs in the region, the area sheikhs decided there had been enough violence. In the traditional ways of the western Sunni tribes, the sheikhs met as a council and the result of that meeting was the formation of the “Anbar Awakening.”

The Anbar Awakening is the unification of the tribes in the area to fight al-Qaeda and any other insurgency that threatens their cities.

The unified front of the sheikhs made an immediate difference to the climate of Ramadi. Within a month of the historic meeting, attacks on Coalition forces started to decrease and continued to decrease for the next several months. Today, Iraqi and Coalition forces may go weeks without being attacked.
As the violence in Ramadi started dissipating, the SEALs were able to shift their focus from pursing al-Qaeda to conducting other activities such as rebuilding communities and strengthening Iraqi Security Forces.

With the support of the local sheikhs, “people realized that the SEALs were there to help clean up their backyard and not to hurt them like the insurgents,” said Nizar, “The people of Ramadi really started to help by reporting who terrorists were within their city.”

“The transition we are experiencing today would not have been possible without the dedication of Coalition forces and SEALs who were in Ramadi during those really tough times,” said the commander of the SEAL team responsible for Ramadi, “Due to their efforts to rid the city of violence, today we’re focused on training Iraqi Security Forces to protect the people and conduct operations to stop terrorists before they can attack,” he continued.

Over the past six months, the SEALs have dedicated more than 600 hours to training more than 250 ISF members in Ramadi.

“It is important to have well trained security teams watching over the people of Ramadi,” one member of the SEAL team emphasized. “With these units fighting to keep their city safe, government officials can continue to move forward with the progress of their country.”

During the last several months, the SEALs were able to set up three free medical clinics where local citizens were seen by Iraqi doctors or U.S. military medical personnel. The clinics served more than 500 Iraqis, many of whom have never had medical care.

“These events give the people of Ramadi the help that many of them cannot afford otherwise,” said Dhaygham al Heiss, son of Sheikh Heiss. “The people of Ramadi are very poor from years of fighting, but now that the Anbar Awakening and Coalition forces are working together, we have pushed al-Qaeda out of Ramadi and made the city much safer.”

The SEALs have also helped reconstruct schools that were damaged and shut down due to the heavy fighting in the city.

“The schools around Ramadi started closing in late 2004,” a principal at a local school said. “Now our doors are open and our classrooms are full again.”

The principal said the schools are not only teaching children, but trying to get classes started for adults as well. She added that teaching people to read and improve their skills with arithmetic will open opportunities for better jobs.

“We have helped with several projects throughout the areas in and around Ramadi including refurbishing schools and building sports-courts,” said the Special Operations Task Force-West civil affairs project officer.

For these special projects, typically, the Task Force will provide funding and local contractors perform the work. This strategy keeps costs down and provides jobs for citizens in the area.

“Projects such as these help people stay involved in positive activities,” said a SEAL involved with a sports-court project. “These projects give people something constructive to do.”

“It has been amazing how far Ramadi has come towards peace in such a short time,” said Dr. Ahmed Ibrahim Salih, the Director General of Health for Anbar province. “The insurgents killed and destroyed everything, including people’s trust. And now, the Americans are trying to rebuild and are gaining the people’s trust.”

Dr. Salih also talked about other signs of normalcy returning to the city.

“It is getting difficult to get around now, not because of the IEDs, but because of traffic,” he said. “People are coming back to Ramadi and are no longer afraid to come out of their homes. Children are playing outside again and going back to school too.”

The once turbulent city is getting a chance for a rebirth now that the SEALs, Coalition and Iraqi Security Forces, and local tribal leaders all did their part to drive out al-Qaeda. The complete evolution of Ramadi will take time, but with patience of the people, diligence of the sheikhs, and continued ramp up of Iraqi Security Forces supported by Coalition forces and the Navy SEALs, Ramadi will continue on the right path for a brighter future.

[Dominique]

Special Operations Warriors carry on fight in western Afghanistan

KANASK, Afghanistan (Sine Pari, July 1, 2008) – The United States Special Operations Command has a reputation for being comprised of the most capable warriors in the world, men and women who have the amazing ability to switch from being relentless fighters to compassionate peacekeepers in the blink of an eye. If a complex mission needs to be accomplished, this fighting force will accomplish it under any circumstances.

The mission given to a Marine Special Operations (MARSOF) and a U.S. Army Special Forces team (USSF) on May 28, 2008 was no different, and was subsequently carried out with the same grit and audacity that has made Special Operations Forces a legendary and revered fighting force.

A Special Forces team leader, who participated in the mission, agreed to provide an insightful glimpse into the daily lives of the extraordinary American warriors who are changing the course of history by assisting with the development of the Islamic Republic of Afghanistan.

“I love this profession … I have fought in Iraq once and Afghanistan twice now and, yes, I believe it is for a good cause,” the team leader said.

What follows is a description of the events of May 28, 2008 in western Afghanistan’s Farah Province.

The MARSOF and USSF team, partnered with an Afghan Commando element, departed a coalition base on the evening of May 28 to reinforce Afghan National Army elements who had already spent hours under fire in the village of Kanask.

The Commandos are an elite Afghan unit trained by SOF warriors. Despite having existed only one year, the Commandos’ reputation for unwavering discipline, adherence to the Law of War, and unprecedented success precede them wherever they go.

After driving for hours under the cover of darkness, the teams received word that an enemy leader was located in the town of Shewan. The element diverted to Shewan to search the area of the person’s last known location. During the operation, a number of insurgents were seen moving to advantageous firing positions. Coalition airplanes immediately responded with precision air strikes that neutralized the enemy positions.

The teams continued movement to link up with the friendly forces and, while enroute, were diverted to clear another village. Several more armed militants were killed.

The team leader said he was particularly impressed with the Commandos’ performance throughout the clearing operations.

“I thought we did really well working with the Commandos, considering the short amount of training time leading up to the operation. We will continue to combat advise and assist them as we work together to build a country that welcomes freedom and democracy,” he added.

With the clearing mission complete, the team headed back east, not aware of the fight that lay ahead, not knowing the decisions and sacrifices that would soon be made, but ready for anything nonetheless.

“As we came to the village of Shewan, we saw women and children leaving by foot and on a tractor. We also had our movements slowed down by a large truck that kept moving back and forth across the road, which was no doubt a stalling technique to allow for additional time to set up the ambush,” the team leader explained.

Two rocket propelled grenades suddenly exploded about 50 meters in front of his vehicle, followed by the crack of small arms and machine gun fire.

“My thoughts at this time were echoed by my turret gunner, who said ‘here we go again,’” said the team leader, who encountered many ambushes with the same turret gunner on a previous deployment in Afghanistan.

Due to the heavy enemy presence on both sides of the road, the team leader immediately issued the order for all weapons to begin firing at enemy locations.

Suddenly, the vehicle in front of the team leader’s was struck by two RPG’s, leaving it disabled and trapped in the middle of the ambush. Under a constant barrage of RPGs and bullets, the team leader instructed his driver to push to the front of the disabled vehicle, with the intent to initiate towing operations.

“As we moved to the front of the vehicle, I witnessed our warrant officer completely expose himself by moving over from the troop commander side of the truck to the driver’s door to save the driver’s life and stop him from burning,” the team leader said.

The vehicle was burning rapidly and an explosion was imminent, making it difficult for the warrant officer to get to his wounded comrade. The team leader said he believes that in the dust and smoke, the blazing vehicle was also bumped by another truck, causing it to slowly roll off the road.

“I was beginning to run after the vehicle to my Soldier when I saw three Marines cross the ambush line, completely exposing themselves in an attempt to save him, but they couldn’t because the vehicle was completely engulfed in flames,” said the team leader, who then switched gears and began laying suppressive fire for the Marines.

In the vehicle rode a hero.

Sgt. 1st Class David Nunez, a Special Forces senior engineer sergeant, died during the engagement. According to his team leader, he died the same way that he lived- doing his best for the ones he loved. This was Nunez’ third combat deployment. He leaves behind his parents and two young sons.

The MARSOF and USSF team soon brought the conflict to an end through deadly and accurate small arms fire and precision air strikes.

Hours later, after returning to the base, the team leader reflected upon the loss of his Soldier while watching from his computer as his infant daughter rolled over for the first time.

“What makes me so sad about this is the fact that my wife and I had our first child in December and I can’t imagine never hugging or kissing her again … and his two little boys will not get to see or kiss Daddy or ever really know him,” the team leader explained.

“With all that being said, I would trade places in a heartbeat to have him here and me dead … as a leader I guess that is something you automatically feel because every one of your men and their families is expecting you to get them home safely,” he added.

Though they continue to deal with the pain of losing a fellow Soldier and friend in combat, the Soldiers and Marines of the two teams will honor their fallen brother by maintaining their dedication to helping establish a secure and stable country for the people of Afghanistan.

“At the end of the day, I do this for the men on my left and my right. Simply stated, you will never find such a closely-knit group of men who would do anything for you and ask for nothing in return,” the team leader said.

[Dominique]

Operators Test New Commando Rifle
July 29, 2008
Military.com|by Christian Lowe

It's a rifle designed specifically for the special operations community. Modular barrels, ambidextrous controls, a gas-piston operating system, a host of adjustment options -- but you already know that.

So with all the slick marketing language and eye-popping specifications of the SOCOM Combat Assault Rifle, it's a given that operators will embrace the thing wholeheartedly, right?

Well, let's ask them.

"This rifle is awesome," said one Special Forces operator who, like the rest of the Green Berets in this interview, declined to be named for security reasons. "It's spot on."

Now you get an idea of how the men who'll use the weapon in combat felt about it, not just some six-figure marketing guru spewing crafty catch-phrases. But what's most interesting is why they liked the rifle so much.

In an exclusive, Military.com joined a group of about a dozen special operations Soldiers from around the country who traveled to Northern Virginia this summer to test fire the SCAR before their upcoming deployment to the Middle East. Ground rules agreed to between the special operators, the rifle manufacturer and Military.com precluded naming the unit, its members or its deployment destination.

See the Military.com SCAR Demo Slideshow
http://images.military.com/slideshows/scar-demo.htm

The SCAR, which comes in a 5.56mm version and a 7.62mm one, is nearing the end of its field user assessment phase -- the final stage before full-rate production and fielding to units under U.S. Special Operations Command, including SEALs, Green Berets and Air Force Special Tactics units.

The entry of the SCAR into the spec ops community comes as the services, Congress and the Pentagon scuffle over whether or not to replace the current M4 rifle and address persistent complaints over the standard-issued carbine's reported lack of "stopping power" and its need for constant maintenance and cleaning to avoid jams.

But ask the special operations troops firing both the Mk-16 (the 5.56mm version of the SCAR) and the Mk-17, its 7.62mm brethren, and you'll get a completely different response on the rifles' advantages over the venerable M4.

To these hardened commandos, the issue wasn't the new carbine's gas-piston system that many experts agree causes fewer stoppages than the all-gas operated M4 -- they keep their weapons in tip top shape. Instead, some operators appreciated how well the SCAR felt with lead pouring from its muzzle.

"I like it a lot better than the M4," one special operator said after firing a magazine full of 5.56mm through the Mk-16. "There's a lot less recoil."

One Special Forces Soldier applauded the weapon's controls, with safety latches located on both sides of the receiver and situated much closer to the weapon's handle.

"This works better with my stumpy hands," the stocky operator joked.

But by far the feature that most impressed these operators was the SCAR's ability to change from something as small as a submachine gun to a weapon with the reach of a sniper rifle.

Like many competitors to the M4, both the Mk-16 and Mk-17 can be outfitted with barrels ranging from 10 inches for close-quarters battle operations to 18-inch designated marksman barrels.

"That's the best part of this weapon," explained one Special Forces Soldier. "When we deploy, we usually go with just our M4s. But if we're on an operation where we need an overwatch or we're observing at a distance, the M4 doesn't do us much good until it's too late."

With the SCAR, the NCO said, the team could have both the reach and protection of a long gun and the maneuverability and portability of an assault rifle -- all in one.

Both the Mk-17 and Mk-16 have a fully adjustable stock that can be folded to the side to shrink the carbine into the length of a submachine gun. Some of the operators at the test shoot gave the stumpy rifle a try in this configuration, but marksmanship was mixed.

"I'm not sure I'd ever want to fire it like this," one operator said after shooting the Mk-17 with its stock folded. "But it'd sure be nice to fold it up like this for transporting in a vehicle or something."

Officials with FN-USA say that U.S. Special Operations Command has ordered about 18,000 SCAR variants for commandos and a limited run of about 1,200 rifles has already begun.

It's unclear still whether these Special Forces Soldiers will be slinging lead down range with a SCAR pinned to their shoulder on their next deployment, but judging by the pile of spent casings littering the ground during their demo shoot, some of them wouldn't complain if the new rifle wound up in their armory.

[SoulofThunder]

good stuff. keep up the good work.

[Aramanthus]

I agree! Please keep up the great work. I'm coming back here more often.

[Dominique]

Thanks gents. I'll also try to throw in additional articles on Canadian, UK, and Aussie units in the future. While I'm thinking about it, do you guys want to see articles on law enforcement units like the FBI's HRT?

[Dominique]

This article is a couple of years old, but it's still pretty much up to date.

6th SOS

The 6th Special Operations Squadron performs a unique mission worldwide by helping foreign air forces defend their own countries and function as viable coalition partners. They assess, train, advise and assist foreign aviation forces in airpower employment, sustainment and force integration.

By Jamie Haig

The 6th Special Operations Squadron’s mission is to assess, train, advise and assist foreign aviation forces in airpower employment, sustainment and force integration. “We support the national security policy by helping foreign friends and allies to defend their own countries and to function as viable coalition partners,” said Jerome Klingaman, 6th SOS director of strategy and plans, “The U.S. can’t win the global war on terrorism and insurgency alone. It’s a global phenomenon—and requires global buy-in and commitment by our allies.”

It’s the 6th SOS’s job to help foreign military organizations to defend themselves. “It starts with America’s strategic interests and how we achieve them by enabling foreign forces,” said Klingaman. “That’s why we assess, train, advise and assist. Enabling foreign forces is the key.”

The 6th SOS is designed just for that purpose—to solve the enablement problems in airpower. Not just airplane or helicopter issues, but its airpower as a whole. They help the foreign aviation units to perform the mission set efficiently, effectively and safely. “A nation can’t do a sortie if it can’t maintain the aircraft, doesn’t have logistics or even a base defense,” Klingaman noted. “We just don’t train them up and be done with them.”

The Philippines is one of the 6th SOS’s frequent customers.

After September 11, 2001, the U.S. transferred several UH-1H helicopters to the Philippine air force. The Philippine air force could fly them, but not tactically. Over several years and numerous trips, the crews from the 6th SOS trained the Filipino crews starting with visual flight rules to night-vision tactical insertion and extraction for combat operations and casualty evacuations.

Train the Trainer

“We reach the ground truth on foreign nation capabilities,” said Klingaman. “We determine what they can and cannot do.”

The squadron accomplishes its mission through operational aviation detachments that cover training, advising, command and control and communications. When the operational aviation detachment is sent to a location, they split up to do their jobs. The fliers go to the host nation pilots and review training records, qualifications, standards and evaluations. Maintainers look over the aircraft’s records, depot overhauls, all the forms and paperwork that involve the aircraft. Then they view the aircraft and determine its air worthiness.

When the maintainers give the thumbs-up to the fliers, the assessment with the host nation begins. The team writes up an assessment report that goes to the U.S. authorities in Air Force Special Operations Command, U.S. Special Operations Command, the theater special operations command and the U.S. embassy. The report may include recommendations to obtain equipment before continuing training.

In order to do this job, the 6th SOS squadron has unique equipment.

Two UH-1N helicopters are assigned to the 6th SOS, and a Russian AN-26 Antonov, Mi-8 helicopter and C-47 are on lease to the unit. The 6th SOS also flies C-130 slicks that belong to the 16th Special Operations Wing. These aircraft are used for training here and don’t deploy with the squadron.

The squadron’s goal is to work with foreign aviation forces to facilitate their availability, reliability and safety and increase their potential to interoperate with the U.S. “We’re not trying to create a mirror image of the U.S. Air Force,” said Klingaman. “We work with them within the context of their financial and technological limitations.”

Training is theoretical. Advising is real-world situation specific.

At present, there are more than 100 U.S. Air Force officers and airmen who are in training with the 6th SOS and the USAF Special Operations School, to function as embedded advisors with the Iraqi Air Force.

They will go through a small part of the normal six-month training in one month. Becoming culturally and politically astute are necessary requirements in order for these airmen to be able to advise and assist the Iraqi Air Force correctly.

The Air Commando Tab

Becoming a member of the Air Force’s only combat aviation squadron isn’t as easy as requesting an assignment to the squadron. With 37 Air Force specialty codes within a 105-person squadron, they cover all four regions of the world.

“Our average age [of airman] in the squadron is 34 years old,” said Master Sergeant Vincent Milioti, NCO in charge of integrated skills training. “We require mature individuals to handle the missions we’re given.”

Due to the geographically-specific missions of the 6th Special Operations Squadron, members must go through a rigorous, intense training regimen that can take up to a year. “Everyone’s a specialist in what they do,” said Milioti. “We determine how well they operate in a small team and as a leader.”

The candidates apply for the unit by sending a career resume showing their past Air Force experience and then appear before a 6th SOS board. If they pass muster with the board, the four-phase training process begins.

The first phase is initial language training. The candidates take a language proficiency test, which determines their potential to learn a language. Those test scores determine which language they will learn at the John F. Kennedy Special Warfare Center and School at Fort Bragg, N.C. Depending on the language, the courses are either four or six months long.

However, there is an exception for native speakers. “If a candidate is a native speaker of a particular language, they skip to Phase II,” said Milioti.

Phase II, the academic phase, is approximately one-and-a-half months long and is where the student attends a variety of courses at the USAF Special Operations School at Hurlburt Field, Fla.

The dynamics of international terrorism, cross-cultural communications and contemporary insurgent warfare courses are just a few required courses to familiarize the airmen with not only the aspects of special operations, but the cultural differences that they might experience in their missions.

Phase III is when the training intensifies. Known as the integrated skills training section, it’s where students learn real teamwork. There are four core disciplines learned: weapons and tactics, communications, medical and mission planning. Phase III is also one-and-a-half months long, but far more physically and mentally challenging than the other phases.

“It’s amazing what these guys will put their bodies through to be part of the unit,” said Milioti. “And these aren’t young kids.” The final test of this phase is the Raven Claw exercise, where the candidates learn unconventional warfare.

Deployed to a fictitious country, everything they’ve learned will be put into practice.

The country they’re in starts to deteriorate and they are left alone to recover on their own. The past month of training will kick in and they will show they have what it takes to survive in any situation. They’ll go days without sleep, wear 60 pounds of gear and be pushed mentally and physically.

“It builds team unity and teaches them that without the team, they cannot survive,” said Milioti. “It’s about discipline, plain and simple.”

Upon finishing Raven Claw, the airmen are awarded the Air Commando tab, proof they’ve passed the toughest and most stringent part of training at the 6th SOS.

“The Air Force teaches very basic field craft and tactics to its members,” said Milioti. “We have to take that basic tactical training to another level to prepare advisors to operate throughout the range of military operations—from military operations other than war to major regional conflict.”

The month-long Phase IV, called the specialty developmental phase, is the final element in 6th SOS training.

Aviators, called combat aviation advisors, learn how to train others on the country’s aircraft in which they’ve been chosen to specialize. For example, airmen specializing in the Middle East will learn about the Mi-17 helicopter since so many countries in the region use it.

“The combat aviation advisor is the weapons system,” Milioti said. “We use whatever is in the country. That’s what the training is all about.”

All of the training allows the 6th SOS airmen to operate in a country without additional U.S. support. “When we embed, we eat their food, know their culture, and speak their language,” said Milioti. “It’s easy to walk out on a tarmac and work with the crews who are the best in the world. We don’t have that luxury when we embed.”

The 6th SOS follows a simple truth: They send in 15 troops now so the United States doesn’t have to send in 15,000 later. “We execute missions worldwide with less than 100 people,” Milioti said. “We help allies deter subversion, lawlessness, terrorism and insurgency in their country.”

Growth Demands Quality, Not Quantity

One Hurlburt Field squadron has been mandated to significantly increase the unit’s size in a relatively short time frame, creating real challenges in recruiting, training, and requirements for additional facilities. On December 10, 2004, Army General Bryan D. Brown, USSOCOM commander, directed the 6th Special Operations Squadron to increase the squadron’s size, focusing on flying and maintaining aircraft.

In order to accomplish this task, the squadron needs to add personnel to its roster. “Our biggest challenge is acquiring the newly-authorized number of people while maintaining the quality of the individuals selected,” said Klingaman.

Mission requirements are the real driver for the growth of the 6th SOS.

During the year following General Brown’s visit, the squadron was unable to support 58 percent of the officially-requested tasks because of insufficient combat aviation advisor resources. “The command’s goal is to fill the newly allocated positions by the end of fiscal year 2007,” said Lieutenant Colonel Dan Grillone, 6th SOS commander. “We’re looking for the right personnel, and we’re hiring right now.”

The 6th SOS is working with AFSOC and the Air Force Personnel Center to recruit the right people for the job. “We’re recruiting highly experienced, instructor-qualified people,” said Grillone. “It’s important that we take the growth seriously and do it methodically and efficiently.”

The application package helps the squadron acquire the right types of people for the mission. “We’re doing effects-based planning in this growth initiative,” Grillone said. “This is to get the desired effect from the planning process to prosecute the war on terror through enabling our coalition partners to fight terrorists on their own soil. Our growth is directly related to the national security strategy, a strategy that relies on enabling our allies to help fight terrorism.”

With its increased size, the squadron will be more capable of meeting regional requirements around the world. With more hot spots than before, certain regions will receive more emphasis and the squadrons’ growth will reflect that.

“Our focus will be the USSOCOM priority countries,” Grillone said. “The United States cannot fight the GWOT alone, that’s why we’re enabling our partner nations to deal with internal threats and function as viable coalition partners.” “We help foreign friends and allies defend themselves against the internal threats of terrorism and insurgency,” said Klingaman. “That’s our job.”

Along with people, the squadron’s aircraft inventory will probably increase as well. Already sporting several different types of aircraft on their tarmac, the new additions will be selected based on types of aircraft possessed by the countries they’ll be helping. “We’re also looking to acquire more aircraft, such as the UH-1H helicopter and C-130 aircraft,” said Grillone.

Another issue the squadron faces is working space for the personnel they have now and for new recruits. “We don’t have the physical space to accommodate them right now,” said Grillone. “We’re looking for an expanded workspace for new hires.”

The squadron is being proactive for a much larger purpose and for a much larger cause, while still maintaining the unit’s own training and capabilities. “The important point is that we must achieve the growth, train our new people, and do the mission simultaneously,” said Klingaman. “We cannot stop the missions while we’re hiring and training new people.”

Training a new member of the 6th SOS requires six to eight months of intense training that is broken down into a four-phase process. “We’re still going to need people to train the new recruits as well as people to deploy for our on-going missions,” said Grillone. “We’ve devised a special training program to handle just this.”

Combat Aviation Advisors

A combat aviation advisor (CAA) from the 6th SOS helps friendly and allied aviation forces maintain their own airpower assets and integrate their resources into other multi-national operations when necessary.

Sound easy? Not at all.

“You’ve got to be well-versed in your particular skill set, whatever that might be,” said Lieutenant Colonel Alton Phillips, 6th SOS assistant operations officer. “You’re also a communicator, and must be absolutely knowledgeable about other aspects of airpower. You must be solid in your area of expertise and capable of pushing through cultural and linguistic barriers.

For example, the 6th SOS was sent to Iraq in 2005 to help the country’s air force establish itself. Phillips and a team deployed to Iraq to work with the Iraqi air force on their fixed and rotary-wing capabilities.

“This wasn’t a normal deployment for us,” said Phillips. “Normally, we have time to perform an in-country airpower assessment, meet with host-nation personnel and formulate a strategy for achieving the commander’s goals and objectives. “From that we write a detailed squadron plan for moving a specifically-tailored combat aviation advisory team into the target country to perform the train, advise and assist mission. Instead, our CAA personnel deployed to assist and advise the Iraqi Air Force without knowing the current capabilities and limitations of their aircrews, maintainers and equipment.”

The Iraqi air force had approximately 300 members and a few dozen aircraft in its inventory. “We found that their pilots had very little recent flying experience and most of the aircraft were unflyable,” said Phillips. “A great deal of energy was expended with the Iraqi airmen on issues ranging from personnel matters, to billeting, administration, and command and control. We also had to assist with organizing basic squadron functional areas. Additional challenges involved determining how and where aircraft parts and tools could be located as well as finding out how to utilize available funding sources.”

Basically, the 6th SOS was starting from scratch.

“It was difficult because most of the aircraft were marginally effective, general aviation resources, and the Iraqi Air Force did not have anything in the way of training plans, operating instructions or standard operating procedures,” said Phillips. But as combat aviation advisors, members of the 6th SOS are trained and conditioned to adapt to these situations.

With the exception of the C-130 squadron, located then at Ali Air Base, most operations conducted by the Iraqi Air Force were intelligence, surveillance and reconnaissance missions.

Part of the 6th SOS CAA job was to teach Iraqi air force personnel that they must be flexible and work with U.S. and Iraqi Army forces, creating a joint and combined battlefield.

“ISR is worthless if you can’t get the information to the other party,” said Phillips.

He explained a situation during his deployment where the trust and rapport built up between himself and an Iraqi Air Force member made the difference between life and death. On one occasion, Phillips and an Iraqi Air Force pilot, Captain Ali Hussam Abass Alrubaeye, were flying home from Baghdad when they experienced an engine flame-out.

“At that point, the aircraft, a Comp Air 7 home-built kit plane, was nothing but a big glider,” said Phillips. “We had to find a smooth location to land while communicating our problems at the same time.”

Phillips made the necessary radio calls, and Abass landed the plane on a dirt road. Fortunately, there were no injuries.

Within 30 seconds of landing, the men noticed a rising dust trail on the road, indicating they were going to have company—soon. “Abass thought it best if the only person they saw was him, not an American military member,” said Phillips. “Fortunately, we’d landed near a dirt berm where I was instructed by Ali to lay low and stay quiet while he handled the people.”

This made it almost impossible for Phillips to communicate with the rescue crews since his hiding place was close to the downed aircraft. Although U.S. Army helicopter crews had been notified of the forced landing, directing them to the location was almost impossible.

For an hour, Abass had to deal with approximately 150 people who gathered at the downed aircraft.

Major Brian Downs, another 6th SOS advisor, heard the radio transmissions and immediately launched his plane, also a Comp Air 7, to help with the rescue. Downs was able to direct the helicopters to the location.

As the helicopters and the airplane were seen in the distance, Abass announced to the crowd that although he was their friend and their countryman, the incoming aircraft might not look upon the crowd as friendly and it would be better if they left the area.

The Iraqis did exactly that, allowing the two men to be rescued without incident.

“Captain Abass did a great job of keeping the crowds under control,” said Phillips. “If I’d been with someone that wasn’t as cool-headed or as intelligent as he was, I don’t think it would have turned out as well.”

This kind of rapport building and teamwork, and ability to adapt, is all a part of being a combat aviation advisor.

However, so is sacrifice. On May 30, 2005, an Iraqi Air Force Comp Air 7 crashed while surveying potential emergency landing fields in the eastern Diyala province, killing everyone on board. Those who died included Captain Abass, Major Downs, and three combat controllers from the 23rd Special Tactics Squadron.

“Major Downs did a great job of showing the Iraqis how much they could contribute to the fight,” Phillips said. “He showed them how to operate in the joint and combined arenas and how to fight insurgents in their own country, using their own assets, in their own way.

This is what 6th SOS combat aviation advisors are—trainers and advisors helping other countries fight for themselves against terrorists and insurgents. It’s what they do.

[Dominique]

Interview with Colonel Richard D. Clarke Commander 75th Ranger Regiment

Ensuring the Legacy of the Ranger Creed

Colonel Richard D. Clarke Jr. was born in Stuttgart, Germany and raised in an Army family. He was commissioned in the infantry from the U.S. Military Academy in 1984.

Prior to assuming command of the 75th Ranger Regiment, Fort Benning, Ga., Clarke commanded 1st Ranger Battalion, 75th Ranger Regiment, Savannah, Ga.

Clarke has served as a rifle platoon leader, aide de camp for the assistant division commander of Maneuver and Battalion S-1 with 1st Battalion, 48th Infantry, 3rd Armored Division. Clarke has command companies at Fort Campbell in the 2/502 IN and the 101st Long Range Surveillance Detachment. As the LRSD commander, Clarke deployed to Operation Desert Storm. Other assignments include the 75th Ranger Regiment, regimental training officer and commander of the Regimental Reconnaissance Detachment; Company Commander, B Company, 3rd Battalion, 75th Ranger Regiment. Clarke served as battalion operations officer and executive officer with 1st Battalion, 6th Infantry (MECH), as the brigade executive officer and deputy commander for the 173rd Airborne Brigade; and commander 3-504 PIR at Fort Bragg, N.C. where he participated in combat deployments in support of operations Enduring Freedom and Iraqi Freedom.

Clarke is a graduate of the Infantry Officers Basic and Advanced Course, the Army Command and General Staff College and recently completed a year of study at the National War College in Washington, D.C.

Clarke’s awards and decorations include the Legion of Merit, Bronze Star Medal (with 4 Oak Leaf Clusters), Meritorious Service Medal (with 4 Oak Leaf Clusters), Air Medal, Army Commendation Medal (with 2 Oak Leaf Clusters), Army Achievement Medal (with 7 Oak Leaf Clusters), National Defense Service Medal (with Bronze Star), Global War on Terrorism Expeditionary Medal, Global War on Terrorism Service Medal and Afghanistan Service Medal. He has been awarded the Air Assault Badge, Combat Infantryman’s Badge (2nd Award), Expert Infantryman Badge, Master Parachutist Badge, Military Freefall Parachutist Badge and the Ranger Tab.

Colonel Clarke was interviewed by SOTECH editor Jeff McKaughan.

Q: Good morning Colonel. Why don’t we start with an overview of the command?

A: Thank you Jeff for this opportunity to talk with you.

The 75th Ranger Regiment’s mission is to plan and conduct joint special military operations in support of U.S. policy and objectives. The regiment is a direct action force capable of executing any special operations or light infantry mission requiring a mature, competent, highly disciplined and lethal force to ensure the precise application of combat power in a politically sensitive environment, day or night, in all weather conditions via land, sea or air.

We are a rapidly deployable and ready-strike force and can be anywhere in the world in 18 hours. We are a lethal, agile and flexible force and the largest special operations combat element capable of executing squad through regimental-sized operations under U.S. Army Special Operations Command.

The regiment is comprised of four battalions: 1st Battalion, 75th Ranger Regiment located at Hunter Army Airfield in Savannah, Ga., 2nd Battalion, 75th Ranger Regiment located at Fort Lewis, Wash., 3rd Battalion, 75th Ranger Regiment and the Regimental Special Troops Battalion, located along with the Regimental Headquarters at Fort Benning, Ga.

Q: When not involved in assault-type missions like the airborne assault on an airfield for example, what is the role and mission of the Rangers within the special operations community?

A: We are the only Ranger Regiment in the U.S. Army, and we are like no other unit in the Army. The regiment is chartered to perform conventional infantry operations and special operations on any battlefield and we can be anywhere in the world in 18 hours. All four battalions are prepared to execute short-duration strike operations or sustained combat operations and to rapidly transition between the two.

Q: Growth has been important to the Rangers the past year. What can you tell me about that growth in terms of overall numbers? What does the additional force structure give to you from a deployment point of view? Will the growth trend continue?

A: We have added 789 Rangers under our new force structure. This is the first time the regiment has grown since 1983. This force structure gives us an additional Ranger rifle company per battalion and a dedicated Special Troops Battalion. This allows the regiment a larger amount of flexibility to support our combat operations than we had in the past.

We are currently working on a new force design update to address changes in technology, capabilities and mission requirements.

Q: Rangers, like all special operators, are not created overnight, so with these increases how has that impacted your training regime as well as your ability to continue attracting the right candidates in the right numbers?

A: The 75th Ranger Regiment is in a unique position because every member of the regiment is a volunteer. As the regiment transforms to meet the needs of the 21st Century Army, we continue to recruit and retain outstanding Rangers. We are an all-volunteer unit; you have to submit a packet requesting to be assigned to the regiment, go through a board process, and graduate from one of two regimental assessment programs; the Ranger Indoctrination Program or the Ranger Orientation Program. We have had a number of men join the regiment because of the events of September 11, 2001. There is a former schoolteacher in the Special Troops Battalion, who is in his early 40s and was motivated to join the Army because of September 11. We have former lawyers, stockbrokers and many other professions who have joined the ranks of the Ranger Regiment in the recent past. I also have several third-generation Rangers who have followed in their fathers and grandfathers footsteps. Many men have given up high-paying careers to be a part of this organization.

Our training focuses on five capabilities: physical training, marksmanship, medical proficiency, small unit tactics and mobility. We adjust and conduct our training to meet with the current conditions on the battlefield. As a result of this focus, we are a highly skilled, disciplined, flexible and adaptive unit. We are capable of highly complex, decentralized operations, leveraging “state of the art” technology on any mission in any terrain.

Q: What exactly is the selection process to become a Ranger?

A: The selection process for initial entry soldiers starts with an Army recruiter, after signing a contract to join the 75th Ranger Regiment, the soldier must first complete basic training, advanced individual training, and the Basic Airborne Course. Once they have successfully completed that training, they are assigned to the Ranger Indoctrination Program [RIP]. After completing the 28-day course, which focuses on basic rifle marksmanship, physical fitness, basic soldier skills and combat life saver training, graduates are assigned to one of our four battalions.

For senior NCOs and officers, a candidate must have demonstrated exceptional performance in his MOS or basic branch before he can apply for assignment to the regiment. Once these candidates make it past the screening process, they must complete the Ranger Orientation Program [ROP], which is 21 days long. ROP emphasizes familiarization with the standards and traditions of the Ranger Regiment, as well tactical operations and the use of equipment employed by the regiment. During RIP and ROP, students are required to successfully complete intensive physical fitness, mental and psychological testing.

Q: Over the past few years, many of the Special Forces Groups have become more mobile with vehicles like the GMV as they become more common. Traditionally, the Rangers have been light infantry with small numbers of vehicles. Have the Rangers become more vehicle-oriented as well? What are the vehicles of choice and are there any types of vehicles that you would like to acquire more of?

A: The Ranger Regiment prides itself on being the most flexible, light infantry unit in the world. We have always had some sort of mobility platforms. Currently we field GMV-R to Rangers at home station. Our Rangers are also trained on and use during combat operations, the M-114 up-armored GMV, Stryker infantry combat vehicle, and multiple other special mission vehicles.

Q: What can you tell me about the use of Strykers within the command? Is there a role for heavier armored vehicles in the Rangers? How about MRAP class vehicles?

A: There is a role for every vehicle in the military inventory for the Ranger Regiment. We pride ourselves on taking what is available and using it to accomplish the mission.

Q: The Rangers have traditionally been a testing and proving ground for new weapon and tactical systems before they go into service—either for SOF or the big Army. Are there any recent and current experiences with new systems that you can share?

A: We are currently testing numerous pieces of equipment. One is a new grenade launcher sight designed by Rangers that is very promising. Initial tests have shown it to be very accurate and have quick target acquisition.

Rangers have been involved in the SOCOM Ground Mobility Visual Augmentation Systems or GM-VAS. This will be a system of systems—short range-drivers, medium range, long range—with the long range FLIR ball being the first to field. The system will allow Rangers to identify targets beyond 10 kilometers without having to exit the vehicle. We have been involved in requirements development and operational testing since the program started.

Rangers are currently involved in testing a 360 camera system for PM FLIR. PM FLIR is installing 360-degree cameras with night vision capability on to our training fleet of Strykers. Rangers will test these systems CONUS and if they provide adequate situational awareness to the Rangers inside the Stryker, the regiment will move to install on all Strykers we employ in the CENTCOM AO.

Rangers are continually testing new pieces of Ranger’s Kit—as technology and materials continue to improve Ranger’s test on a regular basis: socks, boots, gloves, eye protection, hydration systems, protective pads and carrying pouches and packs.

These are just some of the items that form the Kit of the Regiment—as better items are found through testing, the recommendation is made by the staff to the Regimental CSM to replace or add new items to the Kit of the Regiment.

Q: Are UAVs are part of your inventory?

A: Yes, the regiment is currently in the process of transitioning to and receiving training on the Raven B UAV. This is our only organic UAV platform; we receive most of our UAV–ISR support from other headquarters to utilize platforms with greater endurance and range than our small rucksack portable Raven Bs.

Q: Looking ahead over the next 12 months, what are some of the challenges that the command faces and how are they being addressed?

A: As the regiment has developed increased capabilities, we have begun to recruit Rangers from military occupational specialties not historically associated with the Ranger Regiment. It is an educational process, both on the part of the regiment and those soldiers we are recruiting, on how to best attract and integrate those soldiers with unique capabilities into the regiment.

Q: Is there anything else you would like to add?

A: The 75th Ranger Regiment has been actively engaged in the global war on terror since October 2001, and Ranger battalions are on their 11th deployment. Since the beginning of the GWOT, the 75th Ranger Regiment has conducted combat operations with almost every deployed special operations, conventional and coalition force during operations Enduring Freedom and Iraqi Freedom. Rangers have participated in a wide range of diverse operations that include airborne and air assaults into Afghanistan and Iraq, mounted infiltrations behind enemy lines, complex urban raids and rescue operations. Elements of the Ranger Regiment are continuously engaged in sustained combat operations in both Iraq and Afghanistan. These men are literally the best soldiers the United States has to offer, and I am honored to be their commander.

[Aramanthus]

Thank you for sharing these other units to all of the units you have worked on lately! We appreciate it!

[Dominique]

If you guys are interested, I can start a thread with links to good background info on various military units, say US, British, Aussie, Kiwi, Rhodesian, and South African.

[Dominique]

General: MarSOC acceptance achieved
By Trista Talton - Staff writer
Posted : Wednesday Jul 30, 2008 21:19:00 EDT

CAMP LEJEUNE, N.C. — After more than two years of quiet successes and some loud growing pains, the Corps’ spec ops force has gained acceptance among Marines and other special operations forces, its former commander said.

There’s been a cultural shift since Marine Corps Forces Special Operations Command’s February 2006 inception, Lt. Gen. Dennis Hejlik said in an interview shortly after relinquishing command Thursday to Maj. Gen. Mastin Robeson in a ceremony.
“I don’t hear that anymore. You know, ‘Why is there a MarSOC? Why are there Marines in special operations because all Marines are special?’ And that’s true. But this is a unique bunch. They train to that SOF standard and deploy throughout the world, then we bring them back home,” he said.

Hejlik, who was pinned with a third star in a private ceremony Friday before taking the helm at II Marine Expeditionary Force, said he constantly receives e-mails from SOF operators, specifically Green Berets and Navy SEALs, complimenting MarSOC Marines and sailors.

“They’ll send me an e-mail and say, ‘Hey, general, your Marines and sailors are good to go. We’ll fight alongside them or we’ll do foreign internal defense with them anytime, anywhere,’” he said. “To me, that is a total success story, because of the acceptance on the battlefield.”

And, he said, that acceptance has reached across the Corps and Special Operations Command.

“There is a perception out there, and I want to be very clear about this, that there is still friction between MarSOC, the Marine Corps, SOCom and the component,” Hejlik said. “There just is not. Cooperation and coordination between the Marine Corps and SOCom and MarSOC and the component has never been better, and I can only just see it getting better and better as we go through this.”

When problems worsened
Tensions between Marine, MarSOC and SOCom leaders grew last year after the Army general who headed U.S. Special Operations Command-Central Command kicked an entire Marine special operations company out of Afghanistan and later told reporters that a preliminary investigation indicated the Marines killed or wounded more than 40 Afghan civilians.

News of a suicide car bomb attack on a Fox Company platoon in Nangarhar province March 4, 2007, spread quickly, along with the allegations that the Marines indiscriminately fired on civilians.

Following a nearly monthlong hearing into the actions of the company’s commander and the platoon commander in January, Lt. Gen. Samuel Helland, head of Marine Corps Forces Central Command, determined the Marines acted appropriately.

MSOCs continue to operate in Afghanistan, one of 16 countries to which MarSOC Marines have deployed in 29 months. To date, MSOCs and special operations advisory groups have embarked on 51 operational deployments.

Recruiting for MarSOC
More than 1,800 Marines and sailors are in MarSOC. That’s about 80 percent of the total force of 2,500. The force has its own recruiting team, comprised of an officer, four staff noncommissioned officers and one NCO.

The recruiting team travels across the country, briefing units about MarSOC. Hejlik said recruiting is going so well that, for the first time, MarSOC will hold back-to-back assessment and selection classes this fall.

“And [recruiting] was a very tough process, frankly, when we first started,” he said.
Marines and sailors who get through the assessment and selection process endure a rigorous training pipeline. Marine Special Operations Advisor Groups have six months to become subject-matter experts in small-unit tactics, fires control, indirect fires, lifesaving skills and language skills.

MSOC Marines train about 18 months, including six with Marine expeditionary units. The training starts with individual skills, such as basic reconnaissance, jump school and dive school, then on to unit training, such as close-quarters combat and dynamic entry.
Hejlik maintains that, once a Marine or sailor’s MarSOC tour is up, they’ll be sent back to the general population.

“We’ve had some Marines already return to Mother Marine Corps, as we like to refer to it,” he said.

“The plan, the memorandum of agreement with Headquarters Marine Corps, is that we will keep the majority of operators for five years — that’s about 1,256 Marines. The rest of the Marines who are our support and maintenance, they will spend a normal three-year tour in MarSOC and then return to the Marine Corps. After a tour back in the Marine Corps, they’re going to come back into MarSOC.”

[Aramanthus]

I'm interested in that! I'd be very interested in reading that material. Please keep this material coming. It's great stuff!

[Dominique]

I'm interested in that! I'd be very interested in reading that material. Please keep this material coming. It's great stuff!

I'll try to separate the material into books, and websites to make it easier.

[Dominique]

Naval Special Warfare Reserve Command Renamed
Story Number: NNS080808-15
Release Date: 8/8/2008 3:45:00 PM

CORONADO, Calif. (NNS) -- Naval Special Warfare Operational Support Group and its subordinate commands, Operational Support Teams 1 and 2, were redesignated Naval Special Warfare Group 11 and SEAL Teams 17 and 18 on Aug. 1 during a ceremony at the Naval Amphibious Base.

The change affects more than one thousand Naval Special Warfare (NSW) Reservists composed of SEALs, Special Warfare Combatant-craft Crewmen (SWCC), and combat service support personnel who represent nearly 20 percent of the manpower in the special warfare community.

"Before the (redesignation), we were a body pool and deployed guys to augment operational capabilities," said Cmdr. James Gracio, chief of staff for Group 11. "Now, we can provide more support that did not [previously] exist."

Group 11's mission is to organize, man, train, equip and deploy Reserve SEAL platoons, boat detachments and combat service support teams on special operations missions in support of active-duty NSW commands worldwide.

Without the constant support of Navy Reservists, the NSW's active-duty force would be at the limit of operating capacity, explained Gracio.

Reservists will take over a variety of assignments worldwide, suited to their deployment schedule, including expeditionary support, joint military training exercises and counter-narcotics operations, he said.

In addition, combat service support Sailors, such as gunner's mates and yeomen, will be deployed to fill battle staff requirements of deployed NSW forces.

"The ultimate goal is to add combat capability to NSW," said Lt. Cmdr. Ed Rohrbach, executive officer of SEAL Team 17. "This decision will put more active-duty SEALs on the ground where they need to be."

[Dominique]

Australian special forces successfully target Taliban extremist commander

A senior provincial Taliban extremist commander who coordinated attacks against Government facilities in Oruzgan was killed in a Special Operations Task Group (SOTG) operation on the 12th August 2008.

Mullah Akhtar Mohammed and his armed protection party were observed by SOTG troops in a remote area of Oruzgan province last Tuesday morning.

Defence spokesperson Brigadier Brian Dawson said the SOTG patrol maintained observation of the Taliban extremist commander and called for an ISAF airstrike when it was confirmed that there were no Afghan non-combatants in the area.
“Australian Special Forces observed the airstrike which struck the Taliban extremist group killing Mullah Akhtar Mohammed,” Brigadier Dawson said.

“The SOTG troops extracted from the area without further incident following the operation.”
Mullah Akhtar Mohammed was a known improvised explosive device (IED) facilitator and had recently equipped several suicide bombers who had struck civilian and security facilities in Oruzgan.

“Mullah Akhtar Mohammed was a senior Taliban extremist commander within Oruzgan province who controlled a large force of insurgents and directed a strong campaign of intimidation and violence within his area of responsibility.”
Brigadier Dawson said the operation was, in many respects, as difficult as the recent SOTG capture of Mullah Bari Ghul.
“It occurred in broad daylight making concealment of the patrol difficult, it was in an extremely remote area of the province and Mullah Akhtar Mohammed was difficult to pinpoint as he travelled within a very small group.

“Importantly, the SOTG located him, positively identified him and when it was confirmed that there were no non-combatants Afghans nearby, accurately targeted him for the successful ISAF airstrike.”

Further details of the ADF commitment to Afghanistan can be found at: http://www.defence.gov.au/opslipper/default.htm

Media Note:
The SOTG is continuing its operations to disrupt the Taliban extremist command and control network in Oruzgan province. As these operations are ongoing, no specific details of the operation to target Mullah Akhtar Mohammed will be released.

[Aramanthus]

Cool units! Nice additions! Please keep them coming!

[Dominique]

Special Ops weathermen get new specialty code
by Jeremy Webster
AF Special Operations Command Public Affairs

10/6/2008 - HURLBURT FIELD, Fla. (AFNS) -- Air Force special operations weathermen now have a new specialty code they can call their own.

Recruiters can enlist trainees directly into the 1W0X2 special operations weathermen career field since the new Air Force specialty code is now in the enlisted classification directory.

Before this new AFSC, weather Airmen applied to become special operations weathermen after already being in the Air Force, They were sent to work and live on an Army post where they relied on the Army for equipment and training. There was no standardized training, according to Chief Master Sgt Andrew Hopwood, Air Force Special Operations Command weather functional manager.

"The new AFSC will provide special operations weathermen the right technical, physical and tactical training from day one. This will greatly enhance their battlefield observing, environmental reconnaissance and forecasting missions," Chief Hopwood said.

Because of time between classes, Airmen previously spent four years training to become special operations weathermen. Under the new program, they will finish training in approximately two and half years. The first basic military training graduates will enter the new training pipeline in January 2009.

Trainees will attend the two-week Special Operations Weathermen Selection Course at Lackland Air Force Base, Texas. This is a physical training assessment with progressive training to prepare candidates for the next phase.

After the selection course, students will attend their initial-skills course at Keesler AFB, Miss., for 30 weeks where they will go through the Air Force Weather Course and endure additional physical training elements.

Upon completion of their initial-skills course, they will earn their jump qualification from airborne school at Fort Benning, Ga and attend survival school at Fairchild AFB, Wash. They will then train side-by-side with combat controllers during the Special Operations Weather Apprentice Course at Pope AFB, N.C. before being assigned to the Special Tactics Training Squadron here. They will learn additional weather skills necessary to deploy and operate in stressful environments. Training also will include basic communication, navigation, employment techniques, weapons training and small unit tactics.

Special operations weathermen have 99 slots, but are currently only 65 percent manned. Once Airmen become special operations weathermen, they will be assigned to Hurlburt's 10th Combat Weather Squadron and will be stationed at detachments across the United States.

[Dominique]

Elite Officer Recalls Bin Laden Hunt
Delta Force Commander Says The Best Plan To Kill The Al Qaeda Leader In 2001 Was Nixed
Oct. 5, 2008

(CBS) Shortly after 9/11, the Pentagon ordered a top secret team of American commandos into Afghanistan with a single, simple order: kill Osama bin Laden. It was America's best chance to eliminate the leader of al Qaeda. The inside story of exactly what happened in that mission, and how close it came to its objective has never been told until now.

The man you are about to meet was the officer in command, leading a team from the U.S. Army's mysterious Delta Force - a unit so secret, it's often said Delta doesn't exist. But you are about to see Delta's operators in action.

Why would the mission commander break his silence after seven years? He told 60 Minutes correspondent Scott Pelley that most everything he has read in the media about his mission is wrong and now he wants to set the record straight

"Our job was to go find him, capture or kill him, and we knew the writing on the wall was to kill him because nobody wanted to bring Osama bin Laden back to stand trial in the United States somewhere," the mission commander tells Pelley.

In 2001, just 10 weeks after 9/11, he was a 37-year-old Army major leading a team of America's most elite commandos. Even now, 60 Minutes can't tell you his name or show you his face. 60 Minutes hired a theatrical make up artist to take this former Delta officer through a series of transformations to disguise him. He calls himself "Dalton Fury," and is the author of "Kill Bin Laden," a new book out this week.

Dalton Fury is used to disguises. In fact in 2001, his entire team transformed themselves in Afghanistan. "Everybody has their beard grown. Everybody’s wearing local Afghan clothing, sometimes carrying the same weapons as them," he explains.

"The idea was that if this all worked out Osama bin Laden would be dead, and no one would ever know that Delta Force was there?" Pelley asks.

"That's right," Fury says. "That's the plan. And that always is when you're talking about Delta Force."

And there was no mission more important to the United States. "We'll smoke him out of his cave and we'll get him eventually," President Bush had vowed.

But the administration's strategy was to let Afghans do most of the fighting. Using radio intercepts and other intelligence, the CIA pinpointed bin Laden in the mountains near the border of Pakistan. Following the strategy of keeping an Afghan face on the war, Fury's Delta team joined the CIA and Afghan fighters and piled into pickup trucks. They videotaped their journey to a place called Tora Bora.

Fury told 60 Minutes his orders were to kill bin Laden and leave the body with the Afghans.

"Right here you're looking at basically the battlefield from the last location that we had a firm on Osama bin Laden's location," Fury explains to Pelley, looking at a ridgeline with an elevation of about 14,000 feet.

Asked how tough it would be to attack such a position on a scale of one to ten, Fury tells Pelley, "In my experience it’s a ten."

Delta developed an audacious plan to come at bin Laden from the one direction he would never expect.

"We want to come in on the back door," Fury explains. "The original plan that we sent up through our higher headquarters, Delta Force wants to come in over the mountain with oxygen, coming from the Pakistan side, over the mountains and come in and get a drop on bin Laden from behind."

But they didn't take that route, because Fury says they didn't get approval from a higher level. "Whether that was Central Command all the way up to the president of the United States, I'm not sure," he says.

The next option that Delta wanted to employ was to drop hundreds of landmines in the mountain passes that led to Pakistan, which was bin Laden’s escape route.

"First guy blows his leg off, everybody else stops. That allows aircraft overhead to find them. They see all these heat sources out there. Okay, there a big large group of Al Qaeda moving south. They can engage that," Fury explains.

But they didn't do that either, because Fury says that plan was also disapproved. He says he has "no idea" why.

"How often does Delta come up with a tactical plan that's disapproved by higher headquarters?" Pelley asks.

"In my experience, in my five years at Delta, never before," Fury says.

The military wouldn't tell 60 Minutes who rejected the plans or why. Fury wasn't happy about it but he pressed on with the only option he had left, a frontal assault on bin Laden's dug-in al Qaeda fighters. The Delta team had only about 50 men. So the mission would depend on the Afghan militia as guides and muscle. Their leader was a warlord and self-styled general named Ali.

"Ali told us after about 30 seconds of discussion, he kind of listened to me ramble on and then the first thing he said was, 'I don't think you guys can handle it. You can't handle Al Qaeda in these mountains,'" Fury remembers.

Ali met with a CIA officer and accepted millions of dollars in cash from the agency. In short order, his Mujahideen fighters were escorting Delta Force into the mountains.

"Paint the picture for me of these Afghan Mujahideen troops," Pelley asks.

"They range anywhere from maybe 14 up to maybe 80. Various dress. Basically, we would probably consider it rags, which is the standard dress for a Mujahideen warrior.

There is a video of the top secret mission, which has never been seen by the public before, until now. It was recorded by the Delta commandos themselves. Dressed like Afghans, the Americans maneuvered up the mountains, calling in air strikes on al Qaeda. By day they would advance, but at night they soon discovered their Afghan allies went home.

"Well, I have to assume that if you started up the hills of Tora Bora, and you and the Mujahideen took territory, they didn't abandon that at night?" Pelley asks.

"Oh yes they did," Fury says.

He says they gave it up to the enemy. "The Mujahideen would go up, get into a skirmish, firefight, lose a guy or two, maybe kill an al Qaeda guy or two, and then they leave. It was almost like it was an agreement, an understanding between the two forces fighting each other. Almost put on a good show and then leave."

Four days after arriving in Tora Bora, Dalton Fury was faced with a fateful command decision: three of his men were in trouble behind enemy lines, and at the same time the CIA had been listening to bin Laden's radio transmissions and had a breakthrough.

"And this is where it gets complicated. At about the same time, the CIA, George, comes into our room and he says, 'Guys, I got a location for Osama bin Laden.' That’s probably the best locational data we've had on UBL ever."

It was night, so Fury was without his Afghan allies. Still, he rescued his men and then found himself approaching bin Laden's doorstep. "We're about 2,000 meters away from where we think bin Laden's at still. From where we're at. Now we have to make a decision," he remembers.

Fury had two choices: advance his small team with no Afghan support, or return to camp and assault in the morning. He was under orders to make the Afghans take the lead, and intelligence said there were more than 1,000 hardened fighters protecting bin Laden.

"You write in the book 'My decision to abort that effort to kill or capture bin Laden when we might have been with 2,000 meters of him, about 2,000 yards, still bothers me. It leaves me with a feeling of somehow letting down our nation at a critical time,'" Pelley quotes.

Asked why he feels that way, Fury says, "Had we gone up that ridgeline towards that location, Osama bin Laden might have been 500 meters way. We might have run right into him. So there's always that doubt that we might have run into him. We also might got up there and found nothing. It wasn't worth the risk at that particular moment to go up there and play cowboy. It was better to be cautious, refit, go up there with the entire force the next day and play the battle out as we had planned."

In the morning, bin Laden was on the radio. The CIA, Delta, and their Afghan allies were listening.

How did the Afghans react when they heard from bin Laden on the radio?

"Osama Bin Laden is [to] many a Muslim’s hero," Fury says. "These guys in my opinion were more in awe of Osama Bin Laden than they were willing to kill him. When they heard him talking on the radio they would gather around the individual that held that hand held transistor. He would hold it up in the air, almost as if he didn't want the connection to break, almost like they could see the ridge line Osama bin laden happened to be talking from, like if they could almost see him and feel his presence and they just stood there with wide eyes and somewhat in awe that here is the leader of the jihad, the leader of al Qaeda and they’re actually hearing his voice over the radio."

"And these were the men who were supposed to help you capture or kill him? Some allies," Pelley remarks.

"Some were better than others," Fury says.

The radio intercepts gave Delta a fix on bin Laden's location. And one of the Delta soldiers narrated his own video.

"This top hill. The very top up there. That’s supposedly where Bin Laden is hiding out….We’ve seen movement along this saddle right here. We don’t know if it’s friendly or not so we haven’t been able to call fire on it," the soldier said on the video.

And then something extraordinary happened: Fury's Afghan allies announced they had negotiated a cease fire with al Qaeda, something the Americans had no interest in. When Fury's team advanced anyway, his Afghan partners drew their weapons on Delta. It took 12 hours to end the bogus cease fire, precious time for al Qaeda to move.

Fury says their assumption was that bin Laden was heading for a valley at that time.

Bin Laden had changed direction, and the tone of his radio calls. "Clearly under duress. Clearly hurting. Clearly caring for his men," Fury says.

In a notebook, Fury wrote down the translation of bin Laden's words as his team listened on the radio. "Quote, 'Our prayers were not answered. Times are dire and bad. We did not get support from the apostates, who are our brothers. I'm sorry for bringing you here. It is okay to surrender,' end quote," Fury reads.

Fury says that when he heard that, he thought it was almost over.

Soon after that intercept, a Delta team called "Jackal" radioed that they had bin Laden's entourage in sight.

"The operation Jackal team observed 50 men moving into a cave that they hadn't seen before. The Mujahideen said they saw an individual, a taller fellow, wearing a camouflage jacket. Everybody put two and two together, 'Okay, that's got to be Osama Bin Laden egressing from the battlefield.' They called up every available bomb in the air, took control of the airspace. And they dropped several hours of bombs on the cave he went into. We believe, it was our opinion at the time, that he died inside that cave," Fury says.

Bin Laden's radio went silent. And Dalton Fury believed the bombs had killed him. Six months later, American and Canadian forces came back for proof. They checked al Qaeda fighting holes and used explosives to try open up collapsed caves. This is where they hoped to find bin Laden’s body. It's an al Qaeda graveyard rising from the opium poppies.

The troops dug up bodies, removed fingers for forensic analysis, then carefully reburied the bodies. But, there was no luck. In October 2004, bin Laden released a video and Fury knew his team had failed.

Today, based on intelligence, Fury believes he knows what happened. He says that bin Laden was wounded in the shoulder by shrapnel from an American bomb, and was then hidden a town next to the al Qaeda cemetery. "We believe a gentleman brought him in - a gentleman, him and his family were supporting al Qaeda during the battle. They were providing food, ammo, water. We think he went to that house, received medical attention for a few days then, and then we believe they put him in a vehicle moved him back across the pass," Fury says.

"It’s my understanding they believe he got into a vehicle. He moved as far as he could and then got out and walked across or was carried across into Pakistan. Free and clear," Fury says. "When this is all over and this all dies down, and once we finally do grab Osama Bin Laden, I think the fact that we lost him in Tora Bora will move out of my memory so to speak. I'm looking forward to those days."

Fury says he'll donate his profits from the book to the Special Operations Warrior Foundation.

http://www.daltonfury.com/

[Dominique]

Here's an article on the NZ Army's Counter Terrorism Tactical Assault Group (CTTAG).

Debunking rumours about new anti-terrorism unit
By Patrick Gower

Sacrifice. The word is one of the few details known about the selection and training of the 18 soldiers who made it through to the Army's new Counter Terrorist Tactical Assault Group - CTTAG.

A small reference to the group in Defence Force publications praised the group's commitment and said in some cases sacrifices were made to be part of the team.

It can be surmised that the sacrifice is probably slightly less than a soldier would make in getting into the SAS, the Army's elite unit whose exceedingly high standards led to the creation of the second tier CTTAG in the first place.

The Weekend Herald spoke to a man who completed the nine-day SAS selection course and described it as physical and mental torture.

"Fitness is a given for all the guys that do it. This is a mind thing.

"When you go through those extremes, your body can't repair itself.

"All it concentrates on is survival and looking after the organs. Any cuts just get infected because the body has abandoned them to look after the core functions."

The man said the CTTAG force would never be put in that kind of position, and therefore did not need to be put to those extremes.

"All they need to test the CTTAG for is that someone is of an acceptable level of fitness, will do as they are told and is capable of being trained and working in a team."

It was this difference in selection that meant for a professional rift between the Blades - the full SAS members who have the winged dagger badge and Who Dares Wins motto - and the "non-badged" CTTAG who only get to wear the unit's sand-coloured beret.

"There is a feeling of backdoor entry. There is a feeling that they haven't done the hard yards.

"It has mellowed a bit now, but it is there."

He said there was less specific work in the SAS selection course "because they want to know if you have got the mind for it before they even bother to train you".

"The CTTAG is a fast-ball. They only need to do a small component of the SAS work and that's what they get." The Army gave the Weekend Herald a statement from "Private X" about CTTAG, aimed at debunking rumours about the new unit among its staff.

Private X said rumours like "you will be treated as a second class citizen, you will just be the inner cordon, and you will be shipped back to Battalion and called up when they need you" were made by those making poor excuses for not attempting the CTTAG selection course and were plainly untrue.

"What you can expect is a training intensity of about 90 per cent of realism.

"During the CTTAG assessment you will be pushed, both physically and mentally. However, it is designed to test, not break, the applicant and therefore should not be seen as daunting."

He said that during training "you will do things you have only seen in the movies, and a lot you haven't... "

He ended by saying: "To all those thinking of putting their hand up and trying out I can promise you it is a lifestyle change you will not regret. I haven't."


How they measure

SAS
* Nine days.
* First day grind of physical extremes.
* Three days of being dropped in wilderness and racing against clock to checkpoints.
* Notorious day five of marching continuously for 20 hours through swamp or sand dunes carrying a rifle, a pack and a 20-litre jerry can.
* Heavy pack work for eight of the nine days. More individual work in wilderness.
* On last day, walk non-stop for 60km but must do it within 20 hours.
* Fed once a day, no more than four hours' sleep.
* Testing for individual strength of mind.
* Those who pass can be selected for eight-month training course.

CTTAG
* Four days
* Intense first "killer" day of physical testing.
* Phobia testing: jumping off a boat, abseiling off a tower.
* Basic shooting and weapon handling.
* Initiative testing to look at team dynamics and identify leaders and loners.
* Less pack work.
* Those who pass selected for four month training course.

[Dominique]

FORT LEWIS, Wash. (USASOC News Service, Sept. 27, 2008) – What began as a mission to find and eliminate terrorists earlier this year in Iraq ended up being a life-defining moment for one member of 2nd Battalion, 75th Ranger Regiment.

Spc. Joe Gibson was on a secret night mission Apr. 26, 2008 when he placed his comrades’ lives ahead of his while evacuating wounded American Soldiers and engaging in hand-to-hand combat with a suicide bomber. His actions that day saved the lives of fellow Rangers.

The attention brought from the awarding of the nation’s third highest medal for valor makes Gibson feel slightly “uncomfortable,” and is quick to point out the achievements of his brothers in arms.

“I am honored to be here with those other guys that got honored,” said Gibson following an awards ceremony for members of the unit.

The medal was presented to Gibson by Adm. Eric Olson, commander of the U.S. Special Operations Command. With the stoic look many Rangers have from multiple combat tours, Gibson stood tall when presented the medal.

Before presenting Gibson and other Rangers medals for their actions in combat, Olson lauded the men of the 75th Ranger Regiment.

“You are a special breed, we ask a lot of you and for that the nation and I thank you,” said Olson. “Rangers are proven over and over again in battle. Rangers are glorified in Hollywood movies, but you aren’t actors, you are real men who make real sacrifices”

Olson added that Gibson’s actions during the mission for which he was awarded “exemplify and uphold the warrior culture of the Rangers.”

THE CRUCIBLE BEGINS

As the helicopter full of Rangers touched down that April night, Gibson and fellow Soldiers found themselves dodging enemy small arms fire less than 50 meters away.

Gibson’s platoon sergeant said the enemy small arms and machine gun fire began “less than a minute” after the group disembarked the helicopter.

“The contact was heavy where Spc. Gibson was,” said the platoon sergeant. “We took 2 casualties there.”

He described the setting as “a very dark night, out in the middle of nowhere with no ambient light, chest high grass, deep irrigation ditches.”

Among the two casualties the Rangers sustained was a life threatening gun shot wound victim.

“The guy that got hit is a real good friend of mine, and he called out to me,” said Gibson. “Me and another guy moved to him. I had the medical equipment, so I started getting that prepped while other people started taking care of him. We got him ready for (evacuation), patched him up and started moving him out.”

Transporting the casualty over an uneven field with irrigation ditches and through enemy fire was a challenge for the Rangers.

“Moving him out was horrible. It was the most ‘smoked’ I’ve ever been. It was physically demanding,” said Gibson.

The Rangers’ dedication to each other motivated Gibson to get his friend to safety.

“It was my buddy, I didn’t want to quit,” said Gibson. “For a while, it was just me on one end of the litter.”

Gibson’s actions are credited with saving the Soldier’s life.

The Soldier returned home safely to see his wife and newborn.

MAKING SURE

After assisting in the medical evacuation, Gibson and the Rangers continued on with their mission.

They began to clear a field with tall grass and canals near the helicopter landing zone. The Rangers knew enemy was still in the area even though most had fled when the Soldiers touched down.

While clearing the field, Gibson stepped on a terrorist hiding in a ditch under some grass.

“I really didn’t think it was a person that I stepped on because I thought it was just another part of the ground, maybe some trash or something,” said Gibson.

Initially, Gibson continued for a few more steps past the terrorist. Following his gut instinct, Gibson turned around investigate what he stepped on.

The terrorist moved to kill Gibson and the Rangers.

“He didn’t say anything other than giving his war cry,” explained Gibson. “He had an advantage on me. I didn’t have a chance to get my weapon ready and I knew he was gonna shoot me, so I dived on him.”

Gibson grabbed the muzzle of the terrorist’s rifle as the terrorist began to fire. Gibson wrestled the terrorist to the ground and gained positional control. He struggled and later stripped the terrorist of his weapon.

After stripping the terrorist of the weapon, the terrorist gripped Gibson’s rifle. Without the ability to use a firearm, Gibson engaged the enemy with his hands.

“Then he ripped off my helmet and all my (night vision) optics, so I couldn’t see all that well,” recalled Gibson.

The terrorist then began to reach for something hiding in his clothing.

“I stopped him ‘cause I thought maybe he was grabbing a knife to attack me with,” said Gibson.

The terrorist was reaching for the detonator to his suicide vest. The terrorist screamed “bomb!” in English.

“I thought at that moment that I was probably going to die,” explained Gibson.

As Gibson worked to stop the terrorist from detonating his vest, the terrorist had maneuvered into a position that was cutting off Gibson’s circulation.

Gibson, in an effort to save himself, began to hit the terrorist as hard as he could. His blows rendered the terrorist unconscious.

“I got my weapon into his stomach and fired,” said Gibson. “And he came back to conscious after that, I knew I got him. I stood up and neutralized him.”

DOING HIS JOB

The native of Yale, Okla. explains that he was just doing what he was supposed to do and that he thinks he doesn’t deserve any special recognition.

Gibson said he is honored to serve as a Ranger and have save his fellow Soldier’s life.

Gibson added that he “can’t wait” to return to Iraq.

Following the incident, Gibson re-enlisted to fight with the Ranger platoon he accompanied that night.

[Dominique]

These spec-ops warriors serve by their creed: On Time. On Target. Never Quit!

“On time. On target. Never quit!” is not a catchphrase, but a promise that Naval SWCC (Special Warfare Combat Crewmen, pronounced “swic”) operators make to their country, their brothers and themselves that they will complete their mission every time. It is the last six words of the SWCC creed. It’s an unflinching approach shared by some of the most committed military professionals alive today. It’s simple, definitive and to the point.

SWCC are our nation’s premier force for operating and maintaining high-performance, state-of-the art craft on NSW (Naval Special Warfare) combat missions in shallow-water environments. These elite fast-boat operators are part of Naval Special Warfare Command, which is comprised of SEAL Teams, SDV (SEAL Delivery Vehicle) Teams and Special Boat Teams. Together, they constitute the Maritime component of U.S. Special Operations Command, which exercises joint command of Navy, Army, and Air Force Special Operations Forces.

Focusing on clandestine infiltration and extraction of SEALs and other special operations forces, SWCC provide dedicated, rapid mobility in shallow water areas where larger ships cannot operate.

Men Of Character
“We’re looking for smart, motivated men who are intrigued by boats and engines. We want guys who want to do what we do. It’s not just sneaking around in the dark, which is intriguing, but it’s what we’re doing—running around at 100 miles an hour with our hair on fire. That’s who should be out there with us,” said Naval Special Warfare Group 4 Command Master Chief (SWCC) Rich Evans.

The Navy’s SWCC community is an all-male, all-enlisted fighting force comprised of some of this country’s best and brightest. Like the SEALs they serve alongside, SWCC operators are much more than just mindless commandos. SWCC are men of tremendous character, with the mental acumen and physical capabilities to carry out their mission.

“I don’t think there is one of our new guys coming out that even knows the word ‘quit.’ Most of the time you’re cold, you’re wet, you’re tired, but you have to be totally confident,” said Chief Special Warfare Boat Operator (SBC) Henry (last name withheld). “Anybody can go out on a perfect day and do some good things on an operation, but when you start getting run down, that’s when you really start to figure out what kind of operator a guy is.”

The nature of maritime special warfare also requires a good degree of versatility among crewmen. Everyone has to be a navigator, a communicator and everyone has to be able to drive the boat and operate all the weapons. Communicators have to be fluent in photo intelligence and a variety of communications on different networks, while multi-tasking in a three-dimensional battle space.

“You have to be able to just jump in and work every position. It’s leadership at all levels,” said Henry. “The mission planning cycles we go through, there’s no one guy saying ‘this is how it is.’ It’s every guy in there coming up with ways to get it done better.”

Road To Brotherhood
Talk to an operator long enough and you’ll hear a recurring theme: brotherhood. They are kindred souls who look after their teammates like family members—not only on the job, but on and off the water. They are truly a Naval Special Warfare family that takes care of each other and their families.

“From going through SWCC school together and then going on training missions and operations together. You feel the struggle and the pain of everything you do together and it just draws you closer. We (SWCC) are made up entirely of enlisted personnel and Warrant Officers, so all of our guys at each pay grade are responsible for a lot more than they would be in the regular Navy. So all of our guys have a lot of responsibility and we all share that burden together. That’s why we’re brothers,” Henry told us.

Individually, SEALs and SWCC go through separate, but similar, specialized training programs that emphasize special operations in the maritime environment. SWCC are trained extensively in craft and weapons tactics, techniques and procedures. Like SEALs, SWCC must also be physically fit, highly motivated, combat-focused and responsive in high-stress situations.

The road to becoming a SWCC operator is difficult. Candidates must first pass a physical screening test (PST) designed to assess the applicant’s physical ability to undergo initial training, but just because you can run a mile and a half in 12 minutes or do eight pull-ups doesn’t mean you’re ready for SWCC Basic Crewman Training (BCT).

Instructors of the BCT course train, develop, and assess SWCC candidates in physical conditioning, water competency, teamwork, and mental tenacity. This course starts with a two-week indoctrination. The SWCC Basic Crewman Training is five weeks long. Physical conditioning with running, swimming, and calisthenics grows harder as the weeks progress. Students’ abilities, mental fortitude and teamwork skills are tested during an arduous 72-hour evolution involving little sleep, constant exposure to the elements, underway boat and swimming events, and a test of navigational skills and boat tactics. SWCC students participate in weekly timed runs, timed obstacle-course evolutions, pool, bay and ocean swims, and they must learn small-boat seamanship. Upon the completion of SWCC BCT, students advance to Combat Qualification Training.

SWCC training is based on three core pillars: character, physical and technical. The mission requires men who uphold the Navy’s core values of honor, courage and commitment. Additionally, SWCC operators must prove physically fit and capable in every environment, especially the water, and possess the mental capacity to quickly learn the new tasks associated with maritime special operations.

“SWCC volunteer twice, not only to serve our country, but again they step up and subject themselves to grueling and arduous training that most people will never experience, to become part of the elite,” said Capt, Evin Thompson, Commander Naval Special Warfare Group 4. “In other words, they are assessed and selected to be Naval Special Warfare shooters. They know their mission is essential, and they are proud to be the ones the Nation turns to in times of need.”

Boats That Carry The Firepower
Naval Special Warfare has three Special Boat Teams to which SWCC personnel are assigned: Special Boat Teams TWELVE (SBT-12), TWENTY (SBT-20), and TWENTY-TWO (SBT-22). Each is unique in its location, mission, primary designated Operational Area, and numbers and type of craft. They are all under the overall command of Naval Special Warfare Group FOUR, which is headquartered in Little Creek, VA.

SBT-12 is based in Coronado, CA and led by an O-5 Navy SEAL Commander. It has enlisted SWCC personnel who operate and maintain Mark V Special Operations Crafts (SOC) and Rigid Hull Inflatable Boats (RHIBs). SOC-Rs are a medium-range insertion and extraction platform for SEAL and special operations forces in low-to-medium threat environments, capable of speeds up to 48 knots with a range of more than 500 nautical miles, while RHIB is a is a high-speed, high-buoyancy, extreme-weather craft made of glass-reinforced synthetic with a range of approximately 200 nautical miles and a top speed of 45 knots. These craft normally operate in detachments of two boats with crews. SBT-12 supports NSW maritime and coastal Special Operations missions in the Pacific and Middle East. The command deploys detachments aboard amphibious ships, to Naval Special Warfare Unit ONE (NSWU-1) in Guam, and Naval Special Warfare Unit THREE (NSWU-3) in Bahrain.

SBT-20, based in Little Creek, VA supports NSW maritime and coastal operations in Europe, the Mediterranean, and South America. It deploys detachments aboard amphibious ships and to Naval Special Warfare Unit TWO (NSWU-2) in Stuttgart, Germany, and Naval Special Warfare Unit TEN (NSWU-10) in Rota, Spain. Like SBT-12, it also operates and maintains the Mark V and RHIB boats.

Among the three boat teams, SBT-22 is unique in that it is the only unit not based on an ocean. The capabilties of the 33-foot Special Operations Craft Riverene (SOC-R) boat are better suited for its home base at the John C. Stennis Space Center in Mississippi. These craft normally operate in detachments of two boats with crews. SBT-22 supports NSW riverine operations worldwide. The SOC-R is an aluminum-hulled boat capable of speeds up to 40 knots with a range of about 200 nautical miles.

SWCC Forces Train Teams, Then Leaders
While littoral warfare goes back 900 years and SWWC trace their origins to the “Brown Water” navy of the Vietnam War, special boat operators did not have their own distinct career path until 1 October 2006 when the Navy created the Enlisted Special Warfare Boat Operator (SB) rating. Prior SWCC operators were drawn from several source ratings, but with the amount of time needed to train before deployment, most sailors assigned only managed a couple of operational tours before returning back to the “big navy.”

“One of the greatest ways the closed loop improved our operators is, before we would have to take rating exams in whatever rate you were, so you would have to spend countless hours studying for a rate you don’t even work in. Now they only study SB stuff. You become a SWCC and that’s what you do your whole career,” said Henry.

The Navy now has 525 qualified SBs—ranging from SB3 (E-4) to SBCM (E-9). Of those 525 SB’s, about 480 are assigned to Naval Special Warfare Group Four with the majority assigned to the three teams, the rest are on various staffs, U.S. Special Operations Command, and Theater Special Operations Commands.

The two-year deployment cycle is designed to be on a one-in-four rotation. The first six months of the rotation is for professional and personal development, followed by a second six-month unit-level training where the operators train up as boat crews. The third rotation is squadron integration training where they bring the SEAL Team, their boat troops, SDV troops, and other combat enablers together to form up a Naval Special Warfare Squadron. They train and work together for six months and then they deploy to support the global war on terror for the final six months in the cycle.

During that first deployment, they will have one of the basic tasks onboard the boat—most likely the chief engineer, lead navigator or perhaps a gunner.

When they return from that first deployment they will take that experience and will start training up to be a boat captain. The boat captain is the guy who drives the boat and is in overall command of that boat. Before his next deployment he will go through a rigorous qualification process with both practical exercises on the water and a very demanding board with a team of commanding officers and their command leadership before they qualify him as a boat captain. This represents their second deployment.

Their next qualification is patrol officer, where they are in charge of two or more boats at a time to execute a mission. They are given tactical and operational responsibility for mission success.

“These warriors are some of the very best-trained in the world, and they are now serving in multiple countries supporting every Geographic Combatant Commander. By working closely with other special operations forces, warriors from services like the Army’s Special Operations shooters, Special Forces and Rangers, we are able to bring a synergy, which is very powerful,” said Thompson.

“I believe that as we move forward, the key to continuing to root our terrorists, no matter where they hide, is to have strong, cohesive and multi-faceted units who can work with each other in any scenario to accomplish the mission.”These spec-ops warriors serve by their creed: On Time. On Target. Never Quit!



“On time. On target. Never quit!” is not a catchphrase, but a promise that Naval SWCC (Special Warfare Combat Crewmen, pronounced “swic”) operators make to their country, their brothers and themselves that they will complete their mission every time. It is the last six words of the SWCC creed. It’s an unflinching approach shared by some of the most committed military professionals alive today. It’s simple, definitive and to the point.

SWCC are our nation’s premier force for operating and maintaining high-performance, state-of-the art craft on NSW (Naval Special Warfare) combat missions in shallow-water environments. These elite fast-boat operators are part of Naval Special Warfare Command, which is comprised of SEAL Teams, SDV (SEAL Delivery Vehicle) Teams and Special Boat Teams. Together, they constitute the Maritime component of U.S. Special Operations Command, which exercises joint command of Navy, Army, and Air Force Special Operations Forces.

Focusing on clandestine infiltration and extraction of SEALs and other special operations forces, SWCC provide dedicated, rapid mobility in shallow water areas where larger ships cannot operate.

Men Of Character
“We’re looking for smart, motivated men who are intrigued by boats and engines. We want guys who want to do what we do. It’s not just sneaking around in the dark, which is intriguing, but it’s what we’re doing—running around at 100 miles an hour with our hair on fire. That’s who should be out there with us,” said Naval Special Warfare Group 4 Command Master Chief (SWCC) Rich Evans.

The Navy’s SWCC community is an all-male, all-enlisted fighting force comprised of some of this country’s best and brightest. Like the SEALs they serve alongside, SWCC operators are much more than just mindless commandos. SWCC are men of tremendous character, with the mental acumen and physical capabilities to carry out their mission.

“I don’t think there is one of our new guys coming out that even knows the word ‘quit.’ Most of the time you’re cold, you’re wet, you’re tired, but you have to be totally confident,” said Chief Special Warfare Boat Operator (SBC) Henry (last name withheld). “Anybody can go out on a perfect day and do some good things on an operation, but when you start getting run down, that’s when you really start to figure out what kind of operator a guy is.”

The nature of maritime special warfare also requires a good degree of versatility among crewmen. Everyone has to be a navigator, a communicator and everyone has to be able to drive the boat and operate all the weapons. Communicators have to be fluent in photo intelligence and a variety of communications on different networks, while multi-tasking in a three-dimensional battle space.

“You have to be able to just jump in and work every position. It’s leadership at all levels,” said Henry. “The mission planning cycles we go through, there’s no one guy saying ‘this is how it is.’ It’s every guy in there coming up with ways to get it done better.”

Road To Brotherhood
Talk to an operator long enough and you’ll hear a recurring theme: brotherhood. They are kindred souls who look after their teammates like family members—not only on the job, but on and off the water. They are truly a Naval Special Warfare family that takes care of each other and their families.

“From going through SWCC school together and then going on training missions and operations together. You feel the struggle and the pain of everything you do together and it just draws you closer. We (SWCC) are made up entirely of enlisted personnel and Warrant Officers, so all of our guys at each pay grade are responsible for a lot more than they would be in the regular Navy. So all of our guys have a lot of responsibility and we all share that burden together. That’s why we’re brothers,” Henry told us.

Individually, SEALs and SWCC go through separate, but similar, specialized training programs that emphasize special operations in the maritime environment. SWCC are trained extensively in craft and weapons tactics, techniques and procedures. Like SEALs, SWCC must also be physically fit, highly motivated, combat-focused and responsive in high-stress situations.

The road to becoming a SWCC operator is difficult. Candidates must first pass a physical screening test (PST) designed to assess the applicant’s physical ability to undergo initial training, but just because you can run a mile and a half in 12 minutes or do eight pull-ups doesn’t mean you’re ready for SWCC Basic Crewman Training (BCT).

Instructors of the BCT course train, develop, and assess SWCC candidates in physical conditioning, water competency, teamwork, and mental tenacity. This course starts with a two-week indoctrination. The SWCC Basic Crewman Training is five weeks long. Physical conditioning with running, swimming, and calisthenics grows harder as the weeks progress. Students’ abilities, mental fortitude and teamwork skills are tested during an arduous 72-hour evolution involving little sleep, constant exposure to the elements, underway boat and swimming events, and a test of navigational skills and boat tactics. SWCC students participate in weekly timed runs, timed obstacle-course evolutions, pool, bay and ocean swims, and they must learn small-boat seamanship. Upon the completion of SWCC BCT, students advance to Combat Qualification Training.

SWCC training is based on three core pillars: character, physical and technical. The mission requires men who uphold the Navy’s core values of honor, courage and commitment. Additionally, SWCC operators must prove physically fit and capable in every environment, especially the water, and possess the mental capacity to quickly learn the new tasks associated with maritime special operations.

“SWCC volunteer twice, not only to serve our country, but again they step up and subject themselves to grueling and arduous training that most people will never experience, to become part of the elite,” said Capt, Evin Thompson, Commander Naval Special Warfare Group 4. “In other words, they are assessed and selected to be Naval Special Warfare shooters. They know their mission is essential, and they are proud to be the ones the Nation turns to in times of need.”

Boats That Carry The Firepower
Naval Special Warfare has three Special Boat Teams to which SWCC personnel are assigned: Special Boat Teams TWELVE (SBT-12), TWENTY (SBT-20), and TWENTY-TWO (SBT-22). Each is unique in its location, mission, primary designated Operational Area, and numbers and type of craft. They are all under the overall command of Naval Special Warfare Group FOUR, which is headquartered in Little Creek, VA.

SBT-12 is based in Coronado, CA and led by an O-5 Navy SEAL Commander. It has enlisted SWCC personnel who operate and maintain Mark V Special Operations Crafts (SOC) and Rigid Hull Inflatable Boats (RHIBs). SOC-Rs are a medium-range insertion and extraction platform for SEAL and special operations forces in low-to-medium threat environments, capable of speeds up to 48 knots with a range of more than 500 nautical miles, while RHIB is a is a high-speed, high-buoyancy, extreme-weather craft made of glass-reinforced synthetic with a range of approximately 200 nautical miles and a top speed of 45 knots. These craft normally operate in detachments of two boats with crews. SBT-12 supports NSW maritime and coastal Special Operations missions in the Pacific and Middle East. The command deploys detachments aboard amphibious ships, to Naval Special Warfare Unit ONE (NSWU-1) in Guam, and Naval Special Warfare Unit THREE (NSWU-3) in Bahrain.

SBT-20, based in Little Creek, VA supports NSW maritime and coastal operations in Europe, the Mediterranean, and South America. It deploys detachments aboard amphibious ships and to Naval Special Warfare Unit TWO (NSWU-2) in Stuttgart, Germany, and Naval Special Warfare Unit TEN (NSWU-10) in Rota, Spain. Like SBT-12, it also operates and maintains the Mark V and RHIB boats.

Among the three boat teams, SBT-22 is unique in that it is the only unit not based on an ocean. The capabilties of the 33-foot Special Operations Craft Riverene (SOC-R) boat are better suited for its home base at the John C. Stennis Space Center in Mississippi. These craft normally operate in detachments of two boats with crews. SBT-22 supports NSW riverine operations worldwide. The SOC-R is an aluminum-hulled boat capable of speeds up to 40 knots with a range of about 200 nautical miles.

SWCC Forces Train Teams, Then Leaders
While littoral warfare goes back 900 years and SWWC trace their origins to the “Brown Water” navy of the Vietnam War, special boat operators did not have their own distinct career path until 1 October 2006 when the Navy created the Enlisted Special Warfare Boat Operator (SB) rating. Prior SWCC operators were drawn from several source ratings, but with the amount of time needed to train before deployment, most sailors assigned only managed a couple of operational tours before returning back to the “big navy.”

“One of the greatest ways the closed loop improved our operators is, before we would have to take rating exams in whatever rate you were, so you would have to spend countless hours studying for a rate you don’t even work in. Now they only study SB stuff. You become a SWCC and that’s what you do your whole career,” said Henry.

The Navy now has 525 qualified SBs—ranging from SB3 (E-4) to SBCM (E-9). Of those 525 SB’s, about 480 are assigned to Naval Special Warfare Group Four with the majority assigned to the three teams, the rest are on various staffs, U.S. Special Operations Command, and Theater Special Operations Commands.

The two-year deployment cycle is designed to be on a one-in-four rotation. The first six months of the rotation is for professional and personal development, followed by a second six-month unit-level training where the operators train up as boat crews. The third rotation is squadron integration training where they bring the SEAL Team, their boat troops, SDV troops, and other combat enablers together to form up a Naval Special Warfare Squadron. They train and work together for six months and then they deploy to support the global war on terror for the final six months in the cycle.

During that first deployment, they will have one of the basic tasks onboard the boat—most likely the chief engineer, lead navigator or perhaps a gunner.

When they return from that first deployment they will take that experience and will start training up to be a boat captain. The boat captain is the guy who drives the boat and is in overall command of that boat. Before his next deployment he will go through a rigorous qualification process with both practical exercises on the water and a very demanding board with a team of commanding officers and their command leadership before they qualify him as a boat captain. This represents their second deployment.

Their next qualification is patrol officer, where they are in charge of two or more boats at a time to execute a mission. They are given tactical and operational responsibility for mission success.

“These warriors are some of the very best-trained in the world, and they are now serving in multiple countries supporting every Geographic Combatant Commander. By working closely with other special operations forces, warriors from services like the Army’s Special Operations shooters, Special Forces and Rangers, we are able to bring a synergy, which is very powerful,” said Thompson.

“I believe that as we move forward, the key to continuing to root our terrorists, no matter where they hide, is to have strong, cohesive and multi-faceted units who can work with each other in any scenario to accomplish the mission.”

[Dominique]

Roll with the Rangers

The 75th Regiment is growing — and the job opportunities are, too
By Sean D. Naylor - snaylor@militarytimes.com
Posted : August 25, 2008

There are 789 more opportunities to join the 75th Ranger Regiment, which added that number of troops as part of an expansion to make it more operationally flexible.

From junior soldiers to those well along in their careers, both officers and enlisted, those opportunities are broadly available in a range of positions.

“There’s absolutely greater opportunity to join the regiment for [military occupational specialties] of all types,” said Lt. Col. Joe Ryan, the regiment’s deputy commander.

Once in the regiment, soldiers can qualify for re-enlistment bonuses of anywhere from $3,000 to $22,000, depending on specialty, rank and years in service.

But the expansion has also forced the elite airborne unit to cut the size of its infantry squads.

The 75th, often referred to simply as “the Ranger Regiment” because there is only one, is headquartered at Fort Benning, Ga., and has three infantry battalions, one each at Benning, Hunter Army Airfield, Ga., and Fort Lewis, Wash. Elements from the regiment usually deploy and fight as part of special operations task forces put together by Joint Special Operations Command.

The regiment’s expansion, which began Oct. 1 and was completed last month, involved adding a fourth line company to each infantry battalion, as well as the activation of a Special Troops Battalion. That brings the regiment’s overall strength to 3,009, about one-third of which can be expected to turn over every year. That drives an ongoing need for troops to fill vacancies and thousands of soldiers are put into the Ranger Regiment accessions pipeline every year.

The expansion marked the first major change to the Rangers’ force design since the activation of the regimental headquarters and the 3rd Battalion in 1984, according to Lt. Col. Chris Stone, the regiment’s executive officer.

The new force design enables the Rangers to do things they needed to but couldn’t with the pre-existing force structure, Ryan said.

Ryan explained the advantages of the new design in terms of an acronym that describes a targeting process and is gaining currency in the military: F3EA, which stands for “find, fix, finish, exploit and analyze.”

“We’ve always been good at the ‘finish’ side, and that’s always been our bread and butter here in the Ranger Regiment,” he said. “What we’ve done is we’ve taken the other four pieces of that model — the ‘find’ and ‘fix,’ in terms of the enemy, and then the ‘exploit’ and ‘analyze’ side as well — and grown those areas to complement the strength that we’ve had in the ‘finish’ realm of F3EA.”

Previously, Ryan said, the Rangers were forced to rely “on outside agencies and other capabilities” to provide them with information required to attack a target, and then to take any information gained in that attack, analyze it and turn it into other targets. The regiment’s growth (which includes additional military intelligence soldiers) allows the regimental headquarters and its infantry battalions to handle many more of those tasks themselves, he said.

Doing the job better
Although Ryan did not specifically discuss how the Rangers fit into JSOC operations, he acknowledged it was “fair to say” that the changes also make it easier to build a special operations task force around the regimental headquarters or any of its infantry battalions.

“One of our mission-essential tasks has always been to operate as a SOTF, and we’ve always been able to do it,” he said. “What the [additional force structure] provides us with is just the ability to do it better.”

The expansion also gives the regimental staff the ability to operate “across the tactical and into the operational levels of war,” Ryan said. “To either do it independently or to augment others in doing it.”

The additional company per infantry battalion carries clear advantages, Ryan said.

“What that allows a battalion commander to do is apply more force and more troops to those problems that require it across the spectrum of everything that we do,” he said.

In each battalion’s case, the new company — called D or Delta Company — was phased in over a six-month period, culminating in a certification exercise at the National Training Center, Fort Irwin, Calif., according to Stone. The first battalion to be certified was 2nd Battalion, in January, followed by 3rd Battalion in May and 1st Battalion in July, a timeline driven primarily by the battalions’ deployment schedules, Ryan said.

Once certified, each battalion deploys to Afghanistan for its first combat experience with the new company, Ryan said.

“The terrain obviously at the National Training Center replicates [Afghanistan] incredibly well,” Ryan said. “That has been a huge success.”

The other major component of the regiment’s expansion has been the creation of the Special Troops Battalion, which has four subordinate companies that were previously detachments under the regimental headquarters: the reconnaissance, military intelligence and communications companies, as well as what is now called the regimental operations company, which used to be the training detachment.

The operations company serves as the headquarters company for the Special Troops Battalion, but its most important function is running the Ranger Indoctrination Program, or RIP, and the Ranger Orientation Program, or ROP — pronounced “rope” — as well as the course that prepares the regiment’s soldiers for Ranger School, Ryan said. The purpose of RIP is to train, assess and select newly assigned junior enlisted soldiers in Ranger Regiment history, traditions, policies and basic Ranger skills. ROP exists to train, assess and select officers and non-commissioned officers for service in the regiment.

Both RIP and ROP are seeing a significant influx of soldiers resulting from the expansion. The Rangers’ need to attract physically fit, mentally driven soldiers is greater than ever.

Straight into Rangerdom
About 75 percent to 80 percent of the regiment’s junior enlisted infantrymen join via initial entry contracts, Ryan said. The remainder come from the larger Army, either soldiers re-enlisting to go Ranger, or transferring laterally from other units using Department of the Army Form 4187 — “Personnel Action,” he said. For a unit to release a soldier to try out for the Rangers requires the approval of the soldier’s brigade commander, he added.

Although the regiment is looking for high performers from conventional Army brigades, Ryan said, because it seeks to recruit them at the end of their brigades’ life cycles, when units are returning from deployments, friction with conventional Army commanders is minimized.

“The conventional Army has been more than supportive of our growth,” Ryan said. “They realize there’s only one Ranger Regiment in the Army ... and they don’t want to screw this one up.”

Previously, the regiment had what Stone described as “an informal agreement” with the Army that allowed the Rangers a 7 percent overage of Skill Level 1 combat arms soldiers.

“Now that became part of the formal MTOE [modified table of organization and equipment — essentially, the unit’s force design], so that we were authorized an additional 7 percent overage of Skill Level 1 infantrymen,” he said. “That gave us the authorizations for the bodies and the equipment that allowed us to have some flexibility in people being deployed or in schools or other things like that.”

However, the expansion has not been without cost.

“Not everything’s been a good news story,” Ryan said.

Most notably, in order to free up the manpower to fill the Delta Companies, the regiment cut the size of its rifle squads from nine soldiers to seven.

The decision wasn’t taken lightly, Ryan said. “We really looked at the missions we were undertaking, the platforms we were using to deliver Rangers to the battlefield, in terms of vehicles and helicopters ... and we said, ‘Can we afford to go to seven men in order to effect the unit growth?’ and we determined a few years back that yes, we could, and we could still accomplish those missions.”

There have been “isolated occurrences” of platoons deploying with even fewer than seven men in a squad, “but by and large the squads are deploying at the seven-man level,” Ryan said.

The successful deployment to Afghanistan of the reorganized 2nd Battalion, with its seven-man squads and D Company, convinced the regiment’s leaders that the concept was sound. Nevertheless, they are eager to return to the nine-man squad as soon as possible.

“Over time we realized that the flexibility we gain from having nine-man squads and the combat power we’re able to bring to bear on the battlefield is obviously greater in a nine-man squad than in a seven-man squad,” Ryan said. “So what we are looking at now is a potential return to the nine-man squad in order to align Ranger platoons with their infantry counterparts in the rest of the Army ... That’s the proven model that the infantry has succeeded with over the years, and it’s working for everybody forward today.”

The search for support troops
But for all the difficulties inherent in cutting each infantry squad’s strength by more than 20 percent, filling the increased number of slots for support troops in the regiment has proven even tougher.

“The accession of the other [i.e. non-infantry] MOSs that we now either require for the first time or we require more of, that’s been the greatest challenge,” Ryan said.

While the Rangers have relatively few problems attracting hard-charging young infantrymen, finding support soldiers willing and able to make it through the physical challenges of RIP and live the Ranger lifestyle has been considerably more difficult.

About one-third of the 75th is made up of support troops; the rest are combat-arms soldiers.

“We did not grow sufficiently in some support areas,” Stone said. But, he added, although the regiment could have asked for additional support slots, those “are the areas that we always would have difficulty in recruiting anyway ... Adding authorization for additional truck drivers doesn’t mean you’re going to necessarily have additional truck drivers.”

Historically, the regiment has found it hardest to fill its 42-series (administrative) and 92-series (supply) MOS positions — “the PLL [prescribed load list] clerks, the supply sergeants, the cooks,” Stone said, adding that the regiment has often been forced to fill support slots with infantry soldiers. “It may reduce the quality of the food you get ... but the show must go on,” he said.

Stone sought to dispel a misconception that apparently hinders the regiment’s recruiting efforts. It would be a mistake for soldiers to think that “you have to come into this organization as a private in order to be successful,” Stone said. “That is not the case.”

The regiment’s command sergeant major, Douglas Pallister, did his first Ranger tour as a staff sergeant, Stone noted, adding that there are other sergeants major in the regiment who entered the unit at a similar stage of their careers.

Numbers help tell the story of the personnel challenge facing the Rangers. Accessions Command issues roughly 4,000 Ranger contracts a year, Stone said. “If we’re giving out 4,000 contracts a year and we have 3,000 billets in the organization, obviously a significant amount of those people do not make it through the pipeline,” he said.

For those recruits who show up for the Army, make it through initial entry training, then graduate airborne school, the attrition rate in RIP is about 50 percent, Ryan said.

The biggest factor that prevents soldiers from completing RIP or ROP is “physical training issues,” Ryan said. “The reason why a kid will come to RIP and not make it is, he just can’t maintain the physical standard that the course requires.”

The difficulty in filling the support slots prompted a debate in the regiment about whether “to hold everybody to the same standard” or to put the support troops in a support battalion “and not require them to maintain the Ranger standards that we require of the numbered battalions,” Ryan said.

In spring 2005, then-regimental commander Col. Paul LaCamera made his decision, which was later confirmed by his successor, current regimental commander Col. Richard Clarke.

Ryan summarized that decision as “simply that we’re going to have one standard in the regiment, and it’s going to be the tan beret standard, and it’s going to be the same standard we’ve always held Rangers to, and if a kid who’s an 88 Mike [motor transport operator] or a 52 Charlie [utilities equipment repairer] or a 13 Fox [fire support specialist] or an 11 Bravo [infantryman] doesn’t meet it, he’s not going to get a tan beret and he’s not going to be in the unit.

“So we do not have any non-tan-beret wearing soldiers in the Ranger Regiment. Every Ranger in the organization has earned the tan beret through graduation from RIP or ROP and will continue to do so.”

This approach held two major advantages, according to Ryan.

“One, it’s maintained our unit integrity, in terms of knowing that when you ask for a Ranger you’re going to get one, whatever his MOS is,” he said. Second, he added, “It’s proven to a lot of these kids that they can do it ... When they put that tan beret on, they’re pretty proud of themselves and what they’ve been able to do. It just does a lot for the unit and morale and esprit de corps.”

Joining the regiment
Despite its popular reputation, the 75th Ranger Regiment is not made up of just grunts and other hard-core combat types.

The 75th includes soldiers across a spectrum of other job specialties, from truck drivers and parachute riggers, to water treatment specialists, radio and electronics specialists and more.

If you’re interested in joining the 75th, you can use this phone number and Web site to find out more about what’s required and what to expect:

706.545.5124

https://www.benning.army.mil/75thran...ting/index.htm.

[Dominique]

The following story should give you PLENTY of ideas for a full scale RECON campaign.

FORT BRAGG, N.C. (USASOC News Service, Oct. 28, 2008) – One of the most decorated units in Special Forces history was honored by the U.S. Army Special Operations Command in a ceremony here, Oct. 24.

Project Delta, Detachment B-52, 5th Special Forces Group (Airborne), the most decorated single unit in the Vietnam War, had a memorial stone dedicated in their honor and placed in the Memorial Plaza at the USASOC headquarters. Lt. Gen. Robert W. Wagner, commanding general of USASOC, hosted the ceremony.

“Today we honor you, the members of this heroic unit in Vietnam,” Wagner said. “Your accomplishments were invaluable. You operated at the tip of the spear before the term was coined.”

Project Delta was a covert Special Forces operation in Vietnam which began May 15, 1964. A single SF detachment, B-52, was tasked with training the Civilian Irregular Defense Group and the South Vietnamese Special Forces, known as the Luc Luong Dac Biet, in conducting long-range reconnaissance patrols in uncontrolled and enemy territory.

The operation actually started as Project Leaping Lena in early 1964, which involved selected teams from the 1st Special Forces Group (Airborne) in Okinawa, Japan, and 7th Special Forces Group (Airborne) Fort Bragg, N.C.

“Like all great inventions, Leaping Lena, and later Project Delta, was created to solve a problem,” said Alva D. Greenup, a retired Air Force colonel who served as a sergeant on a Project Delta recon team from 1967-1968. “The problem was we had many more times the area than there were troops to control it.”

Tactically, Special Forces in Vietnam provided a valuable intelligence source, though they did not possess the offensive capability to project any real threat to the enemy, he said. Conversely, the divisions which were transferring into Vietnam had the offensive punch, but the enemy could frequently avoid major confrontations unless it was to their advantage.

“The enemy could act freely in the uncontrolled areas,” Greenup said. “Something needed to be done to fix these problems in Vietnam, and that fix was Project Delta.”

Shortly after the project’s inception, the 5th SFG(A) began to take a more active role using B-52 as a command and control headquarters. Officially, it was organized into 12 recon teams consisting of 11 officers and 82 enlisted men from U.S. Special Forces. However, some people remember it slightly different.

“There’s formal military history, and then there’s war stories,” Greenup said. “The real truth about what we were is somewhere in between. For instance, one thing, in my time there I never saw 12 recon teams. There just wasn’t that many people.”

In addition to the American Special Forces, there were more than 1,200 South Vietnamese and ethnic Chinese soldiers divided into two CIDG companies and the 81st South Vietnamese Airborne Ranger Battalion. One CIDG company was the Nung Strike Force, a platoon-size, rapid reaction force made up of ethnic Chinese soldiers. The other company was known as the Roadrunners.

The Roadrunners were select indigenous members from various groups, Greenup said. These soldiers showed an extra measure of courage in that they would go undercover within a North Vietnamese unit to provide intelligence. Once a North Vietnamese unit had been found, the Roadrunners would be prepped and fitted with the appropriate equipment, then inserted to link up with the enemy and collect information.

“As you can imagine, this was very hazardous duty,” Greenup said. “These were some extraordinary people. It was always exciting when we were doing an extraction on a Roadrunner team. We’d go in on a helicopter and start picking up six guys out of the woods wearing North Vietnamese uniforms and carrying AK-47s. There were a lot of door gunners on helicopters that would like to have cut down on them.”

Delta also incorporated several other support elements into the unit, including dedicated U.S. Air Force forward air controllers. These Airmen were an invaluable asset to the unit, and their skills came in handy as Project Delta enjoyed the highest priority in air support.

“When a Delta FAC called for air support they got it, and they got it very quickly,” Greenup said. “That gave the recon teams a powerful wallop, and was an enormous confidence builder.”

The 281st Assault Helicopter Company provided all the lift resources for Delta, while developing special tactics and techniques to enhance the mission of the ground forces.

“Every recon guy knew the 281st were coming to get ‘em, no matter how bad the circumstances,” Greenup said.

This sentiment was equally shared throughout Project Delta.

“It was said among the project that when the 281st came to get a Delta team on an emergency extraction, they would either get you out, or they would all crash beside you,” said Gary L. Reagan, who served as a staff sergeant on a Delta recon team. “They wouldn’t quit until one or the other had happened.”

Delta was also the first U.S. Army unit in Vietnam to operationally assimilate U.S. inter-service and allied personnel, such as the Australian Special Air Service and the Republic of Korea Special Forces.

Although a variety of units were represented in Project Delta, the core mission surrounded the six-man recon teams.

“This was where we got the return on the investment,” Greenup said. “The idea was inexpensive, efficient and turned out to be tremendously effective.”

Originally the teams were made up of six Americans, but they eventually evolved into teams of two Americans and four indigenous personnel, typically Vietnamese Special Forces. As the effectiveness of the small recon teams evolved, other units were formed, such as Projects Gamma, Omega and Sigma. The Military Assistance Command, Vietnam Special Forces Reconnaissance Commando School was also developed for Detachment B-52 to train personnel in forming long-range recon patrol companies within each division.

These teams were designed to strike deep into uncontrolled territory, seeking out Viet Cong units and their sources of supply. Normally sent out on five-day operations, the teams performed a wide variety of missions, including locating enemy units, intelligence gathering, bomb damage assessment, artillery and air strike coordination, hunter-killer missions, special purpose raids, and conducting harassing and deception missions.

The project’s success was directly due to the caliber of Soldiers serving in the unit and the shared professional ethos of the teams.

“In the finest tradition of Special Forces, almost every man seemed to be blessed with an inquiring mind, a strong will, an adventurous nature and a readiness to lead,” Reagan said. “They approached the challenge with a very simple philosophy: we’ll either find a way or make a way.”

Despite being the most decorated unit in Vietnam, there were very few individual awards.

“There was almost a disdain for individual awards and recognition,” Reagan said. “In Delta the standard was if you were dead, missing or seriously wounded you probably would be put in for a medal. If you came back in one piece, that was its own reward, and in a couple of days you could go out and do it again.”

Spread across six years, Delta was small in numbers, yet it was big in impact. The intelligence gathered provided the identities of more than 70 NVA and VC units, enabling the capture of numerous supply caches, documents and prisoners. This information was often gained in remote and largely inaccessible areas of the counter and was produced with minimal casualties.

Although, as with any conflict, Project Delta did suffer its share of casualties. The names of 29 Delta members are inscribed on the Vietnam Veteran’s Memorial Wall in Washington, D.C.

Delta was officially deactivated on July 31, 1970, and the men of Detachment B-52 went their separate ways. During its six-year history, roughly 600 Soldiers served with the unit. Many of them continued on in military careers, some becoming instructors for various schools, and others returning to the Special Forces groups to pass on valuable lessons from their Project Delta experience. One Delta member wrote and published a ‘tricks of the trade’ manual.

“Rumor has it that this book is still used among present-day Special Forces guys,” Greenup said. “We’re quite proud that the legend lives on with the new guys.”

Of the Delta members who stayed in the military, 20 became field-grade officers, two became general officers, including former chairmen of the joint chiefs of staff Gen. Hugh Shelton, and 59 became command sergeants major.

“Delta attracted men from all walks of life, and when their time in the project was over they moved on to contribute to their communities and country in many ways,” Reagan said.

professors and ministers. Others went into areas as varied as law enforcement, television broadcasting and nuclear power.

Most importantly to many of the Delta members, is that their legacy lives on in modern-day Special Forces.

“I’m confident that the Project Delta members had a great deal of influence regarding the development of the modern Special Forces tactics,” Greenup said. “The legacy of Project Delta is partly due to the extraordinary six-year history in Vietnam, and partly due to the success of Special Forces teams carrying on the fight to our nation’s enemies in Afghanistan and Iraq, and throughout other locations in the world.”

For many, Project Delta set the standard for those Special Forces Soldiers who came after them.
“You set the example and established the blueprint of the things we do today, for all the future generations of Special Operations Forces,” Wagner said. “You were young men with the skills, courage and trust in one another to put your life at risk, with the instincts and cunning judgment to know what to do. No bragging, no boasting, just doing. Without the technology we have today, but with the simple courage, guts and tenacity to never quit.”

[Aramanthus]

Excellent articles thank you for sharing them with us!

[Dominique]

Excellent articles thank you for sharing them with us!

I do try. I'm always on the lookout for something that's either informative, or could a story that could be mined for campaign ideas, and this one fills both those rolls. I figure this one story should supply enough to get the ball rolling on a full blown campaign.

[Aramanthus]

I know it does. Thank you for being so diligent!

[Dominique]

SWCC Training Turns Sailors into Leaders

SAN DIEGO, CA -- The training to be a future “Dirty Boat Guy” may seem similar to the BUD/s and SEAL Qualification Training, but is remarkably different. To become a SWCC, it takes 21 weeks of hardcore mental and physical training in two phases: Basic Crewman Training and Crewman Qualification Training.

BCT comes first and is a seven-week program testing the physical strength of a candidate and his ability to work as a member of a team. The class begins with approximately 40 students and includes men straight from recruit training and seasoned Sailors from the fleet. A team of highly-trained and experienced special boat operators serve as their instructors.

This phase is the most physical part of training. Some candidates arrive for training in good shape, but some don’t realize exactly what they are getting into until the training has begun.

“During the first two weeks we basically do the crawl, walk, run method,” said Chief Special Boat Operator (SWCC) Christopher Moore, leading chief petty officer of BCT. “We teach them exactly how to do what they need to do to make it through the next five weeks.”

The beginning of the third week of training is when everything gets kicked up a notch. Instructors teach candidates the basics, from proper swimming technique to equipment maintenance. Now it is up to the Sailors to decide if they really want to be in the program.

By the beginning of week five, almost half of the candidates remain and they struggle to get into a groove.

“They come here as individuals and they forget that they have to work well with others,” said instructor Special Boat Operator 1st Class (SWCC/FPJ) Lawrence Obst. “No matter how fast or how strong they think they are, they now have to motivate others to complete the tasks and get through the training as a group.”

But the instructors don’t let up on tough standards. They know the candidates must learn to cope with stressful environments. “We can teach them how to use a radio and shoot a gun,” Blond said. “But when the stress level goes up that’s when they lose everything they’ve learned. We have to keep that stress level up so that we know they can perform in that environment.”

Blond and Obst know that they will likely be serving on teams with these students sometime in their career and they want a teammate they can trust. It is the instructors’ mission to ensure the strongest candidates, both mentally and physically, make it through. They would rather graduate a few strong candidates that can handle the stress than a whole class that may not perform.

BCT culminates in a final test of the candidate’s knowledge and physical stamina. It is called “The Tour.” This is a simulation of a basic mission. It consists of more than 36 hours of various physical activities like swimming and push ups, little to no rest, and getting in and out of cold water. It begins with the SWCC physical fitness test then moves on to navigation at sea in small boats. In the end, typically 10 to 20 students make it through. One candidate who was dropped but made it back into the program and persevered was Special Boat Operator 2nd Class Michael Gough.

“This training is physically hard,” he said. “The job and the camaraderie made me come back and do this all over again.” There is much to celebrate after making it through “The Tour.” Both the instructors and the newly-graduated candidates gather in front of BCT headquarters to eat, casually talk, and relax for a few short hours. The candidates have finally earned the SB rating. For those new SBs, it’s time to move on to the next step of becoming a SWCC.

CQT is a less physical and more mentally demanding part of SWCC training. This 14-week school requires candidates to study for and pass written tests rather than just concentrate on strength and endurance tests. “BCT tests the heart and physical capabilities of a student,” said Senior Chief Special Boat Operator (SWCC) James Budrakey, the leading chief petty officer of CQT. “At CQT we are more interested in pumping the students with technical knowledge on how to be boat guys and make an overall package that is ready to go to the teams in a more functional manner.”


The students are given a PQS as a reference for what they are expected to learn over the remainder of the training. This book includes everything from the rules of warfare and 3M to weapons training and communications

Over the 14 weeks of instruction, the students spend about 600 hours in the classroom and countless more studying independently. About 150 classroom hours include labs where candidates learn hands-on with the equipment they were taught during class.

The process of going from class to lab to the practical test is repetitive, but according to instructors, is essential in making sure candidates know and are comfortable with the basic elements of their rating. Repetition becomes especially important as they approach the weapons training portion of their training.

Weapons training starts at week eight of CQT. Over the one-month period of weapons training, the candidates train and qualify on nine weapons from 9mm pistols to .50-caliber, mounted machine guns. Repetition is key in order to safely train. According to some instructors, it is the most challenging part of the course. Ironically, it is also the training students look forward to the most.

“Weapons is known as a high-failure point of training and it has the reputation of being a very tough part of the course,” said Budrakey. “A lot of students get excited about getting out on the range and shooting, but they are also nervous about it because they know it’s a pretty strong challenge.” The weapons training involves classroom as well as shooting range time. The students only have three chances to pass their practical shooting test. This is when paying attention to detail becomes paramount.

“There are some candidates coming through that have never held a weapon before,” said SBC (SWCC) Thomas Sounier. “Getting them used to the sounds and feel can only be done by repeating the training from the classroom to the range.”

Figuring out how to be a Sailor can be difficult as well for some young candidates who may have no naval experience.

“The biggest challenge that many of them face is sailorization and learning what it means to be a Sailor and a leader at such a young age,” said Budrakey.

The students also realize that they have to take more responsibility in order to receive their warfare device.

“CQT gave you more freedom ... but it put more on you as an individual to complete the course,” said SB2 (SWCC) Russell Manyo, a recent CQT graduate.

“When they leave here they get their basic 3M qualification, CMS user qualification, and their warfare designation pin which encompasses their weapons and other qualifications,” said SB1 (SWCC) Justin Beebe, a CQT instructor. “They are qualified to go to a team.”

After nearly 100 days of grueling, brain and gut busting training and evaluations, the students prepare for graduation. Gear is turned in, orders to their boat teams are handed out and uniforms are prepped. Graduation morning, the students and all of their instructors form up for the final time. The instructors, special warfare members and family gather to congratulation their loved ones and welcome their new brothers to the teams.

“It feels amazing,” said SB3 (SWCC) David Hostetter. “I have been waiting to get this rate and pin for about a year now and everything I went through was worth it.”

The instructors feel a real sense of accomplishment as well, knowing they have not just done their job, but created the best Sailor they possibly could.

In the end this is not just a SWCC school or a Special Warfare school,” said Sounier. “We are creating a Sailor.”

[Aramanthus]

Nice addition! Please keep this valuable information coming! We can use it!

[Dominique]

Nice addition! Please keep this valuable information coming! We can use it!

Yeah, I've been slacking lately, as there are several other stories I should have posted here.

[Dominique]

Coast Guard Officers Begin SEAL Training

Coronado, CA -- Four US Coast Guard officers recently began their participation in the US Navy's Basic Underwater Demolition/SEAL (BUD/S) training program.

The four officers had been selected and completed a two week BUD/S preparatory course and a three week orientation at the Great Lakes Naval Station in Illinois.

According to Deployable Operations Group spokesperson Lieutenant James McLay, at least one enlisted member of the Coast Guard was also selected to participate, but failed to meet the physical training exit standards in the pre-training program.

BUD/S is well known for its high attrition rate. According to the US Navy, roughly thirty percent of those who participate in the selection process actually graduate from the course. However, a number of Special Warfare recruiting programs have helped to reduce the attrition rate.

The Coast Guard BUD/S students just recently began the first of three phases. The first phase was cited as having the highest rate of drops, due to quitting and/or medical reasons. Week four of the first phase is dubbed "Hell Week," and is notably regarded as the toughest week of training. If the officers make it, they are estimated to complete Hell Week by April 17th 2009.

Should the Coast Guard officers pass the long training and selection process, they will be assigned to a SEAL team for five to seven years.

[Aramanthus]

Nice update! Thank you for keeping us posted on these things!

[Dominique]

More Marines Eligible for Spec Ops Teams
April 24, 2009
Military.com|by Bryan Mitchell

The Corps' three-year-old Special Operations Command graduated its first class of operators April 22 from a recently developed seven-month training course that prepares the Marines for the high-speed, hush-hush world of commandos.

Forty-four of the 60 Marines who began the course in October graduated while six others received certificates of attendance.

The course represents the first time that special operations Marines joining one of the unit's four battalions will have undergone uniform, service-developed training that "provides a baseline of skills, including essential special operations tactics, techniques and procedures," according to a unit release.

This new cadre of special operators will join a command still nearly 20 percent below its required end strength for operators, according to Maj. Matthew Ceradini, spokesman for MARSOC.

The graduation comes as the Corps begins to open MARSOC eligibility to Marines from all job specialties - not just those from the infantry, recon or other combat arms communities.

The move to open MARSOC to all Leathernecks has created a flood of inquiries, Ceradini said.

"We've had all kinds of interest from Marines who were not combat arms background -- motor transport, air wing, supply guys. You name it, we've probably seen the MOS," Ceradini said.

Problem is, some of those Marines have contractual obligations that won't allow them to jump into the commando ranks.

"The interest is there, but they are committed at other places," Ceradini said, including deployment or other training obligations. "Our pie gets small very fast."

The Corps' spec ops unit is home to roughly 2,600 personnel, which also includes some Soldiers, Sailors and civilians. There are approximately 1,017 critical-skill operator billets filled by Leathernecks who complete the rigorous three-week qualification course and the seven-month training regimen.

Ceradini said the Corps' high op-tempo pushed MARSOC to cast a wider net for applicants.

"We had stuck to combat arms (positions), but because we are getting deployed so much we realized we needed to broaden our horizon and draw evenly across all spectrums of the Marine Corps," he said.

But good snake eaters can be found anywhere within the Corps -- it's more about what the Marine's made of, and not so much his previous training.

"We are looking for individuals who are the right fit for this work. It all comes down to the character of the individual when the final selection goes through," Ceradini said. "Is this person trainable? Does this person have the mindset to operate in this community?"

It's far from rhetoric. Special Operations Marines are trained in foreign internal defense, counter-terrorism and information operations. That's a far cry from the motor pool.

And, of course, you'll not only have to have heart, but also the brawn to back it up.

The baseline threshold for MARSOC is a 225 on the physical fitness test. The average of those selected, however, is a far more robust 278.

"If you're running a 225, you're not maxing out on any part of the PFT and your chances decrease exponentially," Ceradini said.

Trouble in the past will also keep an NCO or officer prospect out of MARSOC.

The command had long offered waivers for applicants with non-judicial punishment in their past, but had yet to grant one. Now, an NJP is a deal breaker.

Part of the thrust to recruit more Marines into MARSOC comes as the first batch of special operators will soon come to the end of their five-year commitment.

"We are going to consider extending a tour here on a case-by-case basis. We need to rotate these Marines back to the fleet to share some of that wealth of knowledge," Ceradini said.

The dilemma of sending highly-trained Marines back into the larger Corps is an issue the service is addressing.

Ceradini hopes this crop of special operations Marines set to return to the fleet will later serve again as MARSOC senior leaders.

"We don't want to see these guys get underutilized," Ceradini said.

[Aramanthus]

That is a cool one. I have to tell a friend of mine who is a former marine. I think he'd like to hear this one.

[Dominique]

MARSOC to Restructure, Add Two MSOBs

CAMP LEJEUNE, N.C. — Two Marine Special Operations Command (MARSOC) battalions will redesignate two of its companies as battalions, according to a MARSOC release.

Company A and Company B of the Marine Special Operations Advisor Group (MSOAG) will be redesignated the 3rd and 4th Marine Special Operations Battalions (MSOB) at Camp Lejeune. LTC Matthew Trollinger will take command of 3rd Battalion from LTC Christian L. Nicewarner.

MARSOC falls under the U.S. Special Operations Command. The redesignation is part of the command’s overall plan to standardize its four battalions.

[Dominique]

The Abu Kamal Raid, Syria 2008

The Abu Kamal Raid was an attack carried out by helicopter-borne CIA paramilitary officers from Special Activities Division and United States Special Operations Command, Joint Special Operations Command inside Syrian territory on October 26, 2008. The Syrian government called the event a "criminal and terrorist" attack on its sovereignty, alleging all of the reported eight fatalities were civilians. An unnamed U.S. military source, however, alleges that the target was a network of foreign fighters who travel through Syria to join the Iraqi insurgency against the United States-led Coalition in Iraq and the Iraqi government.
Background

Throughout the Iraq War, Syria has reportedly served as a conduit for foreign fighters intending to enter Iraq to fight US, coalition, or Iraqi military and police forces. US officials have complained that militants and their reinforcement and logistics networks have been able to operate openly in Syria, and that the Syrian government has not made sufficient effort to stop it. The US says that militants fly into Damascus and then, with the help of emplaced networks, travel across the Syrian border into Iraq, mainly through the city of Ramadi. According to the US military, the foreign militants were responsible for 80% to 90% of the suicide attacks in Iraq, mainly targeting Iraqi civilians.

In the summer of 2007, a US military raid on a suspected al-Qaeda in Iraq house in the Iraqi town of Sinjar, near Syria, yielded documents containing information about alleged Syrian smuggling networks used to move foreign fighters into Iraq. The documents included al-Qaeda in Iraq records of more than 500 foreign fighters who had entered from Syria, according to the Combating Terrorism Center at the US Military Academy, where civilian analysts are examining the documents. A July 2008 report on what the documents contained indicated that at least 95 Syrian "coordinators" were involved in facilitating the movement of the foreign fighters into Iraq. The report stated that many of the coordinators were from smuggling families in Bedouin clans and other Syrian tribes.

Since the US-led invasion of Iraq in 2003, there have been a few reported incidents of the US military firing across the border at targets in Syria. US General David H. Petraeus stated in October 2008 that efforts by US and Iraqi forces, as well as by the Syrian government, had cut the number of militants crossing into Iraq from Syria from about 100 a month to 20 a month. Petraeus, however, stated that more needed to be done to halt the flow of militants. In 2008 the US blamed violence in Mosul on foreign fighters from Syria.
The Raid

The raid took place in Eastern Syria near Abu Kamal, which is near the Iraqi border city of Al-Qa'im. This area is regarded by the U.S. as the main crossing point into Iraq for fighters, money, and equipment in support of the Iraqi insurgency. At some point in time the Central Intelligence Agency confirmed the location of al-Qaeda coordinator Abu Ghadiya, accused of being responsible for much of the smuggling, and suggested the raid be undertaken.According to Cable News Network, US President George W. Bush likely approved the mission.

Four American Blackhawk helicopters entered Syrian airspace around 16:45 local time on October 26 and deployed roughly two dozen soldiers, who attacked a building under construction in the village of As Sukkariyah, just north of Abu Kamal. Sky News reported that two of the four American helicopters landed, allowing 10 US Army Special Forces However, reporters said they only saw seven bodies, and no children. U.S. officials contended that all those killed during the raid were associated with Abu Ghadiya, the operation's target. A villager from the area stated that at least two men were seized by the American forces. An eyewitness told the BBC that two of the dead - the married couple - were "very simple people" who "lived in a tent and were being paid to guard building materials such as cement and timber, 24 hours a day. These people will have had nothing to do with the insurgency in Iraq." Syria's official news agency gave the names of the dead as Dahud Mohammed al-Abdullah, his four sons, and Ahmed Khalifeh Ali Abbas al-Hassan and his wife. The US disputed the Syrian's claim of civilian casualties, emphasizing that all of the people killed in the assault were militants. soldiers to disembark and storm a building under construction. The Syrian government stated that the soldiers killed eight civilians, including a man, his four children, and a married couple.
Target

The target of the raid was said to be a "foreign fighter logistics network". A U.S. source told CBS News that "the leader of the foreign fighters, an al-Qaeda officer, was the target of Sunday's cross-border raid." He said the attack was successful but did not say whether or not the al-Qaeda officer was killed. Fox News later reported that Abu Ghadiya, "Al Qaeda's senior coordinator operating in Syria", was killed in the attack. The New York Times reported that during the raid the US troops involved killed several armed males who "posed a threat."

Abu Ghadiya is a Sunni Iraqi born between 1977 and 1979 in Mosul, whose actual name is Badran Turki Hishan al Mazidih. The U.S. government accuses him of working for Iraqi al-Qaeda leader Abu Mus'ab al-Zarqawi and later Abu Ayyub Al-Masri, and of being appointed the Syrian commander for logistics in 2004. The US had reportedly known about Ghadiya for "months or years" and had been pressing the Syrian government to hand over, capture, or kill him. According to The New York Times, Abu Ghadiya was either killed near his tent or died after being taken by the American troops; his body was flown out of Syria. The Syrian government disputed the claims, stating that these were "lies from the United States" and that the American troops had violated international law and Syrian sovereignty. Later, American officials confirmed that Ghadiya was killed in the raid along with several other members of his cell.
Syrian Permission Given Pre-attack

On October 28, Israeli journalist Ronen Bergman reported Syrian intelligence had cooperated with the US against al-Qaeda, and that Syria had told the US that it would not intervene in a US strike. Several days later The Times also reported that the Syrians had agreed to the raid through a back channel established with the Syrian Air Force Intelligence Directorate. According to the report, after the Syrians gave the U.S. information pertaining to the location of Abu Ghadiya, they agreed to allow the U.S. to apprehend him and bring him to Iraq; as such, when Syrian air defenses, on high alert since the Israeli-led Operation Orchard, detected the American helicopters and requested permission to engage them, it was denied. However, the unintended firefight and subsequent deaths made it impossible for the operation to remain covert. One tribal leader told the paper that an hour and a half after the attack, Syrian intelligence officers came to the area, warning the villagers that if they spoke about what had just occurred, their family members would die.
Counter Syrian Allegations

The Syrian Government has called the raid a "terrorist aggression" and a violation of their sovereignty. The Americans defend the action as self-defense under Article 51 of the UN Charter, citing their belief that Syria is responsible for providing "sanctuary to terrorists". The same reason was used for U.S. raids into Pakistan a few months before as part of the War on Terror. Turkey has also used this argument for its raids against PKK rebels in northern Iraq, while Colombia has used this defence for cross-border attacks against FARC.

The US position, as presented to the UN General Assembly a month before the incident by President George W. Bush, is that sovereign states have "an obligation to govern responsibly, and solve problems before they spill across borders. We have an obligation to prevent our territory from being used as a sanctuary for terrorism and proliferation and human trafficking and organized crime." Anthony Cordesman, an analyst at the US Center for Strategic and International Studies, said about the raid that, "When you are dealing with states that do not maintain their sovereignty and become a de facto sanctuary, the only way you have to deal with them is this kind of operation."

Aftermath

Syria summoned the U.S. and Iraqi chargés d'affaires to Damascus to protest the unauthorized raid. Sergeant Brooke Murphy, an American military spokesman in Baghdad, said that commanders were investigating. According to the Associated Press, an anonymous U.S. official said that a raid had taken place, and had aimed to target members of a foreign fighter logistics network that reaches from Syria into Iraq. In other media, Syria has characterized the attack as "terrorist aggression". Syrian Foreign Minister Walid MuallemUK Foreign Minister David Miliband the day after the raid, but their joint news conference was canceled. On October 28 Syria closed an American school called the Damascus Community School in Damascus and a US cultural center. went ahead with a meeting with

Iraq is in an awkward position because it wants to remain friendly with Syria, but also wants to prevent people believed to be creating unrest in Iraq from entering through Syria. Iraq's official spokesperson officially denounced the attack, stating, "The Iraqi government rejects U.S. aircraft bombarding posts inside Syria." However, an Iraqi Government spokesman stated Syria had in the past refused to hand over fighters who were accused of killing 13 Iraqi border guards. He also stated that the proposed agreement for US forces to stay in Iraq after the UN mandate ends "will limit this type of operation. It will limit the United States from using Iraqi land to attack others." Iraqi government spokesman Ali al-DabbaghIraq had previously requested that Syria turn over members of the insurgent group that uses Syria as its base. said about the raid, "This area was a staging ground for activities by terrorist organizations hostile to Iraq." al-Dabbagh added that

Iraqi government officials in Mosul and the surrounding province of Ninevah strongly supported the raid and have encouraged the US and Iraqi central governments to do even more to stop the flow of insurgents from Syria into Iraq. Said Khosro Goran, the vice-governor of Ninevah, "We have an open border with Syria and our neighbours are actively encouraging the terrorists."

[Aramanthus]

Cool addition. I'm glad the we got that guy!

[Dominique]

I figure the last post alone ought to be good for several modern day scenario ideas.

[Aramanthus]

I agree. It should be able to spark many GM's needing that little spark for an adventure.

[Dominique]

75th Rangers will take SCAR to war
By Matthew Cox - Staff writer
Posted : Thursday May 14, 2009 5:40:06 EDT

About 600 members of the 75th Ranger Regiment will soon take the Special Operations Combat Assault Rifle into battle.

The 600 SCARs are the first of 1,800 that U.S. Special Operations Command began fielding in early April, SOCom spokeswoman Air Force Maj. Denise Boyd told Army Times.

SOCom chose the SCAR system — which consists of the 5.56mm MK16 and the 7.62mm MK17 — to replace weapons including the 5.56mm M4A1 carbine, made by Colt Defense LLC.
VIDEO

The command selected FN Herstal to develop SCAR in 2004 after holding a competition to find a reliable, modular weapon system for its elite forces.

The SCAR has a short-stroke, gas-piston operating system. The upper receiver is aluminum and houses a free-floating barrel for improved accuracy. The lower receiver is polymer to help reduce weight. Both versions can be equipped with different barrel lengths to suit missions ranging from close-quarter fights to long-range shooting.

Operators can chose a 10-inch, 14-inch or 18-inch barrel for the MK16 and a 13-inch, 16-inch or 20-inch barrel for the heavier MK17. Each of these can be changed out by the shooter in minutes, FN officials say. The MK16 uses a 30-round magazine; the MK17 uses a 20-rounder. Eighty percent of the parts are common to both the light and heavy versions to reduce long-term maintenance costs, FN officials say.

The SCAR also includes the MK13 40mm grenade launcher, designed to fit on both the MK16 and MK17 or fire in the stand-alone mode.

Like the M4A1, both versions of the SCAR can fire on full automatic. The conventional Army’s M4 carbine uses a three-round burst instead of full auto.

In addition to the M4A1, the SCAR system is intended to replace:

• The MK18 close quarter battle rifle, similar to the M4A1 but equipped with a 10.5-inch barrel.

• The MK11 special purpose rifle, chambered in 7.62mm.

• The MK12 special purpose rifle, chambered in 5.56mm.

• The M14 rifle, chambered in 7.62mm.

SOCom and FN officials do not talk about the cost of SCAR, but the Nov. 5, 2004, initial award for the contract was $634,390. Special operations units from all services will receive the SCAR, but it’s unclear when that will happen, Boyd said; commanders are determining how many they will need.

“The intent is to field to operational elements at the beginning of their training cycle and to run the weapons through an entire work-up and deployment in order to determine weapon mix, barrel mix, total number of weapons required,” Boyd said.

[Aramanthus]

I saw part of this elsewhere. But they didn't have the entire set of information. Please keep the info coming!

[Dominique]

Recon-improvement plan pays off for Corps
By Gidget Fuentes - Staff writer
Posted : Monday Jun 22, 2009 7:00:46 EDT

CAMP PENDLETON, Calif. — They endured countless hours of swimming and finning in the combat pool and then in the open, cold ocean.

They covered miles with heavy combat packs over steep hills and sandy beaches. They fought strong ocean currents and big swells to drive and navigate their rubber boats.

In this class of newly trained and longtime infantrymen, all dreaming of becoming reconnaissance Marines, many questioned whether they had the grit to complete the grueling course.

So they were especially proud to step onto the School of Infantry-West parade deck June 12 for graduation ceremonies from the Marine Corps’ Basic Reconnaissance Course, after nine weeks of training by Reconnaissance Training Company. The Marines survived the course and earned the coveted title and 0321 military occupational specialty of a recon Marine.

The high tempo at the course reflects some of the successes in the Corps’ effort to rebuild and reshape its reconnaissance community, positioning it for ongoing wars and future combat operations. Known simply as “Fix Recon,” the effort to grow and evolve the Corps’ capability has been ongoing for a decade, but it may be finally drawing to a close.

The men of Class 05-09 are the Corps’ newest group of trained reconnaissance Marines and soon will report to an active-duty or reserve recon unit. About 600 Marines, and a few dozen Navy corpsmen, will graduate from the course this year — roughly 120 Marines won’t make it — entering a community that has grown exponentially since the war in Afghanistan began.

Fixing recon
In 2001, the Corps had roughly 550 billets for reconnaissance Marines. Today, that number has tripled and keeps growing, with the fiscal 2009 requirement for active-duty units at about 2,038, said Maj. Brian Gilman, the 0321 occupational field manager at Plans, Policies and Operations branch in Washington.

He said that figure is expected to increase slightly by 2012 as part of an initiative aimed at the Corps’ force reconnaissance capabilities and units.

“Fix Recon” began with a 1999 directive by then-Commandant Gen. James L. Jones to look at equipment, manning, training and other issues. After Sept. 11, deployments to Afghanistan and Iraq followed, along with the birth of Marine Corps Special Operations Command and the Corps’ growth to 202,000.

“There has been a lot of changes since ‘Fix Recon’ happened,” Gilman said. “We’ve had to adjust to that.”

Continual deployments meant more demands on recon and concerns about capacity issues, he said. Standing up MarSOC, for instance, shifted 26 percent of those assets away from the Marine expeditionary forces.

High retention has helped keep the Corps rolling. New recruiting initiatives — such as an upcoming program beginning in October that gives new recon Marines five-year orders so they can spend more operational time with their unit — should buy even more time.

The recon community is shaping up. The “Fix Recon” initiative is in the third and final implementation phase, as officials work on an assessment of ground recon capabilities for the Marine air-ground task force, a study that looks at capabilities the Corps will need 10 years from now.

The Marine Requirements Oversight Council is expected to get the initial capabilities document in September, he added.

Consolidated training
The health of the recon community hinges greatly on pulling enough well-trained men into the recon pipeline. One big change began two years ago, when the Corps decided to merge the East Coast-based Amphibious Reconnaissance School and the West Coast-based BRC into a single course at Camp Pendleton, housed at SOI-West under its Advanced Infantry Training Battalion.

Centralizing training at one location meant operational recon battalions no longer had to recruit and screen future recon Marines, enabling them to focus on training, preparing and deploying platoons overseas.

“We took that burden off of them,” Gilman said.

The Corps now has a single training syllabus and, officials note, a more consistent training pipeline for all recon Marines — whether active duty or reserve, or filling a billet at division recon, Force reconnaissance companies or MarSOC’s special operations companies.

“Standardization of training was definitely one of those concerns,” Gilman said.

At Camp Pendleton, the recon growth is perhaps felt most at SOI-West, where its Recon Training Company will train and graduate eight classes this fiscal year and where instructors are preparing to ramp up with a ninth class in 2010. In mid-June, the company was “triple stacked,” with three classes on deck as Class 05-09 headed into its final week.

It’s usually busy, as new students wait to begin their class while others spend weeks or months with one of the platoons, preparing themselves to meet the tough physical fitness standards to successfully screen for the course.

Newly graduated Marines assigned the 0321 MOS report to their recon unit ready for follow-on individual and unit-level training ahead of deploying, a benefit their operational units appreciate, said Col. Brennan Byrne, who commands SOI-West.

“The guy gets to the unit a vetted recon Marine,” Byrne said. “We’ve increased the operational deployability numbers. He will be a full-up round.”

The recon training pipeline will likely be expanded to include a Recon Team Leaders Course, which SOI officials hope to begin this fall with four classes each fiscal year, and eventually other courses for unit leaders.

“We now have the opportunity to train the force as you wish to see the force,” Byrne said.

Standards remain tough
While the syllabus has been tweaked, Byrne said, the standards have not been reduced.

“We’ve actually increased standards in a number of areas,” he said. “We’re taking the approach that we are building the basic recon Marine, we are building the team leader, and we are building the unit leader.”

Students must score at least 225 on the Physical Fitness Test by training day 21, get at least a first-class water safety qualification to graduate, and meet the standard for a 1-kilometer ocean swim and 8-mile hikes with 50-pound packs, among other requirements.

About three-quarters of BRC students are entry level Marines — recent infantry school graduates — and about one-quarter are junior Marines, including corporals and sergeants from noninfantry MOSs. Handfuls of Navy corpsmen hoping to become amphibious reconnaissance corpsmen also attend.

BRC graduation rates now average about 80 percent, a big improvement from the roughly 50 percent who graduated from the courses years ago. Instructors and leaders give much credit to their local initiative — Marines Awaiting Recon Training, or MART — created to prepare and mentor Marines and sailors readying to join a new BRC class or those students recovering from an injury or illness.

Despite the name, “It’s not a basic skills set. It is an advanced skill set,” said Capt. James Richardson, Reconnaissance Training Company commander. “You expect more from a reconnaissance Marine.”

So the Marines — many are privates first class, instructors noted — soon find out that more is expected of them from the get-go.

“They are calling in live-fire mortars in this course,” Richardson said. “That’s unheard of. Most men in the infantry, they’re probably corporals or sergeants before they get this opportunity.”

The training isn’t for the faint of heart. Even the third phase, which includes operating boats in the surf zone, can be taxing, sending at least one student in each class to the corpsman or the hospital.

Recon Marines, Richardson notes, will have greater responsibilities. One day, that recon Marine will be a team leader briefing a Marine expeditionary unit commander.

“He is absolutely responsible for that mission,” said Capt. Bart Lambert, BRC officer-in-charge. “Preparing him for that, that’s the goal.”

So the company established MART Platoon so students can improve their fitness levels before beginning the course. It works — about 90 percent in MART graduate from the course.

The platoon can tailor the training to help students with anything, even tying knots, said Richardson, who calls its four instructors the “unsung heroes.”

Many students, said chief instructor Sgt. Lynn Westover, don’t have enough strength and endurance for the long runs with heavy packs and often struggle to swim with combat gear and fins longer than two kilometers. The water piece is a tough nut to crack, instructors say.

Several Marines said the extra MART training and mentoring are huge.

“The instructors got us into shape. ... They encourage you,” said Lance Cpl. Gary Manders, 19, who improved his swim during three months at MART and saw his PFT score jump from 220 to 276.

Lambert said that BRC classes have averaged 260 by the training day 21, and recent classes hit 275. Three students tallied course records in the run (17:05), crunches (160) and pull-ups (45), he added.

“I didn’t know what I was getting into,” Manders said. “I was weak in all areas, especially the water.”

THINK YOU’VE GOT WHAT IT TAKES?
Considering a move to reconnaissance? Here’s what you need to know:

Getting in the door
To obtain the coveted 0321 military occupational specialty, Marines must graduate from the Basic Recon Course, taught at the School of Infantry-West’s Recon Training Company, Camp Pendleton, Calif. To get there, you must be a U.S. citizen fluent in English and meet a handful of other requirements, including:

• Score 105 or higher on your General Technical test.

• Have completed Infantry Training Battalion course, for enlisted Marines.

• Have a 3rd Class swim qualification. (You will have to reach 1st Class by the end of Phase 1.)

• Score at least 200 on your physical fitness test. (You will need a first-class score of at least 225 during Phase 1.)

• Have normal color vision and good eyesight — at least 20/200.

Once you’re there
The nine-week BRC has three phases:

• Phase 1. Four weeks. Focuses on a wealth of individual skills, including swimming, finning, rucksack hiking, land navigation, helicopter rope suspension training, communications and supporting arms.

• Phase 2. Three weeks. Focuses on combat patrolling with a mix of classroom and field training, including a nine-day exercise in full mission profiles.

• Phase 3. Two weeks. Held in Coronado, Calif. Focuses on amphibious reconnaissance, boat operations and nautical navigation.


Where you’ll go
Recon billets at Marine operational units include:

• 1st Recon Battalion, 1st Marine Division, Camp Pendleton.

• Force Recon Company, 1st Recon Battalion.

• 2nd Recon Battalion, 2nd Marine Division, Camp Lejeune, N.C.

• Force Company, 2nd Recon Battalion.

• 3rd Recon Battalion, 3rd Marine Division, Okinawa, Japan.

• 4th Recon Battalion (reserve), San Antonio, Texas.

• 3rd Force Recon Company (reserve), Mobile, Ala.

• 4th Force Recon Company (reserve), Alameda, Calif.

• Marine Corps Special Operations Command.

[Aramanthus]

Very cool. It's a great update! Those guys must be toughest of the tough.

[Dominique]

SAS to be deployed in Afghanistan
Last updated 18:26 10/08/2009

The Government has made the "difficult" decision to send Special Air Services (SAS) troops back to Afghanistan, Prime Minister John Key announced today.

The deployment will be the fourth of SAS troops, and a commitment has been made to maintain about 70 personnel for up to 18 months, in three rotations.

"It's a difficult decision. There's no getting away from the fact that Afghanistan is a dangerous place," Mr Key said.

He said the deployment would be in the "foreseeable future" but kept with convention in refusing to say when, or where, the elite troops would go.

Parallel to the SAS deployment would be the gradual withdrawal of the Defence Force's 140-strong provincial reconstruction team (PRT), which has been in Bamyan province since 2003.

The PRT would be withdrawn during the next three to five years and by the time it left, New Zealand would have had a presence in Afghanistan for 14 years.

Afghanistan remained an unstable place but Mr Key did not believe it was any more dangerous now than during previous SAS deployments.

"I don't think you can eliminate that there is a real risk to the people that we're deploying there, just as there actually is, I think, quite a significant risk to the 140 personnel that we have in Bamyan Province," he said.

"But I wouldn't call, on the advice that I have, the likelihood that this rotation could be more dangerous than previous rotations, not withstanding that Afghanistan is an increasingly dangerous place."

The United States had made repeated requests for the SAS to return to Afghanistan.

Mr Key met a senior US representative at last week's Pacific Islands Forum and "gave them an indication that it was likely this decision would be reached".

"I think that they are supportive, obviously, and grateful that New Zealand is playing its part."

The Green Party has raised concerns in Parliament about the controversial handing over in 2002 of Afghan prisoners by New Zealand troops to US forces who allegedly mistreated them.

Mr Key today said the SAS would be most likely to hand any detainees over to Afghan authorities.

"Like New Zealand, Afghanistan is a party to the Geneva Convention," he said.

"New Zealand has already received an assurance from the Afghan government that all transferred detainees will be treated humanely according to these conventions and international law."

Mr Key also announced today there would be greater New Zealand civilian involvement in Afghanistan, particularly in agriculture, health and education sectors.

An ambassador would be appointed to support that work, based in Kabul.

Labour leader Phil Goff said his party did not support the SAS deployment as it believed the way to win the conflict was by winning over the people "and we were doing that most competently and effectively through the PRT in Bamyan".

"The concerns that we have with the SAS don't relate to the competency of the SAS itself but rather what it requires to win this conflict at the present time," he said.

"We are not in the situation we were in earlier in the 21st century where this was a battle with al Qaeda. This has fast moved in the direction of being a civil war."

Green MP Kennedy Graham said the decision was an example of "strategic folly based on muddled thinking".

"The engagement of our SAS will compromise the legitimacy and the effectiveness of the work done by our (PRT)," Dr Graham said.

The way forward was through the PRT and increased civilian aid, not by sending "crack combat troops to engage in covert counter-terrorism activities there".