Special Operations

Research Topics

2015

Joint Special Operations 

University

7701 Tampa Point Boulevard

MacDill AFB FL 33621

https://jsou.socom.mil

Special Operations Research Topics 2015
Joint Special Operations University

Brian A. Maher, Ed.D., SES, President

Kenneth H. Poole, Ed.D., Director, Center for Special Operations Studies and Research 

Robert Nalepa, Lt. Col., U.S. Air Force, Ret., Editor in Chief

Mark Moyar, Ph.D., History; William Knarr, Ed.D., Colonel, U.S. Army, Ret.; 

Peter McCabe, Ph.D., Political Science, Colonel U.S. Air Force Ret., Resident Senior Fellows 

Anna-Marie Wyant, M.A., English, JSOU Press Editor

Editorial Advisory Board

Roby C. Barrett

Ph.D., Middle Eastern & South Asian History 

Public Policy Center Middle East Institute 

and JSOU Senior Fellow

Joseph D. Celeski

Colonel, U.S. Army, Ret.

JSOU Senior Fellow

Chuck Cunningham

Lieutenant General, U.S. Air Force, Ret. 

Professor of Strategy, Joint Advanced 

Warfighting School and 

JSOU Distinguished Senior Fellow

James J.F. Forest 

Ph.D., Higher Education Administration

Associate Professor, School of Criminology and 

Justice Studies, University of Massachusetts 

Lowell and JSOU Senior Fellow

Thomas H. Henriksen

Ph.D., History, Hoover Institution 

Stanford University and JSOU Senior Fellow

Bernd Horn 

Colonel, Canadian Dept. of National Defence 

Ph.D., War Studies

Director, CANSOFCOM Professional 

Development Centre

Russell D. Howard

Brigadier General, U.S. Army, Ret.

JSOU Senior Fellow

John D. Jogerst

Colonel, U.S. Air Force, Ret.

James Kiras

Ph.D., History, School of Advanced Air and 

Space Studies, Air University and 

JSOU Associate Fellow 

William W. Mendel

Colonel, U.S. Army, Ret. 

JSOU Senior Fellow

Alvaro de Souza Pinheiro

Major General, Brazilian Army, Ret.

JSOU Associate Fellow

James F. Powers, Jr.

Colonel, U.S. Army, Ret.

JSOU Senior Fellow 

Thomas Sass

Ph.D., International Relations

Richard H. Shultz, Jr.

Ph.D., Political Science

Director, International Security 

Studies Program, The Fletcher School, 

Tufts University and JSOU Senior Fellow

Robert G. Spulak, Jr.

Ph.D., Physics/Nuclear Engineering 

Sandia National Laboratories 

and JSOU Associate Fellow 

Jessica Glicken Turnley

Ph.D., Cultural Anthropology

Galisteo Consulting Group 

and JSOU Senior Fellow 

Francisco R. Wong-Diaz

J.D., Ph.D., Political Science

Professor of international affairs and law and 

JSOU Senior Fellow

Rich Yarger

Ph.D., History 

JSOU Senior Fellow

Joint Special Operations University

and the Center for Special Operations Studies and Research

The Joint Special Operations University (JSOU) provides its publications 

to contribute toward expanding the body of knowledge about joint special 

operations. JSOU publications advance the insights and recommendations 

of national security professionals and the Special Operations Forces (SOF) 

students and leaders for consideration by the SOF community and defense 

leadership. 

JSOU is the educational component of the United States Special Operations Command (USSOCOM), MacDill Air Force Base, Florida. The 

JSOU mission is to educate SOF executive, senior, and intermediate leaders and selected other national and international security decision makers, 

both military and civilian, through teaching, outreach, and research in the 

science and art of joint special operations. JSOU provides education to the 

men and women of SOF and to those who enable the SOF mission in a joint 

and interagency environment. 

JSOU conducts research through its Center for Special Operations 

Studies and Research (CSOSR) where effort centers upon the USSOCOM 

and United States SOF missions: 

USSOCOM mission. Provide fully capable Special Operations Forces to 

defend the United States and its interests. Synchronize planning of global 

operations against terrorist networks.

This publication is available on the JSOU public web page located at

https://jsou.socom.mil.
On the cover. Upper Left: Nahr-e Saraj district. A Marine with U.S. Marine 

Corps Forces, Special Operations Command provides security at a landing 

zone in Nahr-e Saraj district, Helmand Province. Marines with MARSOC’s 

1st Marine Special Operations Battalion commanded the Special Operations 

Task Force–West and oversaw one of Afghanistan’s bloodiest regions. (U.S. 

Marine Corps photo by Cpl. Kyle McNally)

Upper Right: A U.S. Navy SEAL provides cover while two Zodiac fast boats 

with soldiers from the U.S. Special Forces and the Jordanian Special Operations Forces come ashore in an amphibious assault drill as part of Exercise 

Eager Lion 2013. (Photo by Army Sgt. Aaron Rognstad)

Lower Left: A U.S. Air Force Senior Airman from the 27th Special Operations 

Wing reunites with his family who, along with many others, gathered at a 

hangar on Cannon AFB in order to greet their redeployed Air Commandos. 

(Photo by Airman 1st Class Ericka Engblom)

Lower Right: A CV-22 Osprey takes off over a platoon of Jordanian Armed 

Forces as part of Exercise Eager Lion 2013 — an annual, multinational exercise designed to strengthen military-to-military relationships and enhance 

security and stability in the region by responding to modern-day security 

scenarios. (Photo by Army Sgt. Aaron Rognstad)

The JSOU Press

MacDill Air Force Base, Florida

2014

Special Operations

Research Topics

2015
This list of research topics and other JSOU publications can be found at 

https://jsou.socom.mil. Click on Publications. Comments about this publication are invited and should be forwarded to the Director of the Center for 

Special Operations Studies and Research, Joint Special Operations University, 

7701 Tampa Point Blvd., MacDill AFB FL 33621.

*******

The JSOU Center for Special Operations Studies and Research (CSOSR) is currently 

accepting written works relevant to special operations for potential publication. For 

more information please contact the CSOSR Director at jsou_research@socom.mil. 

Thank you for your interest in the JSOU Press. 

*******

Recent Publications from the JSOU Press can be found online at 

https://jsou.socom.mil

*******

This work was cleared for public release; distribution is unlimited.

ISBN 978-1-933749-88-4
v

Contents 

Foreword......................................................................................vii 

Introduction...................................................................................ix 

A. Priority Topics ........................................................................... 1 

B. Win the Current Fight ................................................................ 7 

C. The Global SOF Network ........................................................ 11 

D. Preserve the Force and Families (POTFF)................................. 15 

E. Responsive Resourcing ............................................................ 19 

F. Additional SOF Issues .............................................................. 25

vii

Foreword

The Joint Special Operations University (JSOU) Special Operations 

Research Topics 2015 publication highlights a wide range of topics 

collaboratively developed and prioritized by experts from across the Special 

Operations Forces (SOF) community. The topics in these pages are intended 

to guide research projects for professional military education (PME) students, JSOU faculty, fellows and students, and others writing about special 

operations during this academic year. Publishing and distributing this topics 

list each year is a Commander, United States Special Operations Command 

(USSOCOM) specified task for the university.

As JSOU executes the joint education mission of USSOCOM, the university is focused on stimulating interest in hard-hitting research among 

the SOF enterprise. This research will provide a better understanding of the 

complex issues and opportunities affecting the strategic and operational 

planning needs of SOF.

Here at JSOU, research is prioritized to support the USSOCOM Commander’s vision of developing highly educated special operators who have the 

ability to think, assess and rapidly respond at the tactical level while always 

considering the strategic implications of their actions. JSOU is positioned 

to become an internationally recognized, regionally accredited, degreeproducing SOF university that will help educate the world’s finest special 

operations warriors. The research conducted by JSOU directly supports the 

rigorous academic curricula required for these degree programs.

To develop this list of topics, recommendations were solicited from the 

USSOCOM headquarters staff, the theater special operations commands 

(TSOCs), component commands, SOF chairs from the war colleges, and 

select research centers and think tanks. The topic submissions were then 

reviewed, revised, rated, and ranked at the annual Special Operations 

Research Topics Workshop. That workshop produced the first draft of this 

comprehensive list of issues and challenges of concern to the greater SOF 

community. The list was reviewed and vetted by the headquarters, TSOCs, 

and component commands prior to publication.

I encourage SOF personnel to contribute their experiences and ideas to 

the SOF community by submitting your completed research on these topics 
viii

to JSOU Press. If you have any questions about this document or ideas for 

future topics, contact the Director, Center for Special Operations Studies 

and Research via e-mail at jsou_research@socom.mil. I challenge you to 

move the SOF body of knowledge forward by critically thinking and writing.

Brian A. Maher, SES

President
ix

Introduction

The JSOU Special Operations Research Topics 2015 represents a list of 

SOF-related topics that are recommended for research by those who 

desire to provide insight and recommendations on issues and challenges 

facing the SOF enterprise. As with the previous year’s topics publication, 

this list is tailored to address the USSOCOM Commander’s four lines of 

operation (LOOs): win the current fight; the global SOF network; preserve 

the force and families, and responsive resourcing.

SOF PME students research and write on timely, relevant, SOF-related 

topics. Such activity develops the individual’s intellect and provides a professional and practical perspective that broadens and frames the insights 

of other analysts and researchers in regard to these topics. This list and the 

accompanying topic descriptions are a guide to stimulate interest and thinking. Topics may be narrowed or otherwise modified as deemed necessary 

(e.g., to suit school writing requirements or maximize individual interests 

and experiences).

Section A (Priority Topics) identifies topics of particular importance. Sections B, C, D, and E each focus on one of the Commander’s LOOs. Section F 

contains topics of importance to SOF that do not fit into the other categories. 

All of the topics seek to create curiosity about specific SOF challenges and 

issues which will then promote critical thinking by researchers in an attempt 

to understand these issues. The researcher should then explore and identify 

doctrine, capabilities, techniques, and procedures that will increase SOF 

efficacy in addressing them. At the same time, the research on these topics 

should be used to inform policymakers, the larger military profession, and 

the public of the issues and challenges facing the SOF enterprise.

These topics reflect a consensus of the SOF experts who participated in 

the research topics workshop as particularly worthwhile in addressing immediate SOF needs and in building future capacity for emerging challenges. 

They have been vetted through the USSOCOM headquarters, TSOCs, and 

components prior to publication to ensure emerging topics were addressed.

Previous years’ research topics lists provide a repository of issues that 

were highlighted in the past. These topics lists may provide prospective 

researchers with additional ideas for relevant research. Previous editions 
x

of these publications (2009 through 2014) are available on the JSOU public 

web site on the publications page located at: https://jsou.socom.mil/Pages/

Publications.aspx.

Please share this reference with fellow researchers, thesis advisors, and 

other colleagues and feel free to submit additional topics for consideration. 

You may also visit our publications page on the JSOU public website to see if 

JSOU has a publication that relates to your area of interest. There is also SOF 

relevant material available on the JSOU Library web site which can be found 

at: https://elibrary6.eosintl.com/U60005/OPAC/Index.aspx. We encourage 

you to send us your completed research on these topics.


1

A. Priority Topics

Previous years’ topics lists are available online at https://jsou.socom.mil.

A. Priority Topics

Topic Titles

A1. Examining operational economics in unconventional warfare and 

irregular environments

A2. Evaluating the future role of unmanned aerial systems in special 

warfare

A3. Assessing tactical operations for strategic effect: Is there a 

disconnect?

A4. Determining impact and measuring the effects of building 

partnership capacity and other small-footprint SOF activities

A5. Exploiting urbanization and the velocity of change

A6. Determining the role of SOF in advising at the ministerial and 

senior command levels

A7. Analyzing sanctuary management in the Sahel 

A8. Evaluating the cost versus benefit of maintaining a forward SOF 

presence

A9. Assessing the rapid acquisition of technology: Winning the current 

fight in a strategic context

A10. Implementing policy during a period of fiscal uncertainty

Topic Descriptions

A1. Examining operational economics in unconventional warfare 

and irregular environments

During the last 12 plus years of conflict, economic concerns – legitimate and illegitimate, open, gray and black – play intrinsic and 

fundamental roles in conflict. How can we educate our operators to 

understand this reality, its many manifestations, or to professionally train our leaders on how to incorporate that understanding into 

everything from exercises and simulations, to operational concepts? 

What tools are available to analyze, assess and draw conclusions on 

the importance and relevance of economics as a line of effort in the 

conduct of unconventional warfare (UW) operations? This would 

include touching upon aspects such as cultural understandings of 

legitimate economics and corruption as well as a framework for 
2

Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

analyzing relevant economic conditions in a conflict area. In short, 

how do we capture the essence of “operational economics in UW and 

irregular environments” that could, at least, serve as a point of departure for further development of relevant programs of instruction and 

a deeper understanding of how UW operations impact economically 

(both positively and negatively) on campaign success?

A2. Evaluating the future role of unmanned aerial systems in special 

warfare 

Unmanned aerial systems (UAS) have become indispensable tools of 

SOF. Their use has reportedly overcome many of the historical limitations of warfare including anti-access and area denial, cost, loss of life, 

and political risk. But how accurate are those claims? Although their 

use may preclude the loss of American lives, how can SOF reduce the 

risk of civilian casualties? How do we refine the targeting capability 

to ensure that we don’t inadvertently make more enemies and risk 

political capital? Does the combination of SOF and UAS technology 

make military action more likely by reducing the cost and risk to 

American lives? What future authorizations and capabilities will 

SOF need to exploit the full potential of UAS? How is this capability 

shared among partner nations within the global SOF? Where are the 

doctrinal gaps? Where are the pitfalls?

A3. Assessing tactical operations for strategic effect: Is there a 

disconnect?

The political leadership of the United States is being questioned about 

its commitment to strategic victory, that is, the U.S. commits forces 

to the tactical battlefield, but how resolved is the U.S. to following 

through at the strategic level. Distributed operations and mission 

command require understanding of the intended end-state at the 

lowest level. How does that perceived disconnect affect operational 

campaign planning and tactical level battles and engagements? What 

have the lessons been and are we able to improve our strategic performance at the combatant command level? 
3

A. Priority Topics

Previous years’ topics lists are available online at https://jsou.socom.mil.

A4. Determining impact and measuring the effects of building partnership capacity and other small-footprint SOF activities

Traditional metrics are not always applicable to phase zero and phase 

one activities. What kind of system is necessary to measure the 

returns on security force assistance (SFA) or foreign internal defense 

(FID)? To determine success or to measure something implies there 

is an established baseline against which to measure change. How 

do we baseline SFA to analyze and determine what works and what 

doesn’t work? Looking wider: How can the efficacy and progress of 

the global SOF network be quantified and measured?

A5. Exploiting urbanization and the velocity of change

Do rapidly growing urban environments pose a challenge for SOF? 

Or does the expansion of this interconnected world provide opportunities to exploit? Rapid political and social changes will challenge 

current forms of governance and international institutions. Not only 

will rapidly growing urban environments pose a challenge for SOF, 

so too will the rapidly deteriorating urban environments found in 

many failed nations and states. Will the U.S. military be able to adapt 

fast enough and handle the range and scope of this change without 

being overwhelmed by those rapid developments? Additionally, mega 

cities offer concentrations of people and intelligence, surveillance and 

reconnaissance (ISR) opportunities. What are the emerging “INT” 

technologies, such as MASINT (measurement and signature intelligence) that can discriminate among dense populations to provide 

enhanced intelligence gathering in such environments?

A6. Determining the role of SOF in advising at the ministerial and 

senior command levels

SOF have traditionally been focused at the tactical level and operational level. However, in Afghanistan they are now being asked to 

work at higher levels, and with more senior officers such as the ministerial levels. Is this an appropriate role for SOF? Advising defense 

establishments at these levels currently transcends SOF capabilities. 

Would this role be better suited for others within the interagency 

community? If SOF are deemed the most appropriate advisors, how 

do we prepare those SOF members to advise senior host nation 
4

Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

command and staff? Do we establish special training opportunities? 

Do we need to incorporate this type of awareness in our professional 

military education programs?

A7. Analyzing sanctuary management in the Sahel

Al-Qaeda in the Lands of the Islamic Maghreb (AQIM) and other 

extremist organizations are using wide and multiple areas of Africa, 

particularly from northern Mali to southern Libya, as safe havens 

in order to train and funnel troops and funding and launch attacks 

against various targets throughout Africa. They then return to those 

safe havens to rest, refit and re-equip. Is special operations uniquely 

qualified to capitalize on its Title 10 authorities such as counterterrorism, direct action and FID to control, manage and/or dismantle 

those sanctuaries? If so, how and what skills would be most effective? 

A8. Evaluating the cost versus benefit of maintaining a forward SOF 

presence

The notion of a global SOF network emphasizes forward basing of 

SOF. Is the benefit gained worth the investment? Does this equation 

change if the force is living on a base or within the general population 

of the country? Is offshore basing a better alternative? What metrics 

should be considered when evaluating the cost/benefit? These questions must be answered in operations as well as fiscal terms. Since 

the host nation for any forward basing option also has a vote, what 

is the political risk or cost? 

A9. Assessing the rapid acquisition of technology: Winning the current fight in a strategic context

After 12 years of war, is it time to reassess our acquisition and technology development approach? Do SOF rely too heavily on technology and rapid procurement of that technology? The U.S. is winning 

battles, but not necessarily the war, yet we continue to acquire new 

technology at a staggering cost. The Taliban operates with rusty 

AK-47s and shower shoes, and is very effective in a protracted campaign. What is the right balance between rapid acquisition of systems 

and simply working with the basics to help defeat insurgents from a 
5

A. Priority Topics

Previous years’ topics lists are available online at https://jsou.socom.mil.

third world country? How can SOF quench its appetite for the best 

gear without creating more bureaucracy?

A10. Implementing policy during a period of fiscal uncertainty

How do SOF remain effective at the strategic level while fiscal uncertainty threatens Major Force Program-11 (MFP-11) budgets and 

authorities? Given the uncertainties of committing forces (due to 

uncertain funding and authorities), and in particular SOF, to the 

future of Afghanistan, how do we develop a coherent strategy and 

how do we work within the Washington political process to formulate 

and execute a sustainable strategy? Additionally, with SOF reliance 

on support from conventional forces and the forecast reductions in 

conventional forces, how do SOF prepare to cover gaps while minimizing the burden on MFP-11 funds?

7

B. Win the Current Fight

Previous years’ topics lists are available online at https://jsou.socom.mil.

B. Win the Current Fight

Topic Titles

B1. Influencing supporters of criminal and extremist activities

B2. Maintaining situational awareness with a light SOF footprint

B3. Analyzing the use of contractors on the battlefield

B4. Examining civil affairs and civil military operations in support of 

counterterrorism

B5. Advising partner nations on logistics

B6. Developing phased communication strategies to support military 

campaigns

Topic Descriptions

B1. Influencing supporters of criminal and extremist activities

Campaign efforts have focused on combatting violent extremism 

(VE) and on the susceptibility of populations to support VE and VE 

organizations (VEO). Additionally, SOF’s increasingly global posture 

has surfaced this nexus between criminal and VE activity, and VEOs. 

Examples of this include drugs, arms, and human trafficking. Influence operators are being tasked to deter, reduce, and dissuade support 

for such criminal activities, but current doctrine lacks clear and specific guidance for influence activities that support campaigns either 

solely focused on criminal activities or focused on a combination of 

both criminal and extremist activities. This research topic proposes 

the exploration of antecedents of support for criminal activities and 

organizations, including social, environmental, and psychological 

variables. For example under what conditions are populations more 

supportive of such criminal activities and organizations? Do metrics 

exist that can be used to measure a population’s susceptibility and 

vulnerabilities in the context of support for criminal activities and 

organizations?

B2. Maintaining situational awareness with a light SOF footprint

The U.S. is downsizing in Afghanistan to include SOF. In some 

cases, the withdrawal of facilities, resources, and capabilities such as 
8

Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

medevac, determines the locations of our combat and combat support 

forces. But maintaining situational awareness is critical to monitoring 

programs for which SOF has ongoing responsibility, such as the commandos and the Afghan Local Police (ALP). This has been a major 

challenge in Afghanistan and will become increasingly acute as SOF 

presence shrinks. How do we continue to monitor the health and 

welfare of those organizations and forces that we continue to fund 

and provide resources? What size SOF element is required to maintain situational awareness and where should those forces be located? 

Is further investment in ISR capabilities organic to SOF reasonable? 

How does the leadership continue to provide adequate security, quick 

reaction force capability, and medical support to ensure the continued 

safety of troops serving in Afghanistan after the drawdown?

B3. Analyzing the use of contractors on the battlefield

The use of contractors in combat and security roles has changed the 

modern battlefield. The last decade of combat featured opponents 

who were categorized as enemy combatants, but did not represent 

any state or “sovereignty.” Irregular forces to include those involved 

in UW offer opportunities to counter certain threats. All of these 

factors have exploded the number of civilians on the battlefield. How 

does this phenomenon change the way that we plan for and fight in 

the future? Does this in any way cause us to revisit the tenants of the 

Law of Land Warfare. How might international law change as we 

further introduce contractors as combatants?

B4. Examining civil affairs and civil military operations in support 

of counterterrorism

Synchronization of civil military operations (CMO) with the quadrennial defense review, national strategic objectives, and FID and 

development plans give SOF an opportunity to execute counterterrorism with lasting and sustained effects versus kinetic heavy operations that have characterized the past. Properly executed civil affairs 

operations (CAO) and CMO also provide a clearer picture of the 

operating environment to enable counterterrorism operations. The 

goal of this topic is to explore how SOF, CAO, and CMO can lead to 

stability and security through non-lethal means while also driving 
9

B. Win the Current Fight

Previous years’ topics lists are available online at https://jsou.socom.mil.

more precise and effective lethal operations. While CAO and CMO 

can occur throughout all phases, how can it best be employed during 

phase zero to preclude escalation of events into later phases? How do 

we best work with State Department and other interagency partners 

to be most effective?

B5. Advising partner nations on logistics

Logistics is a critical force sustaining function and it is often a difficult function for partner nation forces to master. SOF advisors very 

effectively teach partner nation forces to shoot, move, and communicate, but cultural differences between U.S. and other forces can often 

make providing effective logistics training very difficult. Lessons 

from both Iraq and Afghanistan show that logistics systems within 

those societies woefully lack discipline and commitment and are 

rife with corruption and patronage. This isn’t just about changing a 

system; it is about changing a culture. How do we train advisors to 

not only change a system but to change attitudes and cultures? How, 

why and where is SOF involved in those type of advisory roles? How 

do we best prepare them for those challenges?

B6. Developing phased communication strategies to support military campaigns

The prolonged nature of campaigns implies that a chronological or 

phased messaging effort be developed to support campaign planning, 

execution, and assessment. Although current doctrine emphasizes 

implementation of programs that reinforce messages sequentially 

across time, it lacks guidance for the development and implementation of branched and/or conditional messaging. It does not address 

the consideration of target audience conditions that indicate the need 

for a shift in messaging intensity, strategy, or theme. This research 

topic proposes an exploration of models of change that could potentially support the development of more effectively phased messaging 

efforts to support campaign plans. What theories of change can be 

adapted to campaign planning and assessment? What target audience conditions indicate readiness or need for a change in messaging? 

How can message phase transitions be implemented most effectively? 

What is the impact of turning messaging campaigns “off” and “on” 
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

as conditions deem necessary? How are changing conditions of a 

target audience identified within a strategy and determination made 

to move to the next phase?
11

C. The Global SOF Network

Previous years’ topics lists are available online at https://jsou.socom.mil.

C. The Global SOF Network

Topic Titles

C1. Exploring SOF in new domains

C2. Building a SOF network under conditions of financial austerity

C3. Maintaining SOF relevance as the U.S. reduces its global military 

presence

C4. Educating SOF operators

C5. Mitigating political risks from partner-nation actions that violate 

U.S. norms

C6. Analyzing SOF involvement in regional security organizations

Topic Discussions

C1. Exploring SOF in new domains

SOF operations traditionally have been concentrated in the land, 

maritime, and air domains. As SOF continues to conduct operations 

in these domains, they may also be required to meet national strategic requirements in new domains. What roles and missions can and 

should SOF fulfill in the cyber domain and the space domain? Does 

the new concept of “human domain” entail new roles and missions, or 

does it encompass only pre-existing roles and missions? Should SOF 

capabilities be modified in order to meet the needs of new domains 

of warfare?

C2. Building a SOF network under conditions of financial austerity

In the U.S. and most of its partner nations, budgetary pressures are 

constraining the amount of funding available for SOF and international SOF networking. What options are available for sustaining the 

funding of the SOF network? What aspects of the SOF network are 

most deserving of funding, and where can cuts be made without seriously degrading the network? How can partner nations be convinced 

to make greater contributions? To what extent will greater partner 

contributions dilute U.S. leadership of the SOF network? How do 

reductions in conventional forces capabilities affect the global SOF 

network, and how can these problems be mitigated?
12

Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

C3. Maintaining SOF relevance as the U.S. reduces its global military presence

The U.S. is in a period of military retrenchment, in which the size 

of conventional forces is diminishing. SOF have escaped much of 

the downsizing thus far, but budget cuts have begun to affect SOF as 

well. To what extent will SOF capabilities be affected by the overall 

retrenchment? Should SOF tailor its actions to impede further erosion 

of public support for overseas military deployments? Are SOF efforts 

less likely than conventional forces deployments to undermine public 

support in the U.S. and the countries where they are deployed? Are 

SOF more likely to be successful acting unilaterally, or multilaterally 

as part of a global SOF network?

C4. Educating SOF operators

Historically, SOF operators only had to meet service recruiting education minimum requirements qualifying them for careers as operators. 

Do current education requirements meet current and future SOF 

needs? Should education requirements for the future SOF operator 

change to ensure enduring and target competencies are achieved as 

well as core activities? What will the core competencies of the future 

SOF operator be? Do the benefits of master’s degrees for officers and 

bachelor’s degrees for enlisted personnel exceed the costs? How much 

of an operator’s education should be SOF-specific? To what extent 

does the expansion of the cyber domain necessitate changes to the 

education of SOF operators?

C5. Mitigating political risks from partner-nation actions that violate U.S. norms

Engagement with partner nation SOF entails considerable risks for the 

U.S., since unseemly actions by the partner nation are often blamed 

on United States Special Operations Forces (USSOF) that work with 

them. What criteria should guide selection of partner nation forces 

for the global SOF network? When partner nation forces engage in 

activity that violates U.S. or other international norms, should they 

be ostracized from the global SOF network or given extra attention?
13

C. The Global SOF Network

Previous years’ topics lists are available online at https://jsou.socom.mil.

C6. Analyzing SOF involvement in regional security organizations

The U.S. has prior experience in regional partnerships and regional 

training and education organizations. What lessons from these experiences are relevant to the creation of new regional SOF coordination 

organizations? What lessons do they offer to the global SOF network 

more broadly? What non-SOF regional organizations can provide 

insights into the development of SOF regional organizations?

15

D. Preserve the Force and Families (POTFF)

Previous years’ topics lists are available online at https://jsou.socom.mil.

D. Preserve the Force and Families (POTFF)

Topic Titles

D1. Regulating tempo: Family commitments when not deployed

D2. Preventing SOF suicides

D3. Assessing spiritual support

D4. Examining the relationship between civilian culture and the 

military

D5. Assessing psychological evaluations

D6. Evaluating family accompaniment policies

D7. Analyzing tempo: Rotation rates

Topic Discussions

D1. Regulating tempo: Family commitments when not deployed

When SOF are not deployed, they often must operate at extremely 

high tempos at their home units. How does this reality affect the wellbeing of the force and families? Can units reduce the tempo without forfeiting an acceptable level of readiness? As SOF participation 

in Afghanistan diminishes, does the need for intensive home-unit 

preparation diminish? What can be done to help SOF honor family 

commitments when not deployed?

D2. Preventing SOF suicides

SOF suicides continue to happen, even with focused attention 

throughout the chain of command. What has been overlooked? What 

indicators correlate with susceptibility to suicide? Are SOF suicides 

precipitated by different factors than non-SOF suicides? Can preventive measures be taken to forestall suicide? To what extent do the 

ethical, spiritual, and moral foundations of SOF warriors influence 

their mental health under duress? How can leaders be more vigilant 

and what can we do to increase SOF leader knowledge of indicators 

to alert them to someone in severe distress? How can we mitigate 

concern about career ruination to encourage teammates to report 

worrisome behavior? How can individuals be assisted once they leave 

service? 
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

D3. Assessing spiritual support

The large majority of the world’s population claim knowledge of a 

spiritual element in their lives. Should spiritual health and development be incorporated into the POTFF construct? How would it 

contribute to preservation of the force and families? Should chaplains or other spiritual advisors be deployed with SOF units? Should 

all spiritual advisors be affiliated with a religion? Are any changes 

required to increase interaction with chaplains?

D4. Examining the relationship between civilian culture and the 

military

The military’s culture has always differed in some respects from the 

culture of the civilian society it protects, but the gap may be widening, and in ways detrimental to SOF. What are the most significant 

areas of difference, and how do they affect the POTFF initiatives? 

Do civilian concepts of gender equality threaten the culture of the 

military? Are civilian cultural trends, such as immersion in electronic 

media, coddling of children, and legalized drug use, undermining 

the military’s culture? Does the military need to absorb more from 

civilian culture, or to resist absorption?

D5. Assessing psychological evaluations

The Department of Defense (DOD) conducts psychological evaluations to determine the suitability of individuals for stressful assignments, and to check for the onset of mental health problems. While 

these evaluations have alleviated numerous problems that plagued 

SOF in the past, they have also caused unintended and harmful side 

effects. To what extent have the results of psychological evaluations 

led to stigmatization of individuals? Do psychological evaluations 

lead to appropriate treatment of individuals? Do they receive proper 

consideration in the allocation of clearances and assignments? Have 

individuals been unfairly denied opportunities as a result of adverse 

psychological evaluations?

D6. Evaluating family accompaniment policies

The accompaniment of families with deployed military personnel 

has been a recurring point of debate throughout history. Concern 
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D. Preserve the Force and Families (POTFF)

Previous years’ topics lists are available online at https://jsou.socom.mil.

for nearby family members could cause troops to lose focus on 

their mission. On the other hand, repeated and prolonged absences 

from family can increase the likelihood of divorce and other family 

problems, and may increase retention problems. Should SOF family 

members be permitted to accompany deployed SOF personnel 

under certain conditions? How would it affect mission performance 

and would it enhance or detract from POTFF initiatives? Would it 

enhance interaction with partner nation personnel and their families? 

Has the proliferation of advanced social media reduced the stress 

associated with protracted separation from family?

D7. Analyzing tempo: Rotation rates

For more than a decade, national requirements have necessitated 

numerous tours for SOF personnel. Time at home is required between 

tours for mental and physical recuperation and for family bonding, 

and managing the tradeoff between deployed time and home time 

has proven difficult. What are optimal rotation rates for individuals, 

in terms of both mission performance and POTFF initiatives? Do the 

optimal rates vary significantly by occupational specialty or mission? 

Can SOF fulfill its strategic commitments at rotation rates that are 

sustainable for the force and families over the long term?

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E. Responsive Resourcing

Previous years’ topics lists are available online at https://jsou.socom.mil.

E. Responsive Resourcing

Topic Titles

E1. Identifying technology to support SOF distributed operations

E2. Leveraging research and development for SOF purposes

E3. Establishing predictable contingency manning: The role of private 

military contractors

E4. Evaluating competition versus responsiveness in the acquisition 

process

E5. Controlling cost growth in contracting

E6. Exploring rapid acquisition and operational employment within 

SOF

E7. Expeditionary contracting capabilities

E8. Supporting SOF language and culture education

Topic Discussions

E1. Identifying technology to support SOF distributed operations

The majority of SOF operations during the last ten years of conflict 

have been conducted in the context of substantial general purpose 

force presence and support. As SOF look toward 2020 and beyond, 

more distributed operations will likely become the norm. What capabilities and technologies can be used to perform distributed operations and sustainment functions in the future? What options could 

enable support to units operating in a global, complex environment in 

response to emerging anti-access and area-denial security challenges 

to joint operational access concept, as well as support to dispersed 

special operations units? In this context, describe technology and 

advanced systems solution that: Reduce drivers for logistics requirements, particularly power and energy, maintenance, fuel and water 

by fundamentally changing the demand characteristics of the force 

and increasing capabilities that allow demand to be satisfied at the 

point of need; improve intra-theater mobility and distribution; and 

improve near real-time visibility of logistics information. Is there a 

logistics-centric research and development (R&D) investment strategy that could achieve these objectives?
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

E2. Leveraging research and development for SOF purposes

While the SOF Truths say that people are more important than hardware, having a technological edge is still of great consequence in 

special operations. Is USSOCOM adequately resourcing research 

and development efforts in the current program objective memorandum (POM) and beyond to ensure that we are prepared for the next 

fight and next generation technology? Moreover, is SOF leveraging 

all relevant R&D processes at the right time? SOF already leverages 

the efforts of multiple labs and research activities. Are there places 

in other R&D processes where SOF input/cooperation could occur? 

Could existing R&D relationships be enhanced or made more effective? Is there a point in the R&D cycle in which USSOCOM input 

and cooperation could be beneficial for the development of special 

operations-peculiar technologies? Is there a point at which such cooperation is too late to be beneficial?

E3. Establishing predictable contingency manning: The role of private military contractors

As contingencies emerge, military personnel systems can struggle 

to ensure critical positions are filled quickly with people having the 

right skills. Does a corporate model exist to better address the problem? Are there innovative solutions within government to ease the 

strain to fill these positions? What role can or should private military 

contractors (PMC) take on to fill requirements, both early on when 

emerging demands may overwhelm current capacity and during sustained operations? Is there a role for SOF qualified PMCs to directly 

augment SOF formations when needed and what are the authority 

limitations of such contracting?

E4. Evaluating competition versus responsiveness in the acquisition 

process

SOF depend on a responsive and streamlined acquisition process 

to retain their technological edge on the battlefield. In an austere 

financial environment, competition within acquisition programs can 

help to more responsibly spend the nation’s resources. What are the 

tradeoffs between increased competition and increased responsiveness? What balance best serves future SOF? How does USSOCOM 
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E. Responsive Resourcing

Previous years’ topics lists are available online at https://jsou.socom.mil.

improve competitive processes and fundamental competencies 

involving acquisition strategies and source selection activities while 

increasing responsiveness to mission needs? Are there bottlenecks in 

the current process, and if so, can they be minimized? When responsiveness increases, is there a point where the process moves so fast 

that there may be auditability concerns? Using a systems thinking 

approach, is there a better way to approach the rapid acquisitions 

process and potentially produce recommendations that support efficiencies or cost savings?

E5. Controlling cost growth in contracting

Contract personnel are a critical part of the SOF enterprise and they 

comprise an important part of the current and future SOF capability. Effective management of these contract personnel is of critical 

importance. Given the current system of utilizing large defense contracting firms, is this the most effective and efficient way to obtain the 

capability contract personnel provide? Could sole source contracting 

to smaller startups alleviate some of the contracting costs of the current system? Have multilevel managing within contracting companies 

caused price inflation in contracting to USSOCOM? To what extent 

have large contracting companies with demands for high profit margins affected both USSOCOM and contractors? Can awarding contracts to smaller companies result in those companies providing more 

efficient services to USSOCOM compared to the contracts awarded 

to larger companies? Using an analysis to determine whether to “rent 

or buy,” when, and for what types of requirements, does it make sense 

to pursue contract positions and when does it make sense to pursue 

civil service or military positions?

E6. Exploring rapid acquisition and operational employment within 

SOF 

Should USSOCOM explore and develop a set of principles common 

to rapid acquisition and expedited engineering programs within the 

special operations community? The research would examine how 

current rapid organizations apply acquisitions and engineering methodologies to satisfy urgent military needs developed in response to 

changing threats. Research should focus on leveraging currently 
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

available methods, processes, and tools to create an expedited systems 

engineering framework which can be validated in SOF operations. 

The research should provide insights into the consistently recurring 

characteristics of rapid organizations. Previous research has shown 

there are twelve habits, tenets, or heuristics that are the driving and 

defining behaviors of these rapid organizations. These principles are 

organized into three categories; people, process, and product. Each 

grouping of principles is centered on these three categories, defined 

as follows. People (who) representing the characteristics, knowledge, education, and behaviors of the personnel in the SOF community. Process (how and where) that describes key programmatic 

and system engineering strategies used to successfully execute rapid 

product development and get the right product to the user as fast 

as possible. Product (what and why) that defines conceptual use of 

technology used to meet the SOF operational needs. The principles 

of rapid acquisition and expedited systems engineering should be 

maximized in the SOF acquisition process to provide the right tool 

at the right time for SOF operational use.

E7. Expeditionary contracting capabilities

The standard contracting process is not designed to rapidly and effectively award contracts in response to immediate needs in hi-tempo, 

combat or contingency environments. Expediting contract award 

capability is critical in an era of persistent conflict because the needs 

of the operational commander are often immediate. The term “expeditionary contracting” describes the concept for effectively meeting 

contracting requirements of a deployed force in this type of environment. Are the Services responsive enough to SOF requirements? With 

global persistent presence and deployments to regions that may not 

have conventional force infrastructure, does USSOCOM now need 

its own an expeditionary contracting capability to procure material 

and services to responsively support the resource requirements of 

deployed SOF? If USSOCOM was to conduct expeditionary contracting activities, are safeguards in place to insure it is done effectively, efficiently, and not conducted with nefarious individuals or 

the organizations that support them? Are there innovative solutions 
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E. Responsive Resourcing

Previous years’ topics lists are available online at https://jsou.socom.mil.

that leverage partner nation facilities, logistics, and infrastructure to 

provide forward basing options with little to no cost to SOF?

E8. Supporting SOF language and culture education

Language and cultural expertise are critical skills for today’s SOF 

warrior. Is the force being educated in these areas to sufficient levels to 

effectively conduct their missions? This research should address this 

question: What is the requirement and criteria for an effective SOF 

Learning Management System (LMS) able to support SOF anywhere, 

anytime? How will distance learning approaches deal with challenges 

such as non-citizen or non-DOD instructors and physical limitations 

like bandwidth and varying network security features? How well 

would the current top commercial-off-the-shelf or government-offthe-shelf LMS meet SOF’s distance learning needs? What critical 

attributes do SOF require in an LMS? What elements would a future 

LMS requirements document contain that states in detail what SOF 

will need from now until at least 2020? 

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F. Additional SOF Issues

Previous years’ topics lists are available online at https://jsou.socom.mil.

F. Additional SOF Issues

Topic Titles

F1. Implementing SOF mixed-gender elite teams

F2. Supporting the joint force commander

F3. Evaluating non-standard aviation assets

F4. Evaluating how career SOF NCOs fare in transition

F5. Assessing the use of civil affairs and civil military operations in 

unconventional warfare

F6. Utilizing SOF operators after a successful military career

F7. Determining the right USSOCOM organization?

F8. Developing SOF counter-UAS tactics and equipment

F9. Influencing attitudes in addition to behaviors

F10. Educating SOF NCOs

Topic Descriptions

F1. Implementing SOF mixed-gender elite teams

In January 2013, the Secretary of Defense removed the ban on women 

in specialties and positions whose primary mission is direct combat. 

During 2013 and 2014, USSOCOM commissioned several studies to 

determine the effect of mixed-gender team compositions on SOF elite 

teams. For those roles and missions that do not preclude mixed-gender teams, what is now the best way to implement new policy? What 

implementation lessons can we learn from other organizations, military and non-military, U.S. and foreign, that have integrated women 

into their elite teams and combat formations? How does assessment 

and selection, in particular the psychological vetting of candidates 

change under a mixed-gender team paradigm? What new challenges 

do mixed-gender teams face? Organizationally what should SOF leaders undertake now to prepare the force for successful implementation 

of mixed-gender elite teams? Should SOF equipment be evaluated to 

determine if there must be new designs or configurations, and if so, 

determine the cost benefit/benefit of redesign?
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

F2. Supporting the joint force commander

What capabilities and technologies can be used to perform distributed 

operations and sustainment requirements in 2020 and beyond in support of the joint force commander? What options could enable support to units operating in a global, complex environment in response 

to emerging anti-access and area-denial security challenges to joint 

operational access concept, as well as support to dispersed special 

operations units? What are some technology and advanced systems 

solution that: Reduce drivers for logistics requirements, particularly 

power and energy, maintenance, fuel, and water by fundamentally 

changing the demand characteristics of the force? What capabilities 

will allow demand to be satisfied at the point of need; improve intratheater mobility and distribution; improve near real-time visibility 

of logistics information? Which initiatives to predict and resolve 

equipment faults and failures to reduce life cycle sustainment costs 

are reasonable? Which options and solutions contribute to the integration and execution of logistics capabilities that improve responsiveness, agility, flexibility, and precision within a joint concept of 

employment, to include optimization of SOF and conventional forces 

interdependence within areas of strategy, policy, and concepts? Is 

there a logistics-centric R&D investment strategy that could include 

a framework, specific research objectives, and a roadmap to achieve 

previously described objectives?

F3. Evaluating non-standard aviation assets

What non-standard aviation assets does USSOCOM need to acquire 

to successfully fulfill its global strategic and operational 2020 mission? Do hybrid airships have a role in SOF or could they provide 

a more persistent ISR platform than existing UASs? USSOCOM 

requires non-standard aviation assets (fixed-wing, rotary-wing, 

and lighter-than-air aircraft, and remotely piloted vehicles) to gain 

access, maintain low visibility, transport SOF assets, support SOF 

operators and operations. What should be the focus to develop the 

capability needed to fulfill the needs of SOF in 2020 and beyond? 

As UASs continue to push the endurance envelope, how will such 

long duration capabilities change aspects of SOF operations? How 

can logistics or close air support be rethought given the trajectory 
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F. Additional SOF Issues

Previous years’ topics lists are available online at https://jsou.socom.mil.

of UAS technology? Which ISR capabilities could be tailored for an 

organic, service independent, capability to support USSOCOM and 

TSOC operations? Is the cost of non-standard aviation assets too 

prohibitively expensive in the current fiscal climate? What is the role 

and benefit of manned non-standard aviation assets over UASs in the 

future operating environment?

F4. Evaluating how career SOF NCOs fare in transition

Senior SOF noncommissioned officers (NCO) who have 25 or more 

years of service and who served during combat operations in Afghanistan and Iraq will begin to retire in increasing numbers over the 

next five years. These special operators are sent through the service 

programs at the military installation they are assigned to at the time 

of retirement. Should there be an effort to follow up with SOF NCOs 

to ask about successes and failures during the transition process? Is 

this end of career transition a decisive time in SOF families’ lives? Do 

service transition programs prepare career SOF NCOs for corporate 

employment after lengthy military service? What are the described 

gaps? What should the transition goal be for senior SOF NCOs in 

keeping with the “SOF for life” construct? What are the impacts and 

should USSOCOM play a role in transition? Do SOF NCOs face a 

greater or similar challenge to conventional forces in transition? 

Should USSOCOM take an active role in preparing SOF NCOs for 

transition? How can USSOCOM help SOF NCOs transition without 

encumbering MFP-11 funds? What are operators’ perceptions about 

their post-military life in the context of career prospects? To what 

extent do these perceptions affect career decisions (i.e., decisions to 

separate)?

F5. Assessing the use of civil affairs and civil military operations in 

unconventional warfare 

CAO and CMO are not “break glass in the event of emergency” forces. 

As such, their presence and operations in phase zero (steady state) 

give them unparalleled access and information. This coupled with 

the increasingly urban and well-educated populations dictate a new 

approach to UW that goes beyond the traditional models. Which 

alternative approaches to UW more effectively employ indirect or 
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

non-lethal means to affect the desired outcome? How can influence 

operations overall versus myopic focus on CAO projects further UW 

capability? Must CAO remain a relevant part of UW in the future? 

Has UW become the new norm and is there an increased need for 

SOF and conventional forces to collaborate in the realm of CAO and 

CMO when engaged in UW operations?

F6. Utilizing SOF operators after a successful military career

What should the transition goal be for senior SOF NCOs in keeping 

with the “SOF for life” or “SOF as a system” construct? What are the 

impacts and should USSOCOM play a role in transition? Talented 

and experienced SOF operators, after a successful career, have two 

transition choices: separation or retirement. After military separation 

or retirement can a program framework be developed that utilizes 

operators’ skill, talent and experience continuing his contribution to 

win the current fight? How can USSOCOM utilize the skills, knowledge and experiences gained over 20 to 30 years of active service 

transitioning to passive or static support to the SOF operator? Can 

a former SOF operator be reutilized to support current operators by 

recruiting, educating, and providing local expertise as a staff member 

at a U.S. embassy or at the State Department? Should USSOCOM take 

an active role in preparing SOF NCOs for transition?

F7. Determining the right USSOCOM organization

Personnel costs are cited as the most significant challenge to the DOD 

budget and services have made cuts and are likely to continue to make 

cuts. A hard look at rightsizing, unemotional and metrics driven, is 

imperative to anticipate further cuts and optimize the mix to meet 

the prioritized requirements. Given the requirements of Title 10 and 

future global engagement priorities, what represents an effective, 

proficient, and professional military command structure or organization with right-sized staff, and how can that model inform change 

within the USSOCOM organization? Is USSOCOM headquartered 

in the right place or should other areas be considered after considering the locations of other government agencies and other Service 

headquarters? The growth of USSOCOM is slowing, and there are no 

guarantees of future funding. Does that impact the global persistent 
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F. Additional SOF Issues

Previous years’ topics lists are available online at https://jsou.socom.mil.

engagement envisioned by the command? Looking at the 2012 Front 

End Assessment, which recommended personnel cuts along the line 

of 20 to 30 percent, are there areas to cut should the USSOCOM 

budget continue to slow or even shrink?

F8. Developing SOF counter-UAS tactics and equipment 

UAS assisted warfare has truly become an integral part of the current fight. What remains to be seen is the impact that enemy UAS 

will have on SOF operations in the future? Is it reasonable for SOF 

to develop some type of anti-drone capability in order to maintain 

its technological edge? With the proliferation of 3D scanning and 

printing capabilities how do we prevent the technologies from being 

mirrored? What skill sets and requirements would be needed for 

SOF to develop and maintain a counter UAS program in the future? 

Is it reasonable, given the current state of technology to expect SOF 

to be able to effectively employ a counter UAS capability? How can 

SOF counter emerging UAS ISR capabilities from likely adversaries? 

Should USSOCOM invest in technical solutions to potential UAS 

problems, or would it be better off attempting to limit the use of UASs 

through support to diplomatic efforts?

F9. Influencing attitudes in addition to behaviors 

Influence operations to persuade target populations have historically been a SOF core capability. But persuasion through coercion 

and reward is not a viable means to impact long-term behavior and 

attitudes because such techniques are only successful until the coercion or reward is no longer present. Future reductions in force levels 

and resources necessitate that long-term objectives of strategic- and 

operational-level missions should be to persuade a target audience to 

pursue given courses of action without the use of coercive techniques 

or large rewards. However, there currently exists a tension between 

practitioners of influence operations regarding the goals of influence 

operations. Is the goal to change attitudes, behaviors, or to change 

both? Well-established behavioral theories are devoted to explaining 

the relationship between attitudes and behaviors. This research topic 

proposes that these and other relevant theories should be explored to 

discover the extent to which they can be adapted to inform campaign 
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Special Operations Research Topics 2015

Please send your completed research papers on these topics to the JSOU Center for Special Operations Studies and Research.

planning and assessment activities. For example, can campaigns 

support the simultaneous objectives of attitudinal and behavioral 

change? Does the relationship between attitude and behavior vary 

according to external variables such as culture or environment? 

F10. Educating SOF NCOs

The need for increased enlisted formal education has been championed by the current USSOCOM Commander and the Chairman of 

the Joint Chiefs of Staff, yet legislation still restricts education programs that can be funded for NCOs. In this time of resource scarcity, 

the services are tightening the reins on funds for off-duty education 

and there are limited opportunities for degree completion programs. 

Research on the topic will take a hard look at the rationale, impact, 

cost, and return on investment of education programs. What will 

create what the USSOCOM Commander envisions as “the most educated force in DOD” and how can SOF achieve that goal? To what 

degree does legislation need to be adapted for NCO education? Will 

bachelor’s degrees for senior NCOs make them better advisors and 

leaders? What degree programs are more likely to inculcate the critical thinking and complex problem solving skills necessary to develop 

a SOF NCO corps to meet security challenges of the 21st century? 

Which is better, a defense focused curriculum from an accredited, 

degree-granting DOD institution or a more liberal education from an 

accredited private or public university? Which is more cost effective? 

Which option will have a greater return on investment? What are the 

impacts to retention, quality, recruiting, family life, and retirement? 

Will a more highly educated USSOF NCO corps have an impact 

on the quality of the international SOF NCOs they will train and 

mentor? How does a better educated senior NCO corps relate to continuing the career track beyond retirement?