planning considerations.
CONCEPT
9-1. PSYOP units derive logistics support for operational elements from the ASCC. The ASCC, as prescribed by Title 10, USC 164, and Title 10, USC 167, states that the parent service retains responsibility for support of ARSOF. The ASCC develops the theater support plan that includes sustainment of PSYOP by theater logistics organizations.
9-2. The ASCC is responsible for reception, staging, onward movement, and integration (RSOI) and follow-on support and sustainment of in-theater Army forces, including PSYOP. The ASCC also provides support to Army forces in ISBs. PSYOP have some key differences that affect the type of support required for RSOI and sustainment. The following conditions occur often enough that they must receive special consideration during logistics planning:
• It is not unusual for forward-deployed PSYOP units to be isolated and in austere locations. Supply distribution is a key consideration.
• PSYOP units have significant amounts of unique equipment that require support through SO logistics channels.
• PSYOP units have extensive and unique contractual requirements.
• PSYOP units have extensive and unique requirements for financial support.
9-3. Support for PSYOP-specific items is coordinated through the SOTSE—a staff planning, coordinating, and facilitating element. This element is assigned to SOSCOM and attached by USASOC to the ASCC for duty within the ASCC G-3/G-4 staff to coordinate logistics support for all deployed ARSOF.
FM 3-05.30
UNITED STATES ARMY SPECIAL OPERATIONS COMMAND
9-4. USASOC monitors ongoing logistics support to PSYOP forces and provides the initial support that may not be available from the ASCC. The organizations that perform these functions are—
• Special Operations Support Command. The SOSCOM plans, coordinates, and when required, executes CSS for PSYOP forces through its forward- deployed SOTSE and organic special operations support battalion (SOSB). The SOSCOM may also attach logistics LNOs to the POTF when its sustainment operations are expected to require complex joint, interagency and multinational, and contractual support.
• Special Operations Theater Support Element. The SOTSE has a coordination cell with the ASCC staff. It provides special operations staff expertise and coordinates access to the support infrastructure. It ensures PSYOP requirements are included in the support plan. It also provides the capability for deploying PSYOP to gain access to the theater Army support structures on arrival in-theater.
• Special Operations Support Battalion. When required, the 528th SOSB provides limited DS to PSYOP. It provides support from the early arrival and employment of PSYOP forces until the theater support structure capability can take over. The SOSB provides supply and maintenance support similar to that provided to conventional units. It also provides low- density and PSYOP-specific item support. The unit is capable of deploying anywhere in the world to provide early support. It provides support only until the theater support structure is established and capable of meeting PSYOP requirements. Once that occurs, the SOSB prepares to redeploy for another contingency.
THEATER SPECIAL OPERATIONS COMPONENT
9-5. The theater SOC supports PSYOP forces for any PSYOP-specific requirements the ASCC identifies as a shortfall. The theater SOC validates the SOR of PSYOP forces, and works closely with the unified command staff, the theater ASCC, and PSYOP logisticians to convey the PSYOP requirements. 9-6. The TSOC and PSYOP logisticians coordinate with the ASCC to develop plans and subsequent orders to implement directives the ASCC will issue to support the PSYOP forces assigned to the unified command. The TSOC, in conjunction with the POTF S-4, advises the ASCC commander on the appropriate command and support relationships for each PSYOP mission. The SOTSE keeps the SOSCOM and USASOC informed of the status of ASCC supporting plans. 9-7. The group or regional POB S-4 has the staff lead for logistics planning and execution. When not task-organized for an operational mission, the POG S-4 is the senior logistics officer, and the USACAPOC G-4 is the higher logistics authority. When task-organized for an operational mission, the POG S-4 will coordinate with the HQ having control to establish the logistics relationship; for example, a POTF that is COCOM to a theater combatant commander and in receipt of a JCS execute order in a CONUS garrison location, or one that is deployed OCONUS. The S-4 must arrange for continuity of logistics support during the transition between USASOC and theater control.
PLANNING
9-8. Planning can take two forms—deliberate planning and CAP. The following paragraphs provide more detail on these two forms of planning.
DELIBERATE PLANNING
9-9. PSYOP units and the ASCC can fully identify support requirements in OPLANs and CONPLANs from a bare base SOR, down to the user level based on an established set of planning assumptions. In this way, the ASCC coordinates the fulfillment of requirements from the support structure in the theater Army.
CRISIS ACTION PLANNING
9-10. In CAP, the requirements anticipated at the combatant command level dictate the amount of responsiveness and improvisation required to provide reactive, no-notice support and sustainment. Actual circumstances may dictate that preplanned requirements are modified or may generate new requirements that were unanticipated during the deliberate planning process.