Air Commando Officer Development Course (ACODC) Syllabus PDS Code: 1LU Course Number: SOED-ACODC Duration: 4 Days Security Level: Secret Course Hours: 32 hours Course Director Name: Mazen A. Mehio Telephone: 850-884-8224 DSN: 579-8224 Fax: 850-884-1847 E-Mail: mazen.mehio@us.af.mil PREREQUISITES Completed Squadron Officer School (SOS) (Note: This prerequisite can be waived on case by case basis). TARGET AUDIENCE The Air Commando Development Course is a leadership development course designed to advance today's Air Commando O-3s and O-4s into tomorrow's Special Operations Forces (SOF) leaders. This course is targeted for Captains and Majors with 8 to 13 years of active duty who have shown the capability and potential to lead, command, and cultivate future SOCOM and AFSOC forces. This is a by nomination only course targeting high potential, senior Captains (O-3) and pre-pme Majors (O-4) that demonstrate SOF leadership potential. Attendees must be nominated by their chain of command and approved at the wing or group level. This course is unit funded COURSE DESCRIPTION The Air Commando Officer Development Course is a 4 day educational course that has four modular areas of instruction. The first module lays out the strategic vision and mission of AFSOC while emphasizing the role of today s Airmen in leading current and future Special Operations Forces. The second module explores the legal, administrative and financial responsibilities of SOF leaders within SOCOM organizations, providing students with a functional understanding of what resources are available at their disposal. The third module is devoted to specialized topics, that include the importance of Total Force Integration (TFI), role of industry in furthering the AFSOC/SOCOM missions, introduction to the strategic planning processes, commanders deployment tools and AFSOC career development mentorship. The fourth module includes mentorship panels from current and former commanders, first sergeants, and senior enlisted leaders. 1
COURSE OBJECTIVES Upon completion of this course students will: 1. Know the core USSOCOM/AFSOC mission, vision, and competencies. 2. Know the role of tomorrow s SOF leaders. 3. Know unique USSOCOM/AFSOC roles of other partners and industry in furthering the SOF mission 4. Comprehend the importance of becoming a well-rounded critical thinker, capable of broad and deep analysis of various problem sets, and able to apply sound and timely decisions. 5. Comprehend how SOF leadership traits enable operations in complex and ambiguous operational environments. LEARNING EVALUATION AND GRADING CRITERIA The Course Director will assess daily student performance using a formative evaluation schema. This can be accomplished through in-class quizzes (multiple choice & short answer), which are based on learning objectives for that days instruction. Each student must score 70% or above on each evaluation. Course Director will conduct end-of-day discussions with students to identify gaps in knowledge and other information shortfalls that need clarification and/or reinforcement. COURSE READINGS AND ASSIGNMENTS Reference materials will be posted to the USAFSOS Blackboard website for use at the students discretion. Additional reading materials may be provided to the students during the course. COURSE OVERVIEW Lesson 1: Leadership Perspective: AFSOC Vision, Mission and Priorities - 3 hrs (Core; CO 1,2,4; Informal lecture) DESCRIPTION: This lesson identifies the AFSOC vision, mission and priorities as presented by the command s senior leadership. The lesson also presents AFSOC s current and future outlook from the leaderships perspective as well as AFSOC s role within USSOCOM. This lesson sets the stage for all future discussion of SOF leadership, its role in shaping the future, and what resources are available at their disposal. OBJECTIVE: Each student will (ESW) know the AFSOC vision, mission and priorities as described by a senior mentor. The lesson will also help students understand how to match the vision, mission and priorities to their current duties and responsibilities. 1. Identify the key aspects of the AFSOC vision 2. Identify the key aspects of the AFSOC mission 3. Identify the AFSOC priorities as described by senior mentor 2
Lesson 2: Chain of Command Familiarization: USSOCOM, TSOC & JSOC - 1 hr (Core; CO 1,2; Informal lecture) SECRET DESCRIPTION: This lesson describes to students the different administrative and operational chains of command within USSOCOM, Theater Special Operations Commands (TSOCs), and Joint Special Operations Command (JSOC). Highlights include AFSOC s supporting and supported role, USSOCOM s Title 10 responsibility, and TSOC/JSOC lateral relationships. OBJECTIVE: ESW know USSOCOM, TSOC, and JSOC s chain of command. In addition, each student will know each component s mission and how each functions. 1. Identify the key aspects of USSOCOM s chain of command and mission. 2. Identify the key aspects of TSOC s chain of command, locations and mission. 3. Identify the key aspects of JSOC s chain of command and mission. Lesson 3: SOF Vision 2020-2 hr (Core; CO 1,2; Informal lecture) DESCRIPTION: This lesson summarizes to students the SOF Vision 2020. The lesson identifies the globally networked dynamism of special operations forces, interagency representatives, allies and partners. It also describes SOF Vision 2020 s aligned structures, processes and authorities needed to enable its operations. The lesson predicts how the globally networked forces can provide geographic commanders and chiefs of mission with improved special operations capability as they respond rapidly and persistently to address regional contingencies and threats to stability. OBJECTIVE: ESW know the SOF Vision 2020 and how it applies to AFSOC as a component. 1. Describe SOF Vision 2020. 2. Identify how SOF Vision 2020 influences AFSOC missions. Lesson 4: SOF Leaders and UCMJ - 2 hr (Core; CO 2,4,5; Informal lecture) DESCRIPTION: This lesson describes the military justice system and its role in providing commanders with the legislative tools to punish those who commit crimes, deter others from committing crimes, and protect victims. This lesson also summarizes to the students the variable options that the Uniform Code of Military Justice (UCMJ) offers commanders for the resolution of disciplinary problems through different hypothetical scenarios and case studies. OBJECTIVE: ESW know how to apply various aspects of UCMJ to effectively administer discipline to various circumstances. Students will be expected to discuss these concepts through case studies presented by the instructor. 3
1. Recall various aspects of the UCMJ described by the JAG 2. Given scenarios, identify role of leaders in handling different disciplinary circumstances. Lesson 5: Command Relationships 1.5 hours- (Supplemental; CO 1,2; Informal lecture) DESCRIPTION: This lesson uses current joint and service doctrine as the foundation to support and discuss SOF command and control (C2) within the joint theater of air operations. This lesson highlights the inherent command and control complexities of missions operating overseas and the importance of the MC understanding who he or she is working for. OBJECTIVE: ESW comprehend the relationships and the applicable joint and service doctrine associated with SOF C2 in the joint environment. 1. Summarize the authority, responsibilities, and challenges associated with command in a joint SOF and unilateral environment. 2. Explain the levels of authority and categories of support associated with command relationships. 3. Explain how command and control is different in a joint environment. 4. Give examples of some control complexities experienced during operating missions in joint and/or overseas environments. 5. Explain rationale for past and present command relationships established by AFSOC and Theater SOCs. Lesson 6: SOF Leaders and Funding Authorities- 4.5 hrs (Core; CO 1,2,5; Informal lecture) DESCRIPTION: This lesson describes the different funding lines and sources used by SOF leaders to train, equip, and deploy their forces, specifically MFP-11. The lesson identifies different legal and operational boundaries for each funding source while outlining to the students the importance of utilizing the proper funding line to support future SOF operations. In addition, the lesson will outline different funds used for JCET s, JCS Exercises, as well as O&M training events. OBJECTIVE: ESW know the various money streams as appropriated from Congress to USSOCOM in the way of MFP-11. Measureable Samples of Behavior: 1. Identify SOF specific MFP-11 money. 2. Identify what events can/cannot be conducted with MFP-11 Lesson 7: AFSOC Operational Viewpoint- 1 hr (Core; CO 1,2,5; Informal lecture) DESCRIPTION: This lesson outlines to the students an overview of the current operational and leadership challenges within AFSOC as perceived by senior leadership. 4
This topic will be explained by AFSOC/A3 as relating to past and current lessons learned. OBJECTIVE: ESW know past and current operations as they are being conducted by AFSOC operations through the world. In addition, students will know the future of AFSOC and how they fit into the command as future leader. 1. Identify past and current operations in AFSOC. 2. Know what current leadership envision the future of AFSOC to be and how focused leadership will play a crucial role in operations, as well as training Air Commandos. Lesson 8: USSOCOM/AFSOC Strategic Viewpoint - 1 hr (Core; CO 1,2,5; Informal lecture) DESCRIPTION: This lesson outlines an overview of the strategic vision and priorities for AFSOC as perceived by senior leadership. The lesson gives students examples highlighting a glimpse into the direction AFSOC and USSOCOM are focused and their roles as future leaders within the community. This topic will be explained by AFSOC/A5 and/or USSOCOM/J5 as relating to past and current lessons learned. OBJECTIVE: ESW know the key aspects and function of USSOCOM/J5 and/or AFSOC/A5. The student will know how various J5/A5 projects will effect current and future AFSOC operations. 1. Identify the different responsibilities of J5/A5. 2. Explain the various operational challenges within J5/A5. Lesson 9: SOF Leaders and Role of Total Force Integration- 1hrs (Supplemental; CO 2,5; Informal lecture) DESCRIPTION: This lesson explains the role of reserve/guard forces in the Department of Defense s (DoD) total force concept as it applies to AFSOC. The lesson describes the advantages and challenges of utilizing Total Force Integration (TFI) while carrying out AFSOC missions. In addition, the lesson will outline some of the challenges leading Guard and Reserve forces. OBJECTIVE: ESW know the role of the Guard and Reserve components within AFSOC. 1. Define the role of Guard/Reserve forces within AFSOC. 2. Identify various challenges leading Guard/Reserve forces. 5
Lesson 10: Introduction to Industry Panel- 1.5 hrs (Core; CO 4; Informal lecture/guided discussion) DESCRIPTION: This lesson describes the role of industry in advancing and shaping the future of special operations warfare. The lesson will identify key technology and engineering companies and their roles in providing equipment, aircraft, material management, training systems and other crucial machinery needed to fight today and tomorrow s conflicts. The lectures will be selected from prior -military leaders who now work in private industry supporting SOF efforts around the world. OBJECTIVE: ESW know how private industry is crucial to accomplishing the AFSOC mission. In addition, ESW identify lessons learned from the various industry leaders of their transition from military to private life. 1. Identify how AFSOC Acquisitions process works in support of its mission and needs. 2. Identify the various roles industry has within AFSOC. 3. Outline the transition from military life to private life and how leadership plays a role in the transition process. 4. Identify lessons learned from previous acquisitions practices. Lesson 11: SOCOM Acquisitions - 1 hr (Core; CO 4; Informal lecture) DESCRIPTION: This lesson identifies the world of acquisitions across USSOCOM, particularly of equipment procurement using MPF-11 monies. In addition, the lesson describes updates on all the various projects USSOCOM is procuring now and in the future. OBJECTIVE: ESW know the acquisition process of USSOCOM and how it is used to procure different specialized equipment for AFSOC. 1. Define the acquisition process using MFP-11 funds. 2. Identify various current/future projects being funded by USSOCOM. Lesson 12: Non-military Organizations Support to SOF 1.5 hr (Supplemental; CO 2, 5; Informal lecture) DESCRIPTION: This lesson outlines the non-military organizations, such as the Air Commando Association (ACA), SOF Warrior foundation, Talon Associations and others. The lesson defines their role in fostering, promoting, and encouraging a better sense of appreciation of the origins and growth of the air commando/special operations units. The lesson will state the history of these organizations as well as describe their goals and objectives. OBJECTIVE: ESW know the role of non-military support organizations and how it supports AFSOC Air Commandos. Furthermore, ESW describe these organizations agendas and priorities, with emphasis on the current projects being undertaken by the Association. 6
1. Identify the role of non-military support organizations as it applies to AFSOC Air Commandos. 2. Describe non-military support organizations agendas and priorities. 3. Identify the current and future projects of these organizations. 4. Describe how these organizations are supported by the community. Lesson 13: SOF Leaders and Force Management - 3 hrs (Core; CO 2,4,5; Informal lecture) DESCRIPTION: This lesson explains leadership s role in force and rater management process. The lesson summarizes the processes involved within the officer promotion system, enlisted promotion system, and the various developmental leadership teams. The lesson will also outline a senior enlisted leader s perspective on the role of future officer leadership in developing an enlisted force capable of fighting tomorrow s SOF conflicts. The lesson will also outline the enlisted system and how officer leadership can positively or negatively effective their careers. OBJECTIVE: ESW know how the promotion system works and how the promotion boards determine who is selected for the next rank. 1. Identify the key aspects of the officer promotion system. 2. Identify the key aspects of the enlisted promotion system. 3. Describe how officer leadership can have a positive or negatively affect their career. Lesson 14: SOF Leaders and Command programs- 1.5 hrs (Supplemental; CO 2,4,5; Informal lecture) DESCRIPTION: This lesson describes overall or specific programs and systems in place to help commanders execute day to day operations. The lesson can vary from explaining deployment processes (SORTS, DRRS) to elaborating on facilities and programs available on base to enable the commanders to lead their Airmen in day to day operations. OBJECTIVE: ESW Recall the presented systems and the role for each in enabling SOF leaders to succeed as commanders. 1. Identify the presented Commander s program. 2. Identify how this program can assist commanders in their day to day operations. Lesson 15: SOF Leaders and Planning Processes- 2 hrs (Supplemental; CO 2,4,5; Informal lecture) DESCRIPTION: This lesson describes how AFSOC or USSOCOM utilizes the planning processes available to develop tasks based on national strategies. This lesson also underline how AFSOC supports the National Security Strategy (NSS) and explain to students why AFSOC operates the way it does. 7
OBJECTIVE: ESW know how AFSOC utilizes planning processes to turn strategy into task. ESW identify national and military strategic guidance and how these strategies dictate AFSOC policies and tasks. 1. Identify how AFSOC utilizes planning processes to turn strategy into tasks. 2. Identify National, Air Force, SOCOM, and AFSOC guidance relevant to SOF leaders. 3. Describe how pertinent National strategies impact and influence AFSOC policies, vision and tasks. 4. Identify how pertinent military strategies impact and influence AFSOC policies, vision and tasks. Lesson 16: Effective Communication and Writing - 4 hrs (Supplemental; CO 5; Informal lecture/practical Exercise) DESCRIPTION: This lesson explains the importance of effective communication and writing skills in improving students ability to lead, influence, and inform. The lesson will summarize different methods to enhance verbal and written communication skills. The lesson will also extend to the students a writing seminar that will discuss how to effectively author Office/Enlisted Performance reports (OPRs/EPRs) and Promotion Recommendation Forms (PRFs). The final assessment will be to write a PRF using the members own OPR s. OBJECTIVE: Each student will apply the key ingredients to effectively write OPR s, EPR s and PRF s. 1. Apply the requisite techniques to effectively write an EPR. 2. Apply the acquired concepts to effectively write an OPR. 8
ACODC Delivery Time Overview Lesson Lesson Title (Objective Link) Core Optional Classification No. Hrs Hrs 1 Leadership Perspective: AFSOC Vision, 3 U Mission and Priorities 2 Chain of Command Familiarization: 1 S SOCOM, TSOC & JSOC 3 SOF Vision 2020 2 U 4 SOF Leaders and UCMJ 2 U 5 Command Relationships 1.5 U 6 SOF Leaders and Funding Authorities 4.5 U 7 AFSOC Operational Viewpoint 1 S 8 AFSOC Strategic Viewpoint 1 S 9 SOF Leaders and Role of Total Force 1 U Integration 10 Introduction to Industry Panel 1.5 U 11 SOCOM Acquisitions 1 S 12 Non-Military Organizations support to 1.5 U SOF 13 SOF Leaders and Force Management 3 U 14 SOF Leaders and Command Programs 1.5 U 15 SOF Leaders and Planning Processes 2 U 16 Effective Communication and Writing 6 U Total Core Hours 20 Total Optional Hours 13.5 Total Course Hours 32* *Not all supplemental lessons will be used Reviewed by Course Director: Reviewed and Approved by USAFSOS Dean of Academics: Reviewed and Approved by USAFSOS Commandant: Effective Date: 9