What GAO Found In 2016, Congress strengthened the role of an existing office within the Department of Defense (DOD) to oversee and advocate for training and equipping special operations forces assigned to the Special Operations Command (SOCOM). That office, the Assistant Secretary of Defense for Special Operations and Low-Intensity Conflict known as ASD(SO/LIC), is also responsible for determining whether acquisition programs are within budget. ASD(SO/LIC) cannot effectively conduct program oversight, in part, because DOD policy has not fully enabled it to perform its acquisition-related responsibilities. For example, GAO found disagreement between ASD(SO/LIC) and SOCOM officials regarding the former’s access to some programs’ information and meetings. This resulted in ASD(SO/LIC) not getting information to help perform its responsibilities. Collaboration between ASD(SO/LIC) and SOCOM to document clear protocols for the former’s access to this information could enhance its ability to monitor acquisitions and fulfill its statutory role. Example of a Special Operations Forces Acquisition: AC-130J SOCOM reported mixed success meeting cost and schedule goals for its costliest acquisition programs. GAO found that, while one of nine selected programs reported cost growth, most reported delays, which can, over time, result in increased costs. SOCOM’s acquisition policy requires programs to report, in an online…
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Special Operations Forces: Actions Needed to Improve Monitoring of Acquisitions
Source: US GAO Reports — US Government, Public Domain