UNCLASSIFIED 1

Marine Corps Task List MCTL / MET / METL

Life Cycle

Jul 2015

Marine Corps Task List MCTL / MET / METL

Life Cycle

Jul 2015

Maryroi Goldman, CIV

MCTL Branch Head

HQMC, CD&I, CDD, MAGTF Integration Division

Office of Strategic Management

Jul 2015

Jul 2015 UNCLASSIFIED 2

Overview

MCTL/MET/METL Readiness Life Cycle

MCTL Task Organization, Structure and Mission Statement Connection

How are METs used in Training?

MCTIMS Policy and Web Access

How are METs used in Resourcing Analysis?

How are METs used in Readiness Reporting?

What is the process for MET/METL Development?

Once a MCT becomes a MET, what is required when drafting measures?

Process to recommend NEW/existing MCT as a MET within a COI METL

MCTL/METL Life Cycle support s CD&I future capability development and acquisition/procurement analysis?

CD&I MCTL Website and MCTL Branch Contact Info

UNCLASSIFIED

MCT / MET / METL Readiness Life Cycle

(CURRENT Capabilities)Core, OPLAN,

Assigned Missionor

(FUTURE Capabilities)Expeditionary Force 21

MC Service Campaign Plan

3

Manpower, Equipment,

Trained Performance

Standards and Metrics

RFFs / FORCE SOURCING THE ESTABLISHED USMC CURRENT

CAPABILITIES

REQUIREMENTSCAPABILITIESSTRUCTURE/RESOURCES

MISSION PERFORMANCE MISSION ASSESSMENTS

“Force in Readiness”Provides MCSHA Analytics

MCT / MET / METL Life Cycle is the organizational relationship between Mission Planning, Requirements, Capabilities, Resources, Capabilities Sourcing and Readiness performance

indicators reported in DRRS-MC

Authoritative Data Source

(ADS) System Interfacing

METs/METLs

USMC MISSION (Current-to-Future Future-to-Current

Cycle)

USMC READINESSDRRS-MC

“CAPABILITY”MCTL “Tasks” =

METs/METLsTFSMS (T/O&E)

MCTIMS (Training)

Jul 2015

4

MCTL is a “Dictionary” of current USMC activities or actions defined as “Tasks” that an organization must perform to accomplish a mission.

MCT’s are used by COI/SE as “Building Blocks” for METs/METLs

MCTL Supports Current CapabilityMET/METL Development

USMC TASKS:MCT 1.12.1 Conduct Amphibious OPS

MCT 1.6.1 Conduct Offensive OPS

MCT 1.6.4 Conduct Defensive OPS

MCT 1.13 Conduct Irregular Warfare (IW)

MCT 1.13.2 Conduct NEO

MCT 1.14 Conduct Stability OPS

MCT 1.18.1 Support COIN OPS

MCT 1.15.1.2 Facilitate Foreign HA

UNCLASSIFIED

TASK (MET)

TASK (MET)

TASK (MET)

TASK (MET)

TASK (MET)

EX: INFANTRY CORE METs:1. MCT 1.12.1 Conduct Amphibious OPS

2. MCT 1.6.1 Conduct Offensive OPS

3. MCT 1.6.4 Conduct Defensive OPS

4. MCT 1.14 Conduct Stability OPS

5. MCT 1.18.1 Support COIN OPS**

**Not deemed CORE by Community but could be used in an Assigned Mission/OPLAN METL

EX: INFANTRY CORE METL

1 2

3 4

Jul 2015

5

Official Tri-Service Directive

OPNAVINST 3500.38MCO 3500.26

USCG COMDTINST 3500.1

5

Standardized “Dictionary/Library” of common language “Tasks” an

organization must perform to accomplish mission capabilities

1. Maneuver2. Intelligence3. Fires4. Logistics5. Command and Control6. Force Protection

Contains Task Title, Task Definition, Doctrinal References and Suggested Measures

EXAMPLE Marine Corps TaskTask Title: MCT 1.12.1 Conduct Amphibious Operations Definition: To conduct a military operation launched from the sea by an amphibious force, embarked in ships or craft with the

primary purpose of introducing a landing force ashore to accomplish the assigned mission. Types of amphibious operations include assaults, withdrawals, demonstrations, raids, and other amphibious operations in a permissive, uncertain, or hostile environment.

Doctrinal References: (JP 1-02, 3-02, MCDP 1-0, 3, MCWP 3-33.7, 4-11.8, MCRP 3-33.7A, MCO 3104.1)Suggested/EXAMPLE Measures:

M1 Percent Of qualified and deployable MOS Marines available to conduct Amphibious Operations. M2 Percent Of Mission Essential Equipment (MEE) supply on hand and Mission Ready. M3 Y/N Able to conduct amphibious operations at MEB level, transitioning MAGTF capabilities ashore from amphibious shipping.M4 Y/N Regimental HQ capable of executing C2 throughout all phases of the amphibious operation.

MCTL Task Organization

UNCLASSIFIED

Designed Capabilities of a USMC Unit

or

Functional Support Capabilities of an Installation / Base / Station

Organized by the Six Warfighting Functions

Jul 2015

Jul 2015 UNCLASSIFIED 6

EX: CA / CMO Marine Corps Tasks

Jul 2015 UNCLASSIFIED 7

EX: TFSMS CA / CMO Support Structure and Mission Statement

COI Mission Statement should align with COI METs/METLs

Jul 2015 UNCLASSIFIED 8

How are METs used in Training?

MCTL serves as the common reference for USMC commanders, staffs, and trainers. Units serving in their Core and Assigned Missions derive their “tasks” from MCTL and are required to reporting their operational readiness to execute these tasks in DRRS-MC.

A MCT that is considered “essential” or “critical” to mission accomplishment becomes a Mission Essential Task (MET).

METs are externally focused and are tasks for which the unit was designed, organized, or sourced to the mission or OPLAN.

METs answer the question “Why does this unit exist?” METs are focused outside the command, support another command, or directly affect the enemy.

Standards: Personnel, Equipment, Training and Certification requirements, Output measures.

Core Tasks define the design capabilities for a type of unit, are published in the MCTIMS Task Master ADS database, and are used to develop the type community’s T&R Manual.

Assigned Mission Tasks/OPLAN Tasks are developed when a unit prepares to participate in a specific unit deployment, operation, or alert mission (e.g., MEU BN Landing Team, Global Response Force) and may/may not be “additive” tasks to the established Core METL.

Unit METs/METLs

Unit METL Core

Mission

METMCT

METMCT

DRRS-MC

Assigned Mission

METMCT

METMCT

Readiness Standards

Personnel

Equipment Outputs

Subordinate Units

Certification

Supporting Units

Jul 2015 UNCLASSIFIED 9

Marine Corps Training & Information Management System (MCTIMS)

HQMC CD&I / MCCDC TECOM’s Database with 14 Separate, Stand-alone User Modules:

Task Master provides the Authoritative Data Source (ADS) for MCTL MCTs and all USMC current unit, installation/base/station organizational METs/METLs with performance training standards aligned to other MCTIMS Modules

Maintained by CD&I/CDD/MID MCTL Branch and MARFORCOM G3

MARFORCOM Exports/Interfaces MET/METL data to DRRS-MC weekly

https://mctims.usmc.mil/TNRManual/Taskmaster/Pages/Home.aspx

To obtain a Task Master Account, contact MCTIMS Helpdesk: CAC Card, First/Last name, E-mail and Phone number E-mail: MCSC_MCTIMS_Support@usmc.mil MCTIMS Help Desk DSN: 278-4093 / Commercial: 703-784-4093

Jul 2015 UNCLASSIFIED 10

HQMC CD&I / MCCDC TECOMMCO 1553.10

MCTIMS SOP 2014

MOS Roadmap MOS Manual Student Registrar Curriculum Management Scheduling Management Student Management Student Evaluation

Task Master Training & Readiness Manual Unit Training & Individual Marine Mgmt. Electronic Training Jacket Training Resources Pre-Deployment Report Server

UNCLASSIFIED 11

https://mctims.usmc.mil

https://mctims.usmc.mil/TNRManual/TaskMaster/Pages/Home.aspx

MY MODULES

TMTASK MASTER

MCTIMS Task Master

Jul 2015

CD&IMCO 3500.110 METL Development,

(2011)

12UNCLASSIFIED

MCTIMS Task MasterTask Sets, METs, Standards, T&R

Jul 2015

Infantry T&R Manual (NAVMC 3500.44) E-Coded events for :

MCT 1.6.1 Conduct Offensive OPS

Jul 2015 UNCLASSIFIED 13

How are METs used inResourcing Analysis?

UNCLASSIFIED 14

MET Aligned to Training Requirements, MET Aligned to T/E-to-TAMCN-to-MCPC

Jul 2015

Individual MET aligned to T&R TRAINING

EVENTS

Individual MET aligned to Unit T/E w/TAMCN

UNIT METL

UNIT METL

MCTs-to-METs-to-METLs reported in DRRS-MC illustrates a MCT defined “Capability” w/associated

T/E TAMCNs-to-MCPCs/CACs (Program $$)

Equipment /System modernization/ sustainment/ exiting data can be linked to a Unit’s current T/E MEE/PEI in their readiness reportable METL.

MCSHA analytics objective is to illustrate how Program $$ were executed in a given Year which provides leadership visibility of potential risks associated to T/E MEE/PEI and a unit’s ability to conduct mission capabilities.

UNCLASSIFIED 15

MET Measure Alignment to MCPCs

Illustrates Funding Stream/Program $$ associated to provided Capability

Jul 2015

MCT 6.0 Protect the Force (used in Installation METL)

M1 Y/N An effective and comprehensive CBRN Protection Program has been implemented.M2 Y/N An effective and comprehensive Antiterrorism Program has been implemented.M3 Y/N An effective and comprehensive Physical Security Program has been implemented.

M4 Y/N An effective and comprehensive Critical Infrastructure Protection Program has been implemented.

M5 Y/N An effective and comprehensive Emergency Management Program has been implemented.M6 Y/N An effective and comprehensive Continuity of Operations Plan has been implemented.M7 Y/N An effective and comprehensive Fire and Emergency Services Program has been implemented.M8 Y/N An effective and comprehensive Installation Law Enforcement Program has been implemented.M9 Y/N An effective and comprehensive expeditionary law and order operations program has been implemented.M10 Y/N An effective and comprehensive Consequence Management Plan has been implemented.

M11 Y/N An effective and comprehensive Pandemic Influenza/Contagious Disease Containment Program has been implemented.M12 Y/N An effective and comprehensive Explosive Ordnance Disposal (EOD) program has been established.M13 Y/N Security capabilities supporting maneuver of forces available.M14 Number Of casualties due to non-combat operations (includes all hazards incidents [natural causes, dxwx], fratricide and accidents, insider threat).

M15 Y/N Plan, implement, and sustain force protection/security measures against enemy actions.

M16 Time After initial warning of attack/event and within 10 minutes, to warn supported organizations/friendly forces (e.g. CBRN, SSM, Enemy Aircraft, and indirect/direct fire).M17 Time After attack/event to recover operational capability.M18 Y/N Are Base Operating Support (BOS) Lines of Operations (LOO) rated at Common Output Levels of Service (COLS) 2 or better?

M19 Y/N Operations Centers/ EOCs are able to effectively and responsively plan, coordinate, communicate and execute capabilities in support of local, regional, or national crises.

M20 Y/N Facility Condition Index (FCI) rating of Q2 or better for associated security services facilities.

Jul 2015 UNCLASSIFIED 16

How are METs used inReadiness Reporting?

17

Marine Corps Task Linkages

MCT 1.6.4 Conduct Defensive Ops

MCT 5.7.4 Plan and Direct Defensive Ops

MCT 1.6.4 Conduct Defensive Ops

MCT 1.1.2 Provide Task Organized Forces

SN 5.3.5.3.1 Provide Forces – OPLANs/CONPLANs

Infantry BN (SPMAGTF)

Infantry Regt HQ

Marine Division

MCICOM--MCIEast (II MEF)--MCIWest (I MEF)--MCIPac (III MEF)

MARFOR

“Tasks”/METs are linked Top Down / Bottom Up ISO HHQ and Reported in DRRS-MC

Supported COCOM/CCDR JMETL

MEF/MEU/MEB

MCT 1.7 Support Maneuver Through the Provision of Training Ranges (Tactical Training Support, Ranges/Areas, Facilities, Devices)

MCT 4.6.6 Community Services

MCT 4.1 Conduct Supply Operations

MCT 4.3 Conduct Transportation Operations

MCT 4.6 Provide Services (Nonmaterial & Support Activities)

MCT 4.6.3 Provide Airfield Operation Services

MCT 4.9 Provide Base and Station Facilities and Related Infrastructure

MCT 6 Protect the Force

USMC

METL

Installations / Bases / Stations providing Support &

Programs to the Warfighters and their Families

Jul 2015

Reported in DRRS-SDoD / JS / OSD / Chairman’s

Readiness System

UNCLASSIFIED

DRRS-Enterprise & ADS Interfaces

Jul 2015 18

NIPR

DRRS-MC SIPR-CLASSIFIED

ADS DOMAIN TRANSFER

SERMIS(Aviation)

AMSRR(Aviation)

MCTFS(Personnel)

MDR / MERIT (Equipment)Facilities Condition

Index(MILCON)

MCTL and METs/METLs reside UNCLASS

in MCTIMS Task Master Module

JWICS / DCIIN / MARMS

MC-CAMS / MARMSUSMC Installation Preparedness

(Org Structure T/O & T/E)

UNCLASSIFIED

NALCOMIS(Aviation)

Joint Worldwide Intel Communications SystemJoint Defense Continuity & Integrated Intel NetworkJoint Mission Assurance Risk Management System

Possible FUTURE Interface

BIDE / GSORTS / ESORTS / GDSSService Unit Status Reports/Basic ID Data Elements

Global Status of Resources and Training SystemEnhanced Global Status of Resources and Training System

Global Decision Support System

JOPES / JCCA / GCSSJoint Operational Planning/Execution System

Joint Combat Capability Assessment Global Combat Support System

DoD / JS / OSD / Chairman’s Readiness System

MFC Force Provider METL Data / RFF

EXPORT

UNCLASSIFIED 19

Why does ACCURATE DRRS-MC Reporting matter ?

GRAND OPENING

Jul 2015

Jul 2015 UNCLASSIFIED 20

What is the process for MET/METL Development?

21

MCTL / METL Life Cycle Process MCO

CD&I’s MCO 3500.110, Codifies and Validates:– Process owners, roles and responsibilities– Synchronization and integration of MCT/MET/METL development with:

– TECOM (COI T&R Manual Alignment, 3 Yr. cycle)– MARFORCOM (USMC Force Provider)– Advocates (Approval Authority)

– Provides common methodology for the conduct of MCT/MET/METL Review and Development “Workshops”

– Identifies the “central repository” for MET/METL data (MCTIMS/Taskmaster Module DB)

HQMC CD&IMCO 3500.110 METL Development, Review,

Approval, Publication and Maintenance(15 Jul 2011)

UNCLASSIFIEDJul 2015

22

SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS

• Units

• Installations

• Unit w/Designed Capability• Mission Statement• SE and Installation Support

to the Warfighter• MCTL Task/s• USMC or Joint Doctrine• Conditions • T/O (MOS) & T/E (MEE/PEI)• Training Events (E-Coded

Individual/Collective) Exercises and Certifications aligned to COI T&R Manuals

• DoDI – Installation Benchmark and/or Title X Requirements

Process Flowchart Below

Policy Controls:• DoD DRRS Enterprise

Policies• MCO 3500.26 (MCTL)• MCO 3000.13 DRRS-MC• MCO 3500.110 (METL)• MCO 1553.10 (MCTIMS) METL Development Workshops Adjudication/Advocates Incorporation into MCTL / MCTIMS / DRRS-MC

• List of “Mission Essential” MCTs

ConditionsStandards/Criteria Metrics: - P = Personnel - E = Equipment - T = Training - O = Output

• Commanders• MARFORs/MEFs/ MEUs/MEBs/Units• Install/Bases• Advocates• CD&I Integration

Divisions – Force Development and WIPEB Strategies

• HQMC / PP&O• MROC / JROC• CONGRESS• SECDEF / POTUS

Identify Conditions that

Affect Task Performance

Develop List of Unit or Installation

Capabilities/Tasks

Determine Task Output Criteria: Y/N, Time, etc. to conduct Task for Mission

Success

Determine Standards for Each

Task

Core Design Capability

Prioritize Tasks as Essential/Critical to

Mission Success

Start

Finish

MET / METL Process

Determine T/O & T/E Required that Affect Task Performance

Identify Training Events that Affect Task Performance

UNCLASSIFIEDJul 2015

23

MET / METL TypesMETL “Workshop” Goals

UNCLASSIFIED

• Core Mission Essential Tasks – Critical, discrete, externally-focused activities that enable execution of the organizational mission;

tasks for which standing organizations were designed; standardized for each unit type• Core Plus Mission Essential Tasks

– Have lower probability of execution; theater specific; NOT included in unit readiness assessments; Units may elect to include Core Plus tasks in their METLs and associated training plans

• Assigned Mission Essential Tasks– Assessed when 25 percent or more of a unit deploys or prepares to deploy in support of a Named

Operation; Based on Core METs, Core Plus METs, Mission templates, and deployment guidance

Select MCTs as METs and Develop COI METL = 20% of the WG’s time

Select Conditions = <10% of the WG’s time

Establish Standards = >70% of the WG’s time

An accurate accounting of mission “critical” tasks your organization does for the fight

Broad brush canvas of the environment you expect to do the task in

Relevant, measurable metrics shaping the evaluation of COI readiness to execute a critical task or unit mission

Jul 2015

Jul 2015 UNCLASSIFIED 24

Once an MCT becomes a MET, what is required when drafting

measures?

25

MET Standard Types

Resource Standards: Manpower (T/O) and Equipment (T/E) required to produce the outputs

Training/Certification Standards: Training required to produce the outputs Links DRRS-MC assessment to COI T&R Manual standards Links “E” coded events to the MET; identifies Exercises/Certs required

Output (Performance) Standards: Quantify the outputs provided to the gaining Force Commander Focus on results rather than process, inputs, or resources applied

Subordinate/Supporting Unit Standards: Tasks performed by other units that are required to produce the outputs Required for intermediate level commands

UNCLASSIFIEDJul 2015

MET Personnel (T/O) & MET Equipment (T/E) Standards

• Measure the Personnel required to produce the required task outputs under the selected task conditions; Link Personnel on the unit (T/O) to the tasks they support; Personnel metrics are used in DRRS-MC to assess the resources required to accomplish the task

Personnel Examples:>= 16 crews formed>= 80% Of T/O billets filled with MOS-qualified, deployable personnel>= 80% of MOS 0621 T/O filled with MOS-qualified, deployable personnel>= 2 MOS 0602 billets filled with MOS-qualified, deployable personnel

• Measure the Equipment required to produce the required task outputs under the selected task conditions; Link Equipment on the unit Table of Equipment (T/E) to the tasks they support; Equipment metrics are used in DRRS-MC to assess the resources required to accomplish the task

Equipment Examples: >= 80% of BN T/E Stinger sub-systems mission ready and available >= 2 DTC (or equivalent stand-alone equipment) ready and available >= 80% of single channel radios T/E ready and available

Jul 2015 UNCLASSIFIED 26

MET Training & MET Output Standards

• Measure the Training required to produce the required task outputs under the selected task conditions; Training metrics are used in DRRS-MC to:

Assess the training required for the taskSupport the calculation of the percentage of METs trainedNormally refer to E-coded events in an approved COI T&R Manual, or Collective events identified by the community as critical indicators of a unit’s ability to perform a MET

Training Example:>=4 teams trained to standard in 0321-AMPH-4002 Conduct a clandestine amphibious landing/withdrawal

• Measure the capability to produce the required Output or endstate. Quantify and scope the activity described by the task; Output metrics are used in DRRS-MC to assess the observation of the task performance.

Output Examples:>= 22,400 gallons per day of bulk fuel received/stored/dispensed>= 2 site(s) established to provide immediate humanitarian assistance, including food, water, and health servicesY/N Capable of boarding high freeboard shipY/N Capable of applying combat power to delay, impede, halt, or dislodge the enemyY/N Capable of seizing multiple battalion objectives through surface and/or heliborne assault

Jul 2015 UNCLASSIFIED 27

Jul 2015 UNCLASSIFIED 28

Process to recommend NEW/Existing MCT as a MET

within a COI METL

NEW/Revised MCTs/METs Require COI Review, Advocate/OAG Approval

• COI’s CBA analysis identifying desired future capability is useful for CD&I/CDD’s MCCL, MGL and solution documents, but NOT acceptable for deliverables required to reflect current capabilities and readiness reporting in DRRS-MC.

• Mission criteria based on future T/O&E prevents development of an adequate Training plan resulting in artificially skewing COI’s combat capability assessment and creating degraded readiness within DRRS-MC

.• MCT/MET change recommendations vetted within the COI, reviewed by

Advocate, WITHOUT collaborative coordination and staffing with CD&I, TECOM and MARFORCOM codified within the MET/METL Review/Development MCO results in communication disconnects and readiness data misalignments.

• COI requires change/modification to existing MCTs used as a MET within their DRRS-MC reportable METL, due to structure changes, resource or training deficiencies.

• COI may conduct an internal “Capabilities Based Assessment” (CBA) or a T&R Manual review to assess organizational capabilities and identify resource or training deficiencies, but the MET/METL Review and Development Workshop should be conducted as a precursor to those efforts.

• COI independent CBA and T&R Manual reviews outside of the established MET/METL process necessitates corrective understanding, and often, repeatable work.

• CD&I, along with TECOM and MARFORCOM, conduct COI MET/METL reviews PRIOR to T&R Manual reviews.

• MET/METL review process is “lock-step” with COI T&R Manual reviews conducted every three (3) years.

• CD&I requires, during MET/METL review workshops, the COI’s validation of current readiness reportable capabilities, accuracy of stated Mission Statement, quantifiable measurable metrics, output standards and trained proficiencies aligned to the COI T&R Manual.

• CD&I requires Advocate/OAG approval to recommended new/revised MCTs used as METs to ensure COI T/O&E, training and output standards are developed and provide adequate ability to assess their METL’s readiness within DRRS-MC.

• CD&I facilitates new or modified changes to MCTs within MCTIMS Task Master for immediate use by COI as a reportable MET within their METL

• COI identified METs are reflected in the COI Mission Statement within TFSMS to support TOECR change modifications.

MET/METL Review and Staffing TIMELINE/Suspense: 45-day Working Group staffing of deliverables conducted by MARFORCOM for COI/Advocate review/concurrenceMET/METL Review LEAD: COI HHQ, Advocate

MET/METL Review and Development Workshops is a collaborative meeting with COI reps, conducted with guidance by CD&I/CDD MCTL Branch and TFSD, TECOM Ground and Aviation Sections, and MARFORCOM G3/5/7.

CONSIDERATIONSDISCONNECTS

29

PROCESS CONTROL ENDSTATE

Jul 2015 UNCLASSIFIED

Jul 2015 UNCLASSIFIED 30

The MCTL/METL Life Cycle supports Future Capability

Development and

Acquisition/Procurement Strategies

UNCLASSIFIED

DC CD&I: …“Produce an Enhanced MCEIP Chapter 8”

• Force Structure Plans• Core METs / METLs• TEEP / TPFDD• PP&O / MFC “Playbook”• DRRS-MC• Fielding/Disposal Plans• MCSHA

Expeditionary Force 21 MCSCP

v1.0: POM-17 MCEIPv2.0: POM-18 MCEIP

31Jul 2015

MCT / MET / METL Life Cycle Process ISO Capability Portfolio Management

via…

Capability Portfolio Management (CPM) Implementation Goal: Evaluating current and future ROI; identify funding stream alignments where possible; coordinate POM strategies and budgetary allocations measured against CMC

prioritized requirements (CCDR/COCOM Directed Mission METs/METLs).

Jul 2015 UNCLASSIFIED 32

The Marine Corps Capabilities List (MCCL)Marine Gap List (MGL)

Aligned to 9 Joint Capability** Areas (JCA):

1 – Force Support2 – Battlespace Awareness

3 – Force Application4 – Logistics

5 – Command and Control6 – Communications & Computers

7 – Protection8 – Building Partnerships

9 – Corporate Management**Capability — The ability to achieve a desired effect underspecified standards and conditions through a combination ofmeans and ways across DOTMLPF to perform a set of “Tasks”to execute a specified COA. (CJCSI 3500.02B)

Can identify a Current Capability aligned to a MCT in MCTL or a Future capability that can be developed for entry into MCTL

Capability “Gaps” requiring resource development

UNCLASSIFIED

ACMC/CMC: “…assigns DC CD&I as the capability portfolio integrator.”

1

SecurityCooperation

Crisis Response

2 3 4 5 6 7 8 9

JCA JCA JCA JCA JCA JCA JCA JCA JCA

Cross-portfolio integration, in the context of Expeditionary Force 21 & MCSCP

MCO

MEU

MEB / MEF

MARFOR

UnitSPMAGTF

METs/METLs provide the cross-cutting constructs that connect the stovepipes of the JCAs

Future METs/METLs

Mission ThreadMission Support

Current MCTs/METs

SE

Jul 2015 33

Capability Portfolio Management Across the DOTMLPF and JCAs

High Quality People

Unit Readiness – DRRS-MC

Capability and Capacity vs. Requirements

Service Level Outcomes

Unit Level Assigned MissionsUnit Level Core Missions

Manage/Sustain the Total Force

Installation Services ISO

Operational Mission

Modernize Toward Expeditionary

Force 21

Funding, Data, Marine Corps Enterprise Network (MCEN)

Service Tempo Force Capacity Man/Train/EquipOther ServiceDependencies

METs/METLs = Personnel (P); Equipment Condition (R); Supply (S); Training (T)

Operational Outcomes

that Require Funding

Relate Resources to Mission Readiness, Capabilities & Outcomes

Investment Impacts

Aggregate Operational

Goals

Funding Investments

that Support the

Force

Targeted Investment

Goals

Mission Assurance Assessments Sourcing Impacts

Infrastructure Sustainment

Equipment Modernization

• Recruit• Train & Educate• Manage & Retain• Sustain Quality of Life

• Facilities Support• Facilities Protection• CMD & Staff Support• I/T• Training & OPS Support• Logistics Support

• Fielding Plans• Acquisition: Cost / Schedule / Performance• Funding Profiles• Future Req’ts• Platform / Equip Age

METs/METLs Role inthe Building Blocks of a Balanced Force

UNCLASSIFIED 35

ECMP

Overview of PPBE Process

= Transition

= document

Inside circle = process output

Outside circle = process input

= CPRB

PP&O &

CD&I (Futures)

CD&I (CDD)

Guidance

POM

Plan

nin

g

Programming

Budgeting

Appropriations Act PB

Exe

cuti

on

OPFOR / SE

Asses

smen

tMCSHA

P&R (PA&E)

P&R ADC (P)P&R

ADC (R)

MCEIP

ME

Ts/M

ET

Ls

DR

RS

-MC

End of FY

Congressional Approval

Approved MCSCP

Approved MCEIP

Start of POM-2-Budget

Transition

MCSCP

Approved MCSHA

Approved Strategic

Plan (EF-21)

= MROC

Mid-Year Review

Front End Assessment /

Program Reviews

PEB outbriefsT/POM

Approval

POM Approval (EMROC)

MCCL

MCGL

MCSDD

Integrated Program

Assessment(IPA)

PMF

FY20+F

Y1

9

POM-18

FY17

PB-15

PB

-16

MROC Information

Update

DPGQDR

NSS

EF-21NDS

NMS

CMC CPG

Jul 2015

36

METs/METLs Role inP&R’s MC Strategic Health Assessment (MCSHA)

CD&I / CDD Force Develop. / CPM Implementation

-TFSD-MCT/MET/METL-UUNS/DUNS-CBA/MCEIP

CMC Strategic Guidance

POM & Budget Development

-Prog. Reviews-PEBs-PWGs-POM / T-POM

Building Blocks of a Balanced

Force Program Metrics / Analysis

POM and Budgetary re-alignments resulting from P&R’s execution cycle and MCSHA analytics impact

future force capability and resource development

Current and Future Capabilities Development

Acquisitions, Budget Strategies,

RDT&E, Fielding

Performance Results

Integrated relationships between capabilities development, future planned and current resources with performance indicators provide a Performance Management Framework (PMF)

MCTs/METs

Jul 2015 UNCLASSIFIED

MCSHA 2012

MCSHA 2013MCSHA 2014

How well did the USMC

execute the Budget?

Current “State” of the USMC

UNCLASSIFIED 37

MCTL Branch products:

1. USMC MCTIMS Task Master

2. HQMC CD&I SharePoint Platform

3. MCCDC / CD&I Website

https://mccdc.portal.usmc.mil/org/cdd/MID/MCTL/default.aspx

https://mctims.usmc.mil/TNRManual/TaskMaster/Pages/Home.aspx

http://www.mccdc.marines.mil/Units/MarineCorpsTaskList.aspxJul 2015

38UNCLASSIFIED

QUESTIONS?

MARYROI GOLDMAN, CIVMCTL Branch Head(703) 432-8166 / DSN 378-8166maryroi.goldman@usmc.mil

MARIO MARTINEZ, CIVMCTL Program Assistant(703) 432-8487 / DSN 378-8487mario.a.martinez2@usmc.mil

Jul 2015