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Marine Corps Task List MCTL / MET / METL

Life Cycle

MAR 2015

Marine Corps Task List MCTL / MET / METL

Life Cycle

MAR 2015

Maryroi Goldman, CIV

MCTL Branch Head

HQMC, CD&I, CDD, MAGTF Integration Division

Office of Strategic Management

MAR 2015

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Overview

Difference between the MCTL/METs/METLs and MCCL/MGL

How are METs used for Training?

How are METs used for Resourcing?

How are METs used for Readiness Reporting?

What is the process to propose a new MCT be included in the MCTL?

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

What is the process to recommend a new or existing MCT for use as a MET within a COI METL?

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

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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)

MAR 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

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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

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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

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Designed Capabilities of a USMC Unit

or

Functional Support Capabilities of an Installation / Base / Station

Organized by the Six Warfighting Functions

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

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

1 – Force Support2 – Battlespace Awareness3 – Force Application4 – Logistics5 – Command and Control6 – Communications & Computers7 – Protection8 – Building Partnerships9 – 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 illustrate current Capability aligned to a Marine Corps Task in MCTL or Future capability consisting of potential “Gaps”

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How are METs used for 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

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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

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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

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https://mctims.usmc.mil

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

MY MODULES

TMTASK MASTER

MCTIMS Task Master

MAR 2015

CD&IMCO 3500.110 METL Development,

(2011)

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

MAR 2015

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

MCT 1.6.1 Conduct Offensive OPS

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How are METs used forResourcing?

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

MAR 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.

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MET Measure Alignment to MCPCs

Illustrates Funding Stream/Program $$ associated to provided Capability

MAR 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.

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How are METs used forReadiness Reporting?

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MCTL / METL Life Cycle Impacts Readiness

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)

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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

MAR 2015

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

Readiness System

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DRRS-Enterprise & ADS Interfaces

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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)

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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

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MARFORs METLs (Example)

MARFORTasks used as METs (MCTL and UJTL)

Regional:MARCENT, MFE, MFS,

MFA

MFP MFC MFR MFN MARFOR STRAT

MARFORCYBER

MFK MARSOC

MCT 1.10 Conduct Crisis Response X X X

MCT 5.8 Advise CCDR on Service Positions and Force Employment

X X X X X X X

OP 4 Coordinate Operational Logistics and Personnel Support

X X X X

ST 5.3.4 Prepare and Coordinate TheaterStrategy, Campaign Plans or OPLANS, and Orders

X X X X X X

SN 5.3.5.3.1 Provide Forces (OPLANs/CONPLANs) X X X

SN 5.3.5.3.2 Provide Rotational Forces X X X

SN 5.3.5.3.5 Provide Alert Forces X X

OP 5.4 Command Subordinate Operational Forces X X X X X

OP 5.5 Establish, Organize, and Operate a Joint Force Headquarters

X X

OP 5.7.11 Execute Theater Security Cooperation Plans

X X X X

ST 6 Coordinate Theater Force Protection Assigned for MARCENT

X

ST 6.6 Perform Mission Assurance X X X X X X X

SN 7.1 Formulate Joint and Service Concepts, Doctrine, and Requirements

X X

MAR 2015

EX: MARCENT and MEBMCT 1.10

Conduct Crisis Response

Conditions:C 2.1.5.1 Lead Time: Short (hours to days)C 2.1.5.2 Mission Duration Descriptors: Very short (<30 days)C 2.9.2 Threat Form: Paramilitary orgs, Irregular, Insurgency, IEDC 2.9.5 Threat Size: Overwhelming (more enemy than friendly assets)

Output Standards:– Y/N MARFOR HQ capable of planning/directing 24/7 sustained CR OPS– Y/N MARFOR is capable of supporting CCDR crisis action requirements for MEU/MEB level NEO or HA/DR mission– Y/N JTF HQ nucleus available for tasking ISO CCDR requirements

Certification Standards:– Y/N Exercises with COCOM/JTF, MARFOR HQ, supporting MAGTF, and representative forces conducted within the last 24 months

Subordinate Unit Standards:– Y/N MARFOR HQ T/O meets mission requirements– Y/N MARFOR HQ billets filled within staffing goal for

Active/Reserve Component with qualified personnel– Y/N MARFOR HQ capable of conducting deployment/

redeployment planning and execution of assigned/attached USMC forces.

– Y/N MEB CE in place and certified as nucleus of scalable JTF HQ– Y/N MARFOR HQ capable of providing medical information

relating to the health of the Command, Medical Logistics, Patient Movement, and Medical Intelligence

– Y/N MARFOR HQ capable of ensuring commanders, staffs, and forces are trained/equipped to conduct or participate in Joint, Combined and Service exercises and operations.

– Y/N MARFOR HQ capable of ensuring planning, coordination, and execution of information operations.

– Y/N MARFOR HQ capable of conducting deliberate and crisis action planning (joint, component, and combined) in support of CCDR requirements.

– Y/N Effective training and exercise program established with supporting MARFOR(s)

EXAMPLE: MARCENT Core MCTs / METs

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MEB (Standing) Roll-Up of their individual METs supports overall MARCENT’s assessment to conduct MCT 1.10

MARCENT CORE METLMCT 1.10 Conduct Crisis ResponseMCT 5.8 Advise Combatant Commander (CCDR) on Service Positions and Force EmploymentOP 4 Provide Operational SustainmentOP 5.4 Command Subordinate Operational ForcesOP 5.7.11 Execute Theater Security Cooperation Plans (TSCP)ST 5.3.4 Prepare and Coordinate Theater Strategy, Campaign Plans or Operation Plans, and OrdersST 6 Coordinate Theater Force Protection

EX: MARCENT and MEBMCT 1.10

Conduct Crisis Response

Conditions:C 2.1.5.1 Lead Time: Short (hours to days)C 2.1.5.2 Mission Duration Descriptors: Very short (<30 days)C 2.9.2 Threat Form: Paramilitary organizations, Irregular, Insurgency, IEDC 2.9.5 Threat Size: Overwhelming (more enemy than friendly assets)

Output Standards:– Y/N Capable of deployment/redeployment planning and execution of

assigned/attached forces – Y/N Capable of conducting 24/7 sustained CR OPS – Y/N Capable of meeting CCDR crisis action timelines– Y/N Capable of crisis action planning

Certification Standards:– Y/N MEB exercises/event/operations performed within the last 12 months

CE Core METL:MCT 2.1 Plan and Direct Intelligence OpsMCT 3.1 Conduct TargetingMCT 4.11 Plan and Direct Logistics OpsMCT 5.4 Conduct Information OperationsMCT 5.5.1 Integrate and Operate with JIIM OrganizationsMCT 5.7 Exercise Command and Control of Air and Ground ForcesMCT 5.7.6 Plan and Direct Crisis Response OperationsACE Core METL:MCT 1.3.3 Conduct Aviation OperationsMCT 1.3.3.3.1 Conduct Aviation Operations from Expeditionary Sea-Based SiteMCT 1.3.4 Conduct Assault Support OperationsMCT 2.2.5 Conduct Aviation Intel Collection ActivitiesMCT 3.2.3 Conduct Aviation Delivered FiresMCT 5.3.5 Conduct Control of Aircraft and MissilesMCT 5.4.1.2 Conduct Electronic Warfare (EW)MCT 5.5.1 Integrate & Operate with JIIM OrganizationsMCT 6.1.1.7 Conduct Anti-Air WarfareLCE Core METL:MCT 4.1.2 Conduct Ground Supply OperationsMCT 4.2.2 Conduct Ground Equipment MaintenanceMCT 4.3 Conduct Transportation OperationsMCT 4.4 Conduct General Engineering OperationsMCT 4.5 Provide Health ServicesMCT 4.6.1 Provide LCE Support ServicesMCT 6.8 Conduct EOD OperationsGCE Core METL:MCT 1.12.1 Conduct Amphibious OperationsMCT 1.14 Conduct Stability OperationsMCT 1.6.1 Conduct Offensive OperationsMCT 1.6.4 Conduct Defensive Operations

EXAMPLE: MEB Core MCTs / METs

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MEB (Standing) Roll-Up of Subordinate Unit METLs supports overall MARCENT’s assessment for a MEB to conduct

MCT 1.10 Conduct Crisis Response

MEB (Standing) CORE METLMCT 1.10 Conduct Crisis Response MCT 1.16 Conduct Humanitarian Assistance (HA)MCT 1.12.1 Conduct Amphibious Operations MCT 1.3.1 Conduct Maneuver MCT 1.12.3 Conduct Prepositioning Operations MCT 3 Employ FirepowerMCT 1.13.2 Conduct NEO MCT 5.5 Conduct Joint and Combined OperationsMCT 1.14 Conduct Stability Operations MCT 6.1 Provide Security

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MCT 3.2.3Conduct Aviation Delivered Fires

Output Standards:Y/N Capable to execute Close Air Support (CAS) ISO contingency/combat operations IAW T&R standards

Y/N Capable to execute Aerial Interdiction (AI) ISO contingency/combat operations IAW T&R standards

Y/N Capable to execute Armed Reconnaissance (AR) ISO contingency/combat operations IAW T&R sortie output standards

Y/N Capable to execute Strike Coordination and Reconnaissance (SCAR) ISO contingency/combat operations IAW T&R standards

Y/N Capable to execute Offensive Anti-Air Warfare (OAAW) ISO contingency/combat operations IAW T&R standards

Y/N Capable to execute Electronic Attack (EA) ISO contingency/combat operations IAW T&R standards

>= 20 Daily sorties available to be conducted (CAS/AI/AR/SCAR/OAAW/EA)

Y/N Capable to execute FAC(A) IAW T&R standards Y/N Capable of providing required sorties with assigned alert launch requirements

<= 6 hours time required to launch assets from receipt of execute order

Conditions:C 2.1.4.1 Location: Ashore, Afloat, AirborneC 1.3.1.3 Weather: ALLC 1.3.2.1 Light: ALL

Personnel Standards (T/O):=100% of Aircrew requirement (VMA/HMLA) IAW T&R Manuals for each

T/M/S

>=90% Critical MOS filled with MOS-qualified, deployable personnel

Equipment Standards (T/E):Y/N Aircraft T/M/S available and ready to support mission executionY/N Operational support equipment O/HY/N Ordnance O/H and supports mission execution

Training Standards:Y/N Aircrew (VMA/HMLA) and assigned attachments trained IAW T&R

standards

Supporting Unit Standards:>= 5 JTACs/FACs Trained and CertifiedY/N MEB LCE reports MCT 6.8 Conduct EOD Ops completion

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EXAMPLE: MEB ACE Core MCTs / METs

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Why does ACCURATE DRRS-MC Reporting matter ?

GRAND OPENING

MAR 2015

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What is the process to propose a new MCT be included in the MCTL?

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SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS

• Units

• Installations

• Unit w/Designed Capability• 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

METL Development Process

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

Identify Training Events that Affect Task Performance

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MET / METL TypesMETL “Workshop” Goals

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• 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

MAR 2015

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

measures?

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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

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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

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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

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What is the process to recommend a new or existing MCT for use as a

MET within a COI METL?

NEW MCTs Developed/Used as COI METs Require Advocate/OAG Approval

Description• COI conducted internal CBA and recommended changes to

their current DRRS-MC reportable METL of 3 METs to 9 METs.

• COI current T/E cannot perform the recommended additive six (6) METs to their METL to standard.

• Changes vetted within the COI, reviewed by Advocate, but conducted WITHOUT participation elements identified and established within the MET/METL Review and Development Workshop process (MCO 3500.110).

Issue• COI conducted both a CBA and pre-T&R Manual development

workshop WITHOUT precursor MET/METL Review and Development Workshop.

• COI’s mission criteria based on future proposed T/E (either in RDT&E or future fielding). Training plan cannot be developed and would artificially skew Community’s combat capability assessment thus creating degraded readiness within DRRS-MC.

• Changing current METL of 3 METs to nine (9) , including six (6) METs with future T/E in the acquisition pipeline but not on Communities MEE/PEI, would illustrate mission degradation.

Describe:• CD&I/CDD/MCTL Branch provides clarity in identifying

differences between current capabilities and future capabilities, Mission Statement requirements, and MET/METL review and development process and use for implementation in DRRS-MC.

• COI’s CBA recommendations can assist MCCL, MGL and solution development documents, but are not acceptable for deliverables required to reflect current capabilities and readiness reporting in DRRS-MC.

Deliverable:• CD&I/CDD requires Advocate to re-review Mission Statement and

DRRS-MC reportable METL.

• CD&I/CDD/MID requires Advocate approval to revised recommended METs to ensure T/O&E, T&R Manual alignment proficiencies, and Output standards are established for DRRS-MC readiness reporting assessments.

TIMELINE/Suspense: 45 day Working Group staffing/concurrenceLEAD: HQMC Advocate Office, 0-6 Level

Coordination Mtg was conducted with CDD/MID, TFSD and Advocate to re-review the COI’s current capability Mission Statement and METL.

ISSUE BACKGROUND

DESIRED ENDSTATE RECOMMENDATION

32UNCLASSIFIED-FOUO

WHAT NOT TO DO!

MAR 2015

NEW MCTs Developed/Used as COI METs Require Advocate/OAG Approval

Description• Community of Interest in the process of reorganization.

• MCTs used by COI (as reportable METs within their METL, as well as, Mission Statements and T&R Manual required significant changes.

• Recommended COI changes requires coordination and review concurrence by Advocate.

Issue• COI developed NEW MCTs for their current capability:

MCT 3.2.4.X Conduct [Specific Capability] Ops MCT 3.2.4.X.X Support [Specific Capability] Ops

Describe• CD&I/CDD/MID requires recommended NEW MCTs be aligned to

training event requirements within COI T&R Manual to ensure trained assessment is captured within DRRS-MC.

• CD&I/CDD/MID requires quantifiable measurable metrics and standards associated to the NEW MCTs.

• CD&I/CDD/MID requires Advocate to review/approve recommended NEW MCTs for inclusion in MCTL and MCTIMS/Task Master for use in COI METL.

• CD&I/CDD requires Advocate to review Mission Statement and DRRS-MC reportable METL.

• CD&I/CDD/MID requires Advocate approval to revised recommended METs to ensure T/O&E, T&R Manual alignment proficiencies, and Output standards are established for DRRS-MC readiness reporting assessments.

TIMELINE/Suspense: 45 day Working Group staffing/concurrence LEAD: Advocate, 0-6 Level

Advocate Endorsement: Approval of NEW MCT recommendations for inclusion in COI METL.

ISSUE BACKGROUND

DESIRED ENDSTATE RECOMMENDATION

33UNCLASSIFIED-FOUO

WHAT TO DO!

MAR 2015

MAR 2015 UNCLASSIFIED-FOUO 34

How will the MCTL/METL Life Cycle support CD&I future capability

development and

acquisition/procurementanalysis?

UNCLASSIFIED-FOUO

DC CD&I: “Develop a…plan that 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

What are the cross-cutting constructs that connect the stovepipes of the JCAs?

Future METs/METLs

Mission ThreadMission Support

Current METs/METLs

SE

MAR 2015 35

UNCLASSIFIED-FOUO

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

36MAR 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).

UNCLASSIFIED-FOUO 37

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

MAR 2015

38

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

CD&I / CDD Force Develop. /

CPM Implementation-TFSD-MET/METL-UUNS/DUNS-CBA/MCEIP

CMC Strategic Guidance

POM & Budget Development

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

“Pillars” of The 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)

METs / METLs

MAR 2015 UNCLASSIFIED-FOUO

MCSHA 2012

MCSHA 2013MCSHA 2014

How well did the USMC

execute the Budget?

Current “State” of the USMC

UNCLASSIFIED-FOUO 39

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.aspxMAR 2015

40UNCLASSIFIED-FOUO

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

MAR 2015