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Mca 5311.1D26 Feb 2009

for afloat applications through the Naval CapabilitiesDevelopment Process (NCDP).

29. Establishment. Used in place of the term "activation" forsupporting establishment organizations. Establishment of basesand stations requires SECNAV approval. Refer to the definitionof "activation" for implications for TFSMS and requirement forpublication of a MCBul 5400.

30. External Billet. A billet requirement at an activityexternal to the Marine Corps which is considered chargeableMarine Corps force structure the Marine Corps is responsible formanning and staffing.

31. Fleet Marine Force Personnel Assistance Program (FAP). Theuse of operating forces military personnel to support the baseor station commander in accomplishing workloads resulting fromthe presence of an operating forces unit. The number ofsupporting military billets filled by FAP reflects the supportrequired from the tenant operating forces commander duringperiods of full occupancy. The base or station and theoperating forces commander negotiate the authorized billetsthrough a local, written agreement.

32. Force Structure. The number, size and composition ofMarine Corps units required to perform the Marine Corps missionessential tasks.

33. Functional Area Analysis (FAA). The FAA begins Phase I(Capabilities Analysis) of the Expeditionary Force DevelopmentSystem (EFDS). It identifies current and future requiredcapabilities and tasks to execute Marine Corps operating andenabling concepts, the conditions under which these tasks mustbe performed, and the performance standards that must beachieved.

34. Functional Needs Analysis (FNA). An ongoing series ofstudies that identify capability deficiencies in the programmedfuture force. The execution of the FNA process ensures theMarine Corps is in compliance with joint directives and that theMarine Corps has an analytic basis for the capabilityrequirements generation process. The FNA is conducted throughthe use of modeling, simulation, spreadsheet analysis, and otheranalytic tools. This process identifies capability deficienciesthat can be mapped against the Marine Corps and Advocatecapability lists and campaign plans.

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MCO 5311.1D26 Feb 2009

35. Functional Solutions Analysis (FSA). The FSA begins PhaseII (Solutions Analysis) of the Expeditionary Force DevelopmentSystem (EFDS). The purpose of the FSA is to identify strategiesfor eliminating capability gaps; publication of a SolutionPlanning Document (SPD) detailing how the Marine Corps willimplement the preferred solutions or pursue the capabilitythrough the NCDP; and a MAGTF Requirements List (MRL)prioritizing existing programs and new initiatives forconsideration during the next Program Objective Memorandum (paM)cycle.

36. Funded Billet (Navy). Navy manpower as authorized in theFuture Years Defense Plan (FYDP) with billet quantity assigned.

37. Future Years Defense Plan (FYDP). The official plan thatsummarizes the SECDEF-approved plans and programs for DOD. TheFYDP is published at least once a year. The FYDP is alsorepresented by a computer database which is updated regularly toreflect budget decisions and reprogramming actions.

38. Ground Combat Element (GCE). The MAGTF element consistingof active and reserve Marine infantry divisions and theirsubordinate elements.

39. Inherently Governmental Commercial Activity (IGCA). Underthe Federal Activities Inventory Reform Act of 1998 (FAIR Act) ,federal agencies must develop an annual inventory of allcommercial activities performed by federal employees, e.g.,those activities that are not inherently governmental. Allbillets are coded by Criteria and Function codes. The Office ofManagement and Budget (OMB) reviews each agency's commercialactivities inventory and consults with the agency on inventorycontent.

40. In-Stores Issue. The materiel approved for issue to anorganization (or war reserves), which, due to manning levels,storage space, or other factors, is held or controlled by MarineCorps Logistics Command (MCLC) for later issue in peacetime orcontingency execution.

41. Integrated Product Team (IPT). A multidisciplinary groupof people who are collectively responsible for delivering adefined product or process.

Joint Capabilities Integration and Development System (JCIDS).An integrated, collaborative process to guide development of newcapabilities through changes in joint DOTMLPF and policy.

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MCO 5311.1D26 Feb 2009

Change recommendations are developed, evaluated and prioritizedbased on their contribution to future joint operations.

42. Joint Duty Billet. A joint billet is a field grade billetthat is listed on the Joint Duty Assignment List (JDAL).

43. Letter of Allowance (LOA). The LOA is a document thatprovides activities a civilian personnel profile that includestheir Full-Time Equivalent (FTE) targets. The LOA is compiledfrom activity input. Each activity is requested to provide itscivilian personnel FTE profile prioritized, relative to theworkload they can accommodate within their total availableresources. It also displays current profiles and estimatesthrough the FYDP, and the data are normally provided to eachactivity after each budget submission, normally three times ayear.

44. Logistics Combat Element (LCE). The MAGTF elementconsisting of active and reserve Marine Logistics Groups andtheir subordinate elements.

45. Man-year. A man-year is a restatement of military endstrength, taking into account the difference between accessions,retention, and attrition based on the requirement to meetauthorized end-strength on 30 September.

46. Manning. An optimized allocation of the planned orauthorized endstrength (minus Patients, Prisoners, Transients,and Trainees - P2T2) by DIC, grade, BMOS, and manning precedencelevel across those billets in TFSMS designated for considerationthroughout the Future Years Defense Plan (FYDP).

47. Manpower Claimant (Navy). In the Navy Resource ManagementSystem, the major commanders or bureaus that are authorizedmanpower resources directly by the CNO for accomplishment of theassigned missions and tasks. CMC is designated as Claimancy 27.

48. Marine Corps Prepositioning Program - Norway (MCPP-N). TheMCPP-N includes selected items of equipment prepositioned fortraining and MAGTF contingency use.

49. Marine Requirements Oversight Council (MROC). Advises theCommandant of the Marine Corps on policy matters related toconcepts, force structure, and requirements validation. TheMROC is chaired by the Assistant Commandant of the Marine Corpsand is composed of permanent (DC P&R, DC M&RA, DC AVN, DC PP&O,

8-7 Enclosure (1)

MCO 5311.1D26 Feb 2009

DC I&L, DC CD&I) and associate members (assigned by theChairman) .

50. Maritime Prepositioning Force (MPF). The MPF is comprisedof Maritime Prepositioning Ships Squadron-1 (MPSRON-1), MPSRON2, and MPSRON-3. Each is configured with selected items ofequipment and ammunition to sustain a MAGTF in combat for 30days when augmented by the Fly-In Echelon (FIE).

51. Maritime Prepositioning Ships Squadron (MPSRON). Asquadron comprised of 4 or 5 of the 13 civilian owned andoperated ships, loaded with prepositioned Marine Corps and Navycombat equipment and supplies per reference (v).

52. Military Occupational Specialty (MOS) Manager. TheCommandant's subject matter expert on a specific MOS who advisesthe Commandant on derivation of capabilities and forcestructure; and who serves as a technical advisor to anOccupational Field (OccFld) manager by assisting in theclassification, training, and career progression of personnelwithin an MOS. MOS managers will be overseen by OccFldmanagers.

53. Mirror Image. While each unit has its own uniqueidentifier (Unit Identification Code - UIC), units having thesame mission statement, will contain the same composition offorce structure. Mirror imaging enhances the Marine Corpscapability to globally source forces for combatant commanders.

54. Mission Statement. A mission statement describes themission and tasks, organization, concepts of organization andemployment, administrative and logistic capabilities, andcommand and signal of a Marine Corps organization. A missionstatement is a requirement for each Marine Corps organizationand is contained in the T/O&E report.

55. Mobilization. The process by which the Armed Forces, orportions thereof, are brought to a state of readiness for war orother national emergencies. This includes the assembling andorganizing of personnel, supplies and materiel for activemilitary service.

56. Monitored Command Code (MCC). A code assigned by DC M&RA(MI) to each command, unit, activity, or individual billet towhich military personnel are assigned.

8-8 Enclosure (1)

MCO 5311.1D26 Feb 2009

57. Net-War Reserve Materiel Requirement (Net-WRMR). Net-WRMR= WRMR - MPF, considering all production models. Since WRMR maynot be less than MPF quantity, Net-WRMR >=0

58. Occupational Field. Functional areas of similar skills,knowledge, or functional application requirements.

59. Occupational Field (OccFld) Manager. The principal pointof contact between the Commandant and the total force withregard to capabilities and force structure, intended structurechanges, training, and unique operational considerationspertaining to a specific Occfld. OccFld managers are assignedpurview over a grouping of Military Occupational Skills (MOS)and their respective MOS managers.

60. Operating Forces. Operating forces include all elements ofthe MAGTF except for the Supporting Establishment.

61. Overstaff. Marines assigned in excess of an organization'sT/O in response to urgent, un-programmed requirements, orrequirements imposed by higher authority (CJCS).

62. Procurement Planned Qty. A unitls materiel requirementwhich has received appropriation, but has not yet beendelivered.

63. Program Objective Memorandum (POM). A biennial document inwhich each military department and Defense agency recommends anddescribes its total resource and program objectives. Programobjectives are fiscally constrained. To allow flexibility foreach Service to develop balanced programs, reallocations offunds is permitted between major mission and support categoriesunless specifically stated otherwise in the SECDEF FiscalGuidance Memorandum.

64. Reimbursable Structure. Marine Corps structure workingexternal to the Service per a Memorandum of Agreement with thereceiving unit identifying the grade and MOS of each billet andthe dollar amount to be paid for that Marine.

65. Reorganization. The realignment of force structure.

66. Requirement. A capability needed to fill a gap in theMarine Corps ability to achieve specified or implied missionessential tasks.

8-9 Enclosure (1)

MCO 5311.1D26 Feb 2009

67. Special Allowances. Special equipment allowances may begranted by MARFOR commanders to units that have a temporary needfor non-controlled items when the current unit assets areinsufficient to meet the need, or temporary in nature, and theunit has no assets available to perform the task required.Distribution of assets will be considered prior to specialallowances being approved. Special allowances will be grantedfor a period of one year or less. Should a special allowance berequired beyond this period, the unit will submit a request forMOA as per this Order. Special allowances are intended to be atemporary addition to unit materiel allowances. Specialallowances also may be granted when a unit has received earlyfielding of a controlled item prior to publication of themateriel fielding plan. Upon publication of the ULSS, theallowance will be converted from planned to actual allowance andthe special allowance will be deleted.

68. Staffing. DC M&RA's assignment of personnel toorganizations based on the Authorized Strength Report,Commandant's Planning Guidance, and both budgetary and inventoryconstraints.

69. Supporting Establishment (SE). The MAGTF element whichincludes bases, stations, joint billets, external billets,civilian, and military billets that are not organized under theoperating forces. The SE provides the development, procurement,training, administration, and logistics required to perform theMarine Corps mission.

70. Table of Authorized Materiel Control Number (TAMCN). TheTAMCN is an alphanumeric designator which identifies an item ofcombat equipment. The TAMCN consists of three elements: thecommodity designator, the item number, and the class andsubclass of supply.

71. Total Force Structure Division (TFSD). A division withinthe Capabilities Development Directorate of the office of theDeputy Commandant for Combat Development and Integration who, inconjunction with the Advocates, operating forces, and otherMarine Corps agencies, develops and maintains the Marine Corpsforce structure, establishes the optimal allocation of resourcesin accordance with the Commandant's priorities to provide abalanced and capable force, and plans and implements futureforce structure changes in order to build capability-basedorganizations that fulfill the Marine Corps Title 10requirements and accomplish its Mission Essential Tasks (METs)

8-10 Enclosure (1)

MCO 5311.1D26 Feb 2009

72. Total Force Structure Management System (TFSMS). TFSMS isthe single, authoritative source for all force structurerequirements and authorizations [includes unit descriptive andcommand hierarchy data; billet descriptive and unit relationshipdata; principal end item Approved Acquisition Objective (AAO) ,allowance, administrative characteristic, and procurement data] .TFSMS is available at http~:lltf~m~.m~~d~.u~m~.mil.

73. Total Force Structure Process (TFSP). The TFSP is theCommandant's system to translate needed organizationalcapabilities into force structure solutions, measure the costsproviding those capabilities, and resource capabilitiesconsistent with financial resources available to the CMC. TheTFSP, utilizing products and by-products of the ExpeditionaryForce Development System (EFDS), transforms strategic guidance(top-down), policy constraints, and commander-generated (bottom-

up) recommendations into the integrated capabilities required toexecute the Marine Corps Mission Essential Tasks (METs). TheTFSP relies on a detailed, integrated examination of doctrine,organization, training, materiel, leadership and education,personnel, and facilities (the combat development pillars DOTMLPF), when identifying how Marine Corps capabilities will beprovided.

74. Total Force Structure Process Owner (TFSPO). The DeputyCommandant for Combat Development and Integration (DC CD&I) , isdesignated as the process owner, and is responsible for theexecution of all aspects of the TFSP.

75. Table of Organization and Equipment (T/O&E). A reportwhich contains the organizational mission statement, manpower,and equipment requirements and authorizations for theorganization to perform its mission.

76. T/O&E Change Request (TOECR). Request to modify any dataelement in TFSMS.

77. Unit

a. Any military element whose structure is prescribed bycompetent authority, such as a table of organization andequipment; specifically, part of an organization.

b. An organization title of a subdivision of a group in atask force.

8-11 Enclosure (1)

MCO 5311.1D26 Feb 2009

c. A standard or basic quantity into which an item ofsupply is divided, issued, or used. In this meaning, also calledunit of issue.

d. With regard to reserve components of the Armed Forces,denotes a Selected Reserve unit organized, equipped and trainedfor mobilization to serve on active duty as a unit or to augmentor be augmented by another unit. Headquarters and supportfunctions without wartime missions are not considered units.

78. Unit Identification Code. A six-character, alphanumericcode that uniquely identifies each Active, Reserve, and NationalGuard unit of the Armed Forces.

79. War Reserve Materiel Requirement (WRM Requirement).Equipment items needed to replace mission essential/criticalassets expected to be destroyed as a direct result of combatoperations,. These losses typically cannot be readily replenishedthrough normal supply means.

80. X-78 Expression. A business rule within the Total ForceStructure Management System that calculates the amount ofindividual equipment required by a unit based upon the amount ofchargeable billets or an association to specific TAMCNs. Anexample of an X-78 expression is: "As per T/O," or "4 per TAMCNE09607M."

8-12 Enclosure (1)

Meo 5311.1D26 Feb 2009

APPENDIX A

o()

u......b......a

Compensation

N M N III>< >< co

<:l U

'" U U ...~ 5 0

~ ro...u 0 0 f;I:l () ()...... .. .. §<:l .. ......

'" ..:l r>l

Initiatives

Provide DC, CD(TFSD) with

ADVOCATE i-=W:....:e:....:e.:..:-kl~S~IT:....:R.c.::E=..:P-_+_-----ProvideComprehensiveCostAssessment

ith DC, P&R

SME ACTION

Develop POA&M

:::E~«oQ.

DOTMLPF ASSESSMENT GUIDE,---.-------,------...-------

Figure A-l.--DOTMLPF Assessment Guide

A-I Enclosure (1)

MCO 5311.1D26 Feb 2009

5400 Bulletin

Determine New Unit Names

Determine AdditionalMaintenance/SupportRe uirements

Determine CMS/EKMSRe uirements

Determine New Unit Locations andAffiliated Hi her HQs

Determine Joint Requirement1m act

Determine "Mirror Imaging"1m acts

Develo T/O&E

Develo Mission Statement

Determine OPLAN Impacts (WithDC,PP&O

DC, CD&I(TFSD)

zo

~-zc(CJa:o

Figure A-1.--DOTMLPF Assessment Guide (Continued)

A-2 Enclosure (1)

CJZ-Z-c:(a:I-

DC,CD&I(TECOM)

MCO 5311.1D26 Feb 2009

Develop AnyNew ManpowerTrngRe uirementsDetermine StaffTraining1m IicationsAssessTrainingThrou h utT&R ManualCom leteOperatingProcedures(SafetySOPlTestDetermineInter-ServiceTrainingNecessar

Develop MOSRoad-MapsDetermineMTT/NETTRe uirements

Determine MOSManual 1m actsMOS RelatedCertification

DetermineIncidentalCertifications

DetermineAdditionalAnnual ReserveTraininAll FormalSchool HousesCurriculum inplaceDetermineFormal SchoolRequirement


A-3 Enclosure (1)

MCO 5311.1D26 Feb 2009

Determine SourcingPlan for E ui ment

PrioritizeSourcing withOther SourcingEfforts

DevelopProcurementlNew EquipFieldin PlansDevelopRedistributionPlans

Develop DispositionPlan for E ui ment

DevelopRedistributionPlansDevelop ForeignMil Sales andDRMO

Develop Inter-Service Transfer

..J Plan

W Determine AAO- CD&1m acts

a:: IDetermine

W (MIDOperational

l- )Impacts (GWOT,

<C MPF, etc.

:EDetermineDepot Level1m acts

DetermineIntermediate Level1m acts

Determine New CbtDevelopment IssuesDetermine ImpactslMaintenancelReadiness

Determine EquipmentLife C cle Issues

Determine Impact onClasses of Su I

Develo TIEs

Develop SORTSAssessment


A-4 Enclosure (1)

DIRPA

DetermineOPTEMPO/PERSTEMPo 1m actsDetermine Reserve1m acts

Determine CommandScreenin Issues

Determine E8/E9Screenin Issues

MOS Assignment andConversion PolicMaintenance andsupport MOSs (alsowith Or anization

FSRs In Place

Determine Accessions#sDevelop MitigationFlow Plan for IFLEXIssues

~ Generate GradeW Shapin AssessmentZ Develop CareerZ DC, Progression

0 M&R 0 ortunities Plan

en A Determine SRB/Lat

a: Move 1m acts

W Determine ASVAB/GCT£:L Needs 1m act

DetermineSupportability of Non-Prior/PriorService

Develop Staffing PlanOver Time

Determine LegislativeConstraint 1m actDevelop SORTsAssessmentDetermine Civilian1m actDetermineretention/FTAP/STAP1m act

MCO 5311.1D26 Feb 2009


A-5 Enclosure (1)

CJ)wi=::::io<CLL

DC,

I&L

MCO 5311.1D26 Feb 2009

Determine MILCON Impactsand Timeframe

Determine EnvironmentalImpact

Determine BuildingConversion 1m acts

DetermineTraining/Schoolhouse/Bilietin

1m actDetermineBase/Facilities SupportImpactDetermineRTC 1m act


A-6 Enclosure (1)

APPENDIX B MCO 5311. 1D26 Feb 2009

D PARTHEm' or T1IB NAVYHEADQUARTBRS UNITID STAT S MARl CORPS

3000 MARINI CORPS P NTAGONWASHINGTON, DC 20350-3000

fll' UfLY III TO.

12 PITCH; COURIER NEW

UNIT IDENTIFICATIONCODE M3000

UNIT NAME, ORGANIZATIONALHEIRARCHY (FOR WHOM DO THEY WORK)

1. PROMULGATION STATEMENT. This Mission Statement prescribesthe organizational structure, billet authorization, personnelstrength, and individual weapons for that unit.

2. ORGANIZATION. Identify the major sub-elements of theorganization being defined. Organizational Elements should beconsistent with those contained within the Table ofOrganization.

3. MISSION AND TASKS

a. Mission. The mission statement is a concise statementof the unit's war-fighting responsibilities in relation toother organizations and it describes the unit's role insupport of the Marine Air-Ground Task Force (MAGTF),Supporting Establishment and Joint Operations. This paragraphshould speak to such questions as "Who, What, When, Where andWhy. "

b. Tasks. These are specific statements that address the"how" part of the mission statement. It speaks to the wartimefunctions for which the unit is responsible for conducting.List tasks normally assigned to sub-elements in separate,numbered subparagraphs. Tasks must be delineated with enoughspecificity to ensure that all sub-elements of an organizationare justified. Tasks will be listed in order of priority oraccomplishment. Tasks must not be too detailed as to degradecommander's flexibility.

Figure B-1.--Format of a Sample Mission Statement

B-1 Enclosure (1)

MCO 5311.1D26 Feb 2009

Tasks need to complement the unit's Mission Essential TaskList (METLs), Training and Readiness Manuals, (ifapplicable) and doctrinal publications.

4. CONCEPT OF ORGANIZATION. Describe in detail how theunit is organized to accomplish its wartime mission.Provide a general description of how the unit willorganize, deploy, employ, and sustain forces to accomplishthe mission. It should include a narrative of actions theunit will likely perform. Include as appropriate taskorganization, detachments, required augmentation, reserverequirements, etc.

5. CONCEPT OF EMPLOYMENT. Document the operationalcapabilities of the unit in terms of the six major warfighting functions: Maneuver, Intelligence, Fires,Logistics, Command and Control and Force Protection.Specify if those primary functions are performed by otherorganizations or not applicable to that unit. Emphasis isupon wartime capabilities, what the unit brings to thefight and how it meets the objectives of the ForceCommander. As the fifth element of the MAGTF, allsupporting establishment units will include the followingstatement under this paragraph: Provide individualaugmentation to Marine Corps Operating Forces to meetoperational contingencies.

6. ADMINISTRATIVE CAPABILITIES. State whetheradministration is organic or from what organizationadministrative support will be received. (For example:Personnel administration is conducted at the ConsolidatedPersonnel Administrative Center (CPAC)).

7. LOGISTIC CAPABILITIES. This addresses internallogistic capabilities (to include aviation logisticcapabilities) and a unit's ability to sustain itself. If aparagraph does not apply, put the word IINone ll after theparagraph title.

a. Maintenance. State whether maintenance is organicor from what organization maintenance support will bereceived. Ensure that level of maintenance authorized isspecified.

Figure B-1.--Format of a Sample Mission Statement(Continued)

B-2 Enclosure (1)

MCO 5311.1D26 Feb 2009

b. Supply. State whether supply is organic to theunit, or state from what organization supply support willbe received.

c. Transportation. State whether transportation isorganic to the unit, or state from what organizationtransportation support will be received.

d. General Engineering. State whether engineering isorganic to the unit, or state from what organizationengineering support will be received.

e.organicservice

Health Services. State whether health services areto the unit, or state from what organization healthsupport will be received.

f. Services. State whether general services areorganic to the unit, or state from what organizationgeneral services support will be received. For example,state whether Food Services is organic to the unit, or fromwhat organization Food Services support will be received.

8 . COMMAND AND SIGNAL

a. Command Relationships. Provide a general narrativedescribing the unit's command relationships and, ifapplicable, existing memorandums of understanding or thosethat require development.

b. Communications and Information Systems. Provide ageneral narrative describing the unit's concept for thecommunications and information systems. Highlight anycommunication or information system procedure orrestriction requiring special emphasis.

9. SUPERSESSION. Insert the statement "This MissionStatement supersedes the previous Mission Statement of dateand is effective upon receipt." or "This is a new MissionStatement and is effective upon receipt."

SIGNATURE BLOCKGeneral, U.S. Marine CorpsCommandant of the Marine Corps

Figure B-1.--Format of a Sample Mission Statement(Continued)

B-3 Enclosure (1)

MCO 5311.1D26 Feb 2009

APPENDIXC

DOTMLPF REQUIREMENTS TOESTABLISH and SUPPORT [capability]

Go Through Checklist

Determine- What has been done

- What still needs to be completed

- Who has the lead

- What needs to be added that is not on the list

• Fill out Funding Requirement Spreadsheet (2nd to last slide)

Fill out Compensation Requirement Spreadsheet (last slide)

Assign taskers and due dates to appropriate agencies

fn _

l 'CL SIHED

Figure C-1.--DOTMLPF Assessment Requirements

DOCTRINE

o Determine if Doctrine Existso Determine if Doctrine is Currento Identify Doctrinal Gapso Review Coalition Doctrineo Joint Publication Synchronizationo Develop POA&M for all Doctrinal changes requiredo Provide monthly status reports for all actions

• Identify all USMC Funding Requirements broken out byAppropriation by yellr to P&R

fn----------------I 'CL SSIFIED


C-1 Enclosure (1)

MCO 5311.1D26 Feb 2009

ORGANIZATION

o Determine OPLAN Impacts (With DC, PP&O)o Develop Mission Statement (Advocate)o Develop T/O&Eo Implement T/O&E into TFSMSo Determine "Mirror Imaging" Impactso Determine Navy Impacto Reserve Component (RC) Impacto Define IOC/FOCo Develop 5400 Bulletino Determine Command Relationshipso Identify Recommended Compensationo Determine Requirement to Reconstitute Capabilities Removed from FMF

g:n _

lJ CL IFIED


ORGANIZATION Con't

o Determine Additional Maintenance/Support RequirementsCJ Determine Joint Requirement Impacto Determine 1&1 Impactso Determine New Unit Nameso Determine New Unit Locations and Affiliated Higher HQso Develop METLso Determine changes required to METLso Determine Manning Precedence Level to be Assignedo Determine Service Responsibility for Sorts Reportingo Develop POA&M for all Organizational actions requiredo Provide monthly status reports for all actions

r~------------------------~ l 'n A SIFIFD


C-2 Enclosure (1)

MCO 5311.1D26 Feb 2009

- ORGANIZATION Con't

o Determine Command relationshipso Develop Service ltr of Agreement Btwn USMC - Others (if any)

o C2 Relationshipso MOAs, MOUs

o Determine CMSlEKMS Requirements

• Identify all USMC Funding Requirements broken out by Appropriationby year to P&R

In _

l LAS /flED


TRAINING

lClAS IFIED

o Determine All New Manpower Trng Requirementso Assess Training Throughputo Determine School seat requirementso Determine Instructor requirements (USMC Internal & External)

o Develop T&R Manualo Operating Procedures (Safety SOPlTest)

o Determine Inter-Service Training Necessaryo Review Inter-Service Training Agreementso Develop MOS Road-Mapso Determine MIT/NEIT Requirements

In---------------------------:;


C-3 Enclosure (1)

MCO 5311.1D26 Feb 2009

TRAINING Con't

o Determine MOS Manual Impacts

o Determine MOS Related Certification requirements

o Determine Incidental Certification requirements

o Determine Additional Annual Reserve Training requirements

o Validate, Develop and or Implement All Formal School HouseCurriculums

o Determine Formal School Requirement

o Develop POA&tJ1 for all Training Actions required

o Provide monthly status reports for all actions

U LA IFiED

Identify all USMC Funding Requirements broken out by Appropriation~ by year to P&R

~------------------------g


MATERIEL

o Determine Sourcing Plan for Equipmento Determine cost and develop appropriate budget submissionso Prioritize Sourcing with Other Sourcing Effortso Develop Procurement plansl estimates of supportability (timeline)o Develop New Equipment Fielding Planso Develop Redistribution Plans

[J Develop Disposition Plan for Equipment currently on hand by units that may beused as compensation for this Activation

[J Develop Redistribution Plans[J Develop Foreign Mil Sales and DRMO[J Develop Inter-Service Transfer Plan

[J Determine AAO Impacts[J Determine Operational Impacts (GWOT, MPF, etc.)[J Determine Depot Level Impactsg

~------------------------------,. Tl AS IFlFD


C-4 Enclosure (1)

MCO 5311.1D26 Feb 2009

MATERIEL Con't

o Determine Intermediate Level Impactso Determine New Combat Development Issueso Determine Impacts on Maintenance/Readinesso Determine Equipment Life Cycle Issueso Determine Impact on Classes of Supply

o Determine Impact on Ammunition Requiremento Determine Impact on all classes of supply

o Develop SORTs Assessmento Develop POA&M for all Materiel Actions requiredo Provide monthly status reports for all actions

• Identify all USMC Funding Requirements broken out by AppropriationI by year to P&Rn _

1I.CL 'SIFIED


- LEADERSHIP

o Determine Strategic Communications plano Develop Change Management Plano Develop POA&M for all Leadership Actions requiredo Provide monthly status reports for all actions

• Identify all USMC Funding Requirements broken out by Appropriationby year to P&R

[

~------------------------1I '0 AS IAFD


C-5 Enclosure (1)

MCO 5311.1D26 Feb 2009

PERSONNEL

o Determine OPTEMPO/PERSTEMPO Impactso Determine Reserve Impactso Determine Command Screening Issueso Determine E8JE9 Screening Issueso MOS Assignment and Conversion Policyo Maintenance and support MOSs (also with Organization)o FSRs In PIl!ceo Determine Accessions Numberso Develop Mitigation Flow Plan for IFlEX Issueso Generate Grade Shaping Assessmento Temporary Fills (IMA's, IRR's)

fn----- _II l !flED


PERSONNEL Con't

l n (FlED

o Develop Staffing Plan to Achieve IOC & FOC requirementso Determine SRB/lat Move Impactso Determine ASVAB/GCT Needs Impacto Identify and Approve Offseto Determine P2T2 Impacto Determine Unit Precedence Impact (ID Bill Payers)o Determine Recruiting Impact

o Determine Supportability of Non-Prior/Prior Serviceo Determine IMA Impact

go

~---------------------------g


C-6 Enclosure (1)

MCO 5311.1D26 Feb 2009



C-7 Enclosure (1)

MCO 5311.1D26 Feb 2009



C-8 Enclosure (1)

MCO 5311.1D26 Feb 2009


C-9 Enclosure (1)

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