USMC Concepts & Programs 2013

U.S.
Marine Corps
Concepts & Programs 2013
Americas Expeditionary Force in Readiness
Inclu d es T he Mar ine C or p s Almanac

Concepts & programs
2013
U.S. Marine Corps

USMC Concepts & Programs 2013
A Message from the

Commandant of the
Marine Corps
Concepts and Programs 2013 provides a status
update of the United States Marine Corps. Drawing
on our role as the Nations Expeditionary Force in
Readiness, we have long recognized that our continued success depends
on our capacity to prepare for, and adapt to the ever-changing global
security environment. Marines are expeditionary by nature and
maintain a high state of readiness by design. We are proud of what our
Corps in close partnership with the Navy contributes to Americas
forward presence and power projection. Combined with the unique
contributions of joint and coalition partners, these capabilities provide
America with a potent and versatile military arsenal.
ii
FOREWORD
Our achievements since September 11, 2001 are testament to our long history of innovation.
The dynamic nature of conflict and competition for technological advancement steels our resolve to
ensure that Marines are armed with the necessary weaponry, doctrine and equipment necessary to main-
tain an operational advantage in any engagement. Our focus is not limited to equipment and weapons
systems, but reflects the development of new operational concepts and organizational realignments.
Concepts and Programs 2013 is an excellent resource to better understand the Corps, our capabilities,
and the course we have charted for the future. Optimizing the Marine Corps is a process, not an end-state,
and spans years of investment and experimentation. The results of this continuous process will yield
an increasingly lethal, diverse and versatile array of capabilities we consider vital to meet the demands
of an uncertain security environment.
Semper Fidelis,
James F. Amos
General, U.S. Marine Corps
iii
U.S. Marine Corps

Concepts & Programs 2013
TABLE OF CONTENTS
A Message from the Commandant U.S. Marine Corps Forces Pacific

of the Marine Corps . . . . . . . . . . . . . . . . . ii Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
U.S. Marine Corps Forces Pacific Units. . . . . . . . . . . . . . . 24
CHAPTER 1: U. S. Marine Corps Forces, Special
Americas Expeditionary Force in Readiness. . . . . . . . . . 1 Operations Command (MARSOC). . . . . . . . . . . . . . . . . . 27
MARSOC Organizational Chart . . . . . . . . . . . . . . . . . . . . 29
CHAPTER 2: Organization. . . . . . . . . . . . . . . . . . . . . . 10
U.S. Marine Corps Forces, Reserve . . . . . . . . . . . . . . . . . . 30
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 U.S. Marine Corps Forces, Reserve
Marine Air Ground Task Force (MAGTF) . . . . . . . . . . . . 12 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Multi-Mission Capable MAGTFs. . . . . . . . . . . . . . . . . . . . 12 U.S. Marine Corps Forces, Reserve Units . . . . . . . . . . . . . 31
MAGTF Composition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 U.S. Marine Corps Forces, Cyberspace
Types of MAGTFs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 (MARFORCYBER) Command . . . . . . . . . . . . . . . . . . . . . 32
Unique Combatant Commander Support . . . . . . . . . . . . 15 MARFORCYBER Subordinate Units. . . . . . . . . . . . . . . . . 32
MAGTF Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 MARFORCYBER Organizational Chart. . . . . . . . . . . . . . 32
Maritime Prepositioning Force (MPF). . . . . . . . . . . . . . . 16 Installations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Marine Corps Prepositioning Program - Marine Corps Installations Command (MCICOM). . . . 33
Norway (MCPP-N). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Marine Corps Logistics Command (MCLC) . . . . . . . . . . 33
Headquarters, U.S. Marine Corps. . . . . . . . . . . . . . . . . . . 17 Commanding General, Marine Corps Logistics
Headquarters, U.S. Marine Corps Command Organizational Chart . . . . . . . . . . . . . . . . . . . . 34
Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Operating Forces. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 CHAPTER 3: Programs. . . . . . . . . . . . . . . . . . . . . . . . . 36
U.S Marine Corps Forces Command Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
(MARFORCOM). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Acquisition Categories (ACAT) and Terms. . . . . . . . . . . . 38
U.S. Marine Corps Forces Command
Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Pillar 1: High Quality People . . . . . . . . . . . . . . . . . . . 43
U.S. Marine Corps Forces Command Units. . . . . . . . . . . 20 Section 1: Manpower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
U.S. Marine Corps Forces, Pacific (MARFORPAC). . . . . 22 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Force Structure Review/Drawdown in Forces. . . . . . . . . . 46
iv
FOREWORD
End Strength . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Section 3: Investing in the Education and

Marine Corps Recruiting Command (MCRC). . . . . . . . 47 Training of our Marines . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Diversity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Manpower Recruiting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Training and Education Command (TECOM)
Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Marine Corps Recruiting Information
Support System (MCRISS). . . . . . . . . . . . . . . . . . . . . . . . . 49 Courses and Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Marine Corps Retention. . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Marine Corps Reserve. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 MAGTF Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Civilian Marines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Predeployment Training Program (PTP). . . . . . . . . . . . . 81
Command and Control Training and Education Center
Section 2: Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 of Excellence (C2TECOE) . . . . . . . . . . . . . . . . . . . . . . . . . 83
Marine Corps University (MCU) and Marine Corps Tactics and Operations
Professional Military Education (PME) . . . . . . . . . . . . . . 55 Group (MCTOG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
College of Distance Education and Marine Corps Logistics Operations Group (MCLOG). . . 86
Training (CDET). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Joint, Interagency, and Multinational (JIM) Training. . . 87
Future Training: MAGTF Training Program . . . . . . . . . . 88
Pillar 2: Unit Readiness. . . . . . . . . . . . . . . . . . . . . . . . 59
Training and Education Enablers. . . . . . . . . . . . . . . . . . . . 89
Section 1: Keeping Faith With Marines, Sailors,
and their Families. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Marine Corps Training Information Management
System (MCTIMS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Modeling and Simulations (M&S) . . . . . . . . . . . . . . . . . . 90
Defense Readiness Reporting System-
Marine Corps (DRRS-MC) . . . . . . . . . . . . . . . . . . . . . . . . 62 Mission-Capable Training Ranges. . . . . . . . . . . . . . . . . . . 91
Medical Readiness Reporting System (MRRS). . . . . . . . . 62 Combined Arms Command and Control Trainer
Upgrade System (CACCTUS) . . . . . . . . . . . . . . . . . . . . . . 93
Family Support Programs. . . . . . . . . . . . . . . . . . . . . . . . . . 63
Squad Immersive Training Environments (SITE). . . . . . 94
Integrated Behavioral Health. . . . . . . . . . . . . . . . . . . . . . . 64
Supporting Arms Virtual Trainers (SAVT). . . . . . . . . . . . 94
Sexual Assault Prevention & Response. . . . . . . . . . . . . . . 65
Marine Corps History Division. . . . . . . . . . . . . . . . . . . . . 95
Wounded Warrior Regiment (WWR). . . . . . . . . . . . . . . . 65
National Museum of the Marine Corps (NMMC) . . . . . 96
Semper Fit and Recreation/Exchange Services. . . . . . . . . 66
Center for Advanced Operational Culture and
Personal and Professional Development. . . . . . . . . . . . . . 67 Learning (CAOCL). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Section 2: Equipping the Marine. . . . . . . . . . . . . . . . . . 68 Section 4: Fire Support . . . . . . . . . . . . . . . . . . . . . . . . . 100
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
M27 Infantry Automatic Rifle (IAR). . . . . . . . . . . . . . . . . 70 High Mobility Artillery Rocket System (HIMARS). . . . 102
Marine Expeditionary Rifle Squad (MERS). . . . . . . . . . . 70 Lightweight 155mm Howitzer (LW155). . . . . . . . . . . . . 103
Family of Ballistic Protection Systems (FBPS). . . . . . . . . 71 Advanced Field Artillery Tactical Data System
Clothing and Flame Resistant Organizational (AFATDS) Family of Systems. . . . . . . . . . . . . . . . . . . . . . 104
Gear (FROG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Family of Target Acquisition Systems (FTAS). . . . . . . . . 105
Family of Mountain Cold Weather Clothing Escalation of Force-Mission Module (EoF-MM). . . . . . 106
and Equipment (FMCWCE) . . . . . . . . . . . . . . . . . . . . . . . 74
Squad Thermal Sight (STS). . . . . . . . . . . . . . . . . . . . . . . . 75 Section 5: Command and Control/
Route Reconnaissance and Clearance (R2C) Situational Awareness (C2/SA). . . . . . . . . . . . . . . . . . . . 108
Family of Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
v
Aviation Command and Control System (AC2) Family PILLAR 4: Infrastructure Sustainment. . . . . . . . . . . . 151
of Systems (FOS) and MACCS FOS Sustainment . . . . . 110 Section 1: Providing Capable Bases and Stations . . . 152
Global Command and Control System-Tactical Combat Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Operations (GCCS-TCO) System. . . . . . . . . . . . . . . . . . 111
Installations and Military Construction. . . . . . . . . . . . . 154
Common Aviation Command and
Control System (CAC2S). . . . . . . . . . . . . . . . . . . . . . . . . 112 Infrastructure Sustainment . . . . . . . . . . . . . . . . . . . . . . . 154
Theater Battle Management Core System (TBMCS). . . 113 Installations Energy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Range Modernization/Transformation (RM/T). . . . . . . 155
Combat Operations Center (COC). . . . . . . . . . . . . . . . . 113
Housing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Ground-Based Operational Surveillance System
(Expeditionary) (G-BOSS(E)). . . . . . . . . . . . . . . . . . . . . 114 Environmental, Natural, and Cultural
Resources Stewardship. . . . . . . . . . . . . . . . . . . . . . . . . . . 157
Section 6: Expeditionary Energy. . . . . . . . . . . . . . . . . 116
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 PILLAR 5: Equipment Modernization. . . . . . . . . . . . . 159
Expeditionary Energy: From Bases to Battlefield. . . . . . 118 Section 1: Equipping the Marine. . . . . . . . . . . . . . . . . 160
Follow-On-To Shoulder Launched
Section 7: Marine Corps Intelligence, Surveillance,
Multi-Purpose Assault Weapon (FOTS). . . . . . . . . . . . . 161
and Reconnaissance Enterprise (MCISRE) . . . . . . . . . 122
Marine Enhancement Program (MEP). . . . . . . . . . . . . . 161
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Family of Improved Load Bearing
MCISRE Construct. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Equipment (FILBE). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Operational Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Family of Individual Warfighter Equipment (IWE). . . . 163
Section 8: Expeditionary Logistics. . . . . . . . . . . . . . . . 128
Section 2: Ground Combat Tactical Vehicles . . . . . . . 166
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Mobility for the 21st Century. . . . . . . . . . . . . . . . . . . . . . 167
Electronic Maintenance Support System (EMSS) . . . . . 130
Ground Combat Tactical Vehicle Strategy (GCTVS). . . 168
Family of Field Medical Equipment (FFME). . . . . . . . . 130
Assault Amphibious Vehicle (AAV7A1)
Marine Corps Family of Power and Environmental Family of Vehicles Upgrade . . . . . . . . . . . . . . . . . . . . . . . 169
Control Equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 Joint Light Tactical Vehicle (JLTV)
Family of Combat Field Feeding Systems. . . . . . . . . . . . 132 Family of Vehicles (FOV) . . . . . . . . . . . . . . . . . . . . . . . . . 170
Section 9: Preparing for Tomorrows Fight . . . . . . . . 134 Amphibious Combat Vehicle (ACV). . . . . . . . . . . . . . . . 171
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 Marine Personnel Carrier (MPC) . . . . . . . . . . . . . . . . . . 172
Marine Corps Security Cooperation High Mobility Multipurpose Wheeled
Group (MCSCG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 Vehicle (HMMWV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Medium Tactical Vehicle Replacement (MTVR) . . . . . . 173
PILLAR 3: Capability & Capacity to Meet Logistics Vehicle System Replacement (LVSR). . . . . . . . 175
DoD Strategic Requirements . . . . . . . . . . . . . . . . . . . . . 139
Section 3: Aviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Section 1: Amphibious and Pre-positioning Ships. . . 140
Aviation Strategy for the 21st Century . . . . . . . . . . . . . . 177
Naval Expeditionary Capability in the 21st Century . . 141
F-35B Short Take-Off Vertical Landing (STOVL)
Maritime Support to Expeditionary Operations. . . . . . 142 and C (Carrier Variant) Lightning II Joint
Amphibious Warships. . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Strike Fighter (JSF). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Landing Craft Air Cushion (LCAC)/ Joint Strike Fighter (JSF) Transition Plan. . . . . . . . . . . . 179
Ship-to-Shore Connector (SSC) . . . . . . . . . . . . . . . . . . . 146 Marine Air Ground Task Force Electronic Warfare
Evolution of Maritime Prepositioning . . . . . . . . . . . . . . 146 (MAGTF EW). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
Joint High Speed Vessel (JHSV). . . . . . . . . . . . . . . . . . . . 148 MV-22B Osprey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
vi
FOREWORD
H-1 Upgrades (UH-1Y Venom/AH-1Z Viper). . . . . . . . 182 Counter Radio-Controlled Improvised Explosive
KC-130J . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183 Device (RCIED) Electronic Warfare (CREW) . . . . . . . . 214
CH-53K Heavy Lift Helicopter. . . . . . . . . . . . . . . . . . . . . 184 Section 6: Intelligence, Surveillance
Unmanned Aircraft Systems (UAS). . . . . . . . . . . . . . . . . 186 and Reconnaissance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
AN/TPS 80 Ground/Air Task Oriented Radar Distributed Common Ground System-Marine Corps
(G/ATOR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188 (DCGS-MC) Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . 217
P-19A Aircraft Rescue and Fire Fighting (ARFF) Intelligence Analysis System (IAS)
Vehicle Replacement (P-19R). . . . . . . . . . . . . . . . . . . . . . 189 Family of Systems (FOS) . . . . . . . . . . . . . . . . . . . . . . . . . 217
Technical Control and Analysis Center (TCAC) . . . . . . 218
Section 4: Fire Support . . . . . . . . . . . . . . . . . . . . . . . . . 192
Sensitive Compartmented Information
Expeditionary Fire Support System (EFSS) . . . . . . . . . . 193
Communications (SCI Comms). . . . . . . . . . . . . . . . . . . 219
Target Location, Designation, and
Counter Intelligence and Human
Hand-off System (TLDHS) . . . . . . . . . . . . . . . . . . . . . . . 193
Intelligence Equipment Program (CIHEP). . . . . . . . . . 219
Mission Payload ModuleNon-Lethal Weapons
MAGTF Secondary Imagery Dissemination
System (MPM-NLWS) . . . . . . . . . . . . . . . . . . . . . . . . . . . 194
System (MSIDS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
Ocular Interruption System. . . . . . . . . . . . . . . . . . . . . . . 195
Remote Video Viewing Terminal (RVVT) . . . . . . . . . . . 221
Disable Point Target (DPT). . . . . . . . . . . . . . . . . . . . . . . 196
Wide Field of View Persistent Surveillance (WFVPS). . . 221
DoD Non-Lethal Weapons Program. . . . . . . . . . . . . . . . 196
21st Century Marine Expeditionary Intelligence
Section 5: Command and Control/ Analysis (MEIA-21). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
Situational Awareness (C2/SA). . . . . . . . . . . . . . . . . . . . 198 Tactical Exploitation of National
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 Capabilities (TENCAP) . . . . . . . . . . . . . . . . . . . . . . . . . 223
Marine Air Ground Task Force (MAGTF) Team Portable Collection System Multi-Platform
Command and Control Vision Statement . . . . . . . . . . . 200 Capable (TPCS-MPC) . . . . . . . . . . . . . . . . . . . . . . . . . . 223
Marine Corps Information Enterprise Intelligence Support to Cyberspace Operations. . . . . . . 224
(MCIENT) Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200
MCIENT Core Components . . . . . . . . . . . . . . . . . . . . . . 203 CHAPTER 4: Marine Corps Almanac . . . . . . . . . . . . 226
Marine Corps Enterprise Information Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Technology Services (MCEITS). . . . . . . . . . . . . . . . . . . . 204 Active Officer Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Global Combat Support System- Active Enlisted Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
Marine Corps (GCSS-MC). . . . . . . . . . . . . . . . . . . . . . . . 205 Reserve Officer Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
Composite Tracking Network (CTN). . . . . . . . . . . . . . . 206 Reserve Enlisted Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . 237
Joint Battle Command- Platform (JBC-P) Marine Corps Fiscal Resource Overview Chart. . . . . . . 239
Family of Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
FY12 TOA Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240
Networking On-the-Move (NOTM) Increment 1. . . . . 207
FY12 Appropriations Chart. . . . . . . . . . . . . . . . . . . . . . . 240
Tactical Networking Systems. . . . . . . . . . . . . . . . . . . . . . 208
Marine Corps Procurement Chart. . . . . . . . . . . . . . . . . . 241
Tactical Communication Modernization (TCM). . . . . 210
Marine Corps Ground Equipment Age Chart . . . . . . . . 241
Tactical Data Network (TDN)
Marine Corps Aircraft Age Chart. . . . . . . . . . . . . . . . . . . 242
Data Distribution System- Modular (DDS-M) . . . . . . . 211
Ground-Based Air Defense
INDEX. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
Transformation (GBAD-T) . . . . . . . . . . . . . . . . . . . . . . . 212
AN/TPS-59(V)3 Radar System . . . . . . . . . . . . . . . . . . . . 212
Identity Dominance System (IDS). . . . . . . . . . . . . . . . . . 213
vi i
CHAPTER 1
chapter 1: The USMC Americas Expeditionary Force in Readiness
THE UNITED STATES MARINE CORPS:

AMERICAS EXPEDITIONARY FORCE
IN READINESS
The Marine Corps is Americas Expeditionary Force in Readiness

a balanced air-ground-logistics team. We are forward deployed and
forward engaged, shaping, training, deterring, and responding to all
manner of crises and contingencies. We create options and decision
space for our Nations leaders. Alert and ready, we respond to todays
crisis with forces available today. Responsive and scalable, we team with
other Services, interagency partners, and allies. We enable and partici-
pate in joint and combined operations of any magnitude. A middle-
weight force, we are light enough to get there quickly, but heavy enough
to carry the day upon arrival, and capable of operating independent of
local infrastructure. We operate throughout the spectrum of threats
irregular, hybrid, conventional particularly in the gray areas where
they overlap. Marines are always ready to respond whenever the Nation
callswherever the President may direct.
General James F. Amos, USMC
Commandant of the Marine Corps
Strategic Demands and the Security Environment

The United States is a maritime nation, whose interests are inextricably
wound in the networks of global trade and a stable international order. Ours
remains the worlds largest economy, critically dependent on the global
commons for our livelihood, as more than 90 percent of the worlds commerce
travels by sea.
Protecting our citizens, allies and interests in this global system is vital for
our prosperity and security. While the United States seeks peace and stability,
armed intervention is sometimes necessary to preserve them. History reminds
us that, no matter how strong our conventional capabilities may be, clever en-
1
emies find windows of vulnerability to exploit. This disruptions. Those who perceive themselves as left
human dimension creates vast uncertainties and de- out of a globalizing world are ripe for exploitation by
mands a security establishment capable of responding rogue states, non-state actors, and criminal elements
to a wide range of threats. that thrive in the chaotic margins of the global or-
As we look ahead, we see a world of increasing in- der. Irregular challenges are thus becoming the new
stability, failing states, and conflict provoked by both regular in the future security environment as terror-
conventional enemies and transnational threats. The ism, economic warfare, and cyber warfare present new
complexity and scope of conflict continues to evolve modes of competition.
and change rapidly. Both friends and potential en- Much of the worlds population is concentrated
emies are increasingly bound through economic in- along the worlds coastlines. These littoral regions are
terdependence, shifting balances of power, and the linked to our national interests and the global economy
effects of the information age. The information age and are the primary operating area for our Navy-Ma-
and globalization have brought a diffusion of military rine Corps team. Our naval and maritime capabilities
power, to a greater number of states and to non-state are designed to address the range of instabilities and
and criminal actors. Global stressors such as poverty, threats found in the critical seam between the water
urbanization, overpopulation, competition over scarce and the land. Naval expeditionary forces provide an
natural resources, and natural disasters increase ten- important backstop for todays unpredictable threats.
sion and instability. Forward-deployed Marines represent the Nations in-
While millions have benefitted from globalization, surance policy against the threats and disruptions in
millions of others have suffered social and economic the global security environment.
2
The Role of the Marine Corps global commons, while ensuring our ability to project
Todays Marine Corps is purpose-built for the our national power and influence into the littoral re-
current and future security environments. The Ma- gions. Naval forces deter aggression through forward
rine Corps is the right force, at the right time, contrib- presence, contain crises, respond to natural disasters,
uting the right capabilities to the defense of our na- and buy strategic decision time for our nations lead-
tion and its interests around the globe. Our potential ers. Well-trained Navy-Marine teams are located off
enemies are observant, adaptive, and cunning. They the coast of anticipated crisis areas every day, poised to
strike without warning, often in places and at times swiftly respond.
we least expect. Our Nation needs a force ready to The flexibility of the Marine Corps and its am-
move toward the sound of chaos, responding swiftly phibious capabilities align the service well with the
to crisis and creating the space and time for strategic security demands articulated in the 2012 Strategic
decision-making. America needs a forward-deployed Guidance for the 21st Century. The Marine Corps val-
force capable of defending its interests, even when ac- ue in a wide range of missions, its ability to operate
cess is denied. Our nation has such a force. They are without a large footprint ashore, and its ability to scale
called Marines. up in times of crisis make them an essential tool for
national decision-makers and joint commanders. Ma-
rines smoothly integrate with the other elements of the
joint force, enable interagency efforts, and are a natu-
ral partner to special operations. Where U.S. citizens,
allies or interests are threatened, maritime response
capabilities provide a range of rapid intervention op-
tions. When conflict escalates, their ability to conduct
forcible entry operations in a major contingency serves
as a rheostat for the thoughtful and appropriate appli-
cation of military power.
Marine Corps Operations

During the past year, the Marine Corps has been
actively engaged around the world. While continuing
to meet operational commitments in Afghanistan, the
Marine Corps simultaneously worked with over ninety
allies and partners to build effective institutions that
The Marine Corps is a naval service, operating in contribute to global stability and security. Marines
close partnership with the worlds greatest Navy. To- continue to respond to global crises as they emerge,
gether, we share a remarkable heritage that predates with two-thirds of the Marine Corps operationally
the signing of our Constitution. Together, we lever- committed on a daily basis. Even while providing a
age the access provided by the sea to protect the vast significant contribution to Operation Enduring Free-
3
dom (OEF), our Marine Expeditionary Units (MEUs) Global Crisis Response
and other task-organized Marine Air Ground Task Marines remain vigilant around the globe, re-
Forces (MAGTFs) supported national security objec- sponding to crises spawned by instability, civil conflict,
tives throughout the globe. Marines provided forward and humanitarian disaster. The Marine Corps pro-
presence, deterrence, and theater security cooperation vides six rotational MEUs and numerous special-pur-
activities, and contributed to building partner capaci- pose MAGTFs, each capable of responding when con-
ties in every geographic combatant command. ditions deteriorate. For example, for more than 150
days during 2012, the 24th MEU remained on station,
Afghanistan ready to protect American interests and provide deci-
The Marine Corps number-one priority is pro- sion space to our leaders in the wake of violent protests
viding the best trained and equipped Marine units to across the Middle East and North Africa.
Afghanistan. Over 7,000 Active and Reserve Marines Additionally, Marine Embassy Security detach-
remain engaged in operations in the Helmand and ments and Fleet Anti-terrorism Support Teams have
Nimroz provinces in Regional Command Southwest protected our diplomatic missions against a range of
(RC-SW). Marines, along with nine Coalition partners threats. During 2012, these specialized Marine units
deployed to reinforce U.S. diplomatic missions to pro-
and 32,000 Afghan National Security Forces in RC-SW,
vide physical security and force protection in Libya,
strive to deny the Taliban safe haven, restore stability to
Yemen, and elsewhere. Every day, Marine Security
the most violent regions of Afghanistan, and give hope
Guards are deployed at 148 embassies and consulates
to the Afghan people. We have made significant prog-
around the world.
ress in degrading the Talibans ability to organize and
disrupt the efforts of the Afghan government, while
building Afghan security institutions and improving
the political and social conditions within RC-SW.
As the Afghan governments ability to provide
security increases, the confidence of the population
will be restored, accelerating the achievement of gov-
ernance, economic, and social objectives. Marines in
Helmand Province have helped open 86 schools, pro-
viding a new normal of daily classroom participa-
tion. Our efforts have contributed to the education
of more than 121,000 children, including more than
28,000 female students, representing a 432% increase
Humanitarian Assistance and Disaster Relief
since 2005. Healthcare is another area of vast improve-
In December 2012, Marines and Sailors from the
ment. Over the last six years health clinics serving the
3rd Marine Expeditionary Brigade (MEB) responded
needs of the Helmand population have increased from
quickly and effectively to a request from the Govern-
six to 57.
ment of the Philippines to assist in humanitarian and
disaster relief operations in the aftermath of Typhoon
4
Pablo. U.S. and Philippine armed forces worked Thousands of Marines in Marine Special Opera-
shoulder-to-shoulder in order to ensure relief supplies tions Command participated in counter-terrorism,
reached those in need. foreign internal defense, and other spec-ops in places
around the globe. In support of U.S. Africa Command,
Marines trained counter-terrorism forces in Mali
and Mauritania supporting coalition forces combat-
ing al-Qaida affiliates across the Maghreb region of
North Africa.
The flexibility and utility of amphibious forces

operating from the sea was demonstrated on our own
shores this past year. When Hurricane Sandy struck,
more than 300 Marines and Sailors from the 26th
MEU provided critical recovery and relief operations
in support of Americans in need. Marine aviation
conducted disaster relief assessments and provided the
necessary airlift for Marines to deploy into the hardest-
hit areas. On the ground, Marines successfully coordi-
nated with local leaders and residents for priority relief In Australia, our newly established presence con-
requirements, providing critical supplies and assisting tinued to expand the training and partnership oppor-
with clearing debris and helping restore normalcy to tunities presented by one of our strongest and oldest
peoples lives. allies in the Pacific. Marine Rotational Force Dar-
win trained on the ranges in Darwin then embarked
Security Cooperation aboard the USS Germantown to participate in a series
Last year, Marines participated in more than 200 of combined training and readiness exercises through-
security cooperation engagements. Additionally, our out Southeast Asia. Through the annual Landing Force
forward-deployed rotational MEUs participated in Cooperation and Readiness Afloat Training, these Ma-
joint and coalition exercises around the globe, from rines conducted valuable training with our partners in
Morocco to Indonesia, strengthening our partnership Thailand, Indonesia, and Malaysia. Returning to Dar-
and influence with numerous nations. Marines sup- win, these Marines conducted training with the Aus-
ported each geographic combatant command, provid- tralians, furthering the development of this important
ing crisis response and partnering with a wide range of and enduring partnership.
partners and allies.
5
Marine Corps Missions wedge for the joint force that buys time and space for
Marines offer an innovative portfolio of highly the assembling and movement of larger and heavier el-
cost-effective means for crisis response and forward ements necessary for sustained operations. When the
engagement. Our ability to respect territorial sover- joint force is formed, Marines can smoothly integrate
eignty without a large footprint ashore and scalability into the larger Joint operation ashore or readily return
in times of crisis makes us an essential tool for nation- to sea, where they can serve as an asymmetric maneu-
al decision makers or joint commanders. By design, ver element. This capability creates a swing force for
Marines smoothly integrate with the joint force, en- subsequent conflict, or for addressing simultaneous
able the interagency, and are a natural partner to spe- crises that arise during major contingencies.
cial operations. Where U.S. citizens, allies or interests Marines respond to todays crisis, with todays
are threatened, maritime response capabilities provide forcesTODAY. A force able to swiftly intercede in
rapid intervention options tailored to the demands of crisis buys time for civilian and military decision-mak-
each crisis. When conflict escalates, our ability to flex ers to assess and formulate a more deliberate response.
and scale-up to the forcible-entry demands of a major Forward-deployed Marines provide an effective crisis-
contingency serves as a rheostat for the application response capability throughout the range of military
of persuasive military power. operations. Expeditionary forces can defend the ter-
The rapid response and early intervention of Ma- ritory of allies, seize key terrain, or threaten the global
rine forces enables access for the rest of the joint force. interests of an opponent. The inherent flexibility of
Operating under austere conditions ashore, Marines these forces enables the United States to swiftly escalate
can sustain themselves from the sea for long periods, or de-escalate conflict according to the aims of strategy
without the need for immediate reinforcement through and risk.
ports or airfields. The integrated firepower of Marine Marines provide a stabilizing forward presence
aviation, operating from amphibious ships or expe- that deters conflict. Forward presence builds trust
ditionary basing ashore, allows Marine forces ashore that cannot be created suddenly, when conflict looms.
to operate with a light footprint. Marines provide a As our Nations force in readiness, the Marine Corps
bolsters national credibility and deterrence through
persistent forward naval engagement. With dispersed
expeditionary units afloat near likely crisis areas, and
prepositioned equipment stationed forward aboard
shipping, the Navy-Marine team is a visible and tan-
gible reminder of our nations resolve.
Marines build strong partners. Marines build
trust. Investment in building partner capacity is not
charity work, but rather an investment in collective
security throughout the global commons. Sea-based
Marines tread lightly on host-nation infrastructure
and sovereignty. Sized more closely to the secu-
rity forces of most other nations, the Marine Corps
provides a model of a tightly integrated air-ground-
6
logistics force, suitable to train effective security Responding to Austerity with Vision
institutions across the globe. As the Nation continues to recover economically,
Marines assure access ashore. Littoral power the Marine Corps is highly cognizant of the necessity
projection capabilities enable U.S. joint forces to push for frugality and good stewardship of the nations re-
open the door of access ashore. This ability to go where sources. We have continued to adjust our organization,
the Nation is not invited fundamentally underwrites infrastructure and business practices to make the Ma-
the deterrent value of the joint force, and provides rine Corps the best possible return for the defense dol-
decision-makers options that complement precision lar. Austerity may make us leaner but we will emerge
strike or nuclear capabilities. Modern amphibious op- stronger as we innovate and remain the most capable
erations seek to achieve precision maneuver that cre- Marine Corps the nation can afford. We may have to
ates and exploits seams in forces that might oppose a do with less, but we will refuse to do things less well.
landing. Uniquely, Marines can operate without the Readiness is the currency with which we meet the
requirement for nearby land bases and can sustain nations security obligations; a hollow force is not an
themselves from the sea without intact and secured option for the nations crisis response force. While
ports and airfields. readiness comes at a cost, the cost of not being able to
Marines respond to natural disaster. Crises im- intervene or contain crisis can be catastrophic. Invest-
posed by unpredictable natural forces create human ment in a ready Marine Corps buys decision space for
suffering on a scale that the U.S. cannot ignore. Timely leadership decision-making, and it buys time to assem-
U.S. responses strengthen the credibility of its prom- ble the components of the larger joint force if condi-
ises, and increase the effectiveness of its security de- tions require it. Preserving that ready edge for the joint
terrence. The ability of amphibious forces to provide force is fundamental to the capability we provide to the
air, ground, and sea response, without imposing bur- nations security.
dens on already stressed infrastructure, makes them a Maintain our Commitment to fulfillment of
unique contributor to U.S. capability and influence. the mission in Afghanistan. Our Afghanistan mis-
Marines are most ready when the nation is least
ready. Because our Nation cannot afford to hold the
entire joint force at the highest state of readiness, it has
chosen to keep the Marines ready. For over half a cen-
tury, the Marine Corps has complied with the mandate
of the 82d Congress to be the most ready when the
Nation is generally least ready. There is no effective
substitute for ready forces that can swiftly respond to
crisis. There are no effective substitutes for United
States Marines.
7
sion is not complete until the last Marine is home, our our ability to execute them while furthering the con-
wounded warriors have healed, and the families of our cept of Single Naval Battle to provide a seamless pro-
fallen have been taken care of. As long as Marines are jection of naval power from blue-water to operations
forward deployed in a combat theater, they will receive ashore. We must have the organizational and process
our first priority, the center of our thoughts and our discipline to manage our concepts through their full
last ounce of energy. life cycle, providing focus and guidance for innovation,
Reset and Reconstitute the Force. Our mission training, and experimentation.
is not complete until our equipment is reset and our Invest in our Marines. The superior qualities of
force is reconstituted. That equipment is central to our the individual Marine provide our warfighting edge.
ability to respond to future missions. As stewards of That begins with recruiting and retaining the highest
the taxpayer, Marines have initiated heroic efforts to quality talent and applies to our active duty, reserve, and
recover, refurbish, and repair equipment. civilian workforces. Marines are expected to shoulder
Rebalance to the Pacific. Rebalancing to the Pa- increasingly complex burdens in the emerging security
cific theater is a central element of our national strat- environment we must adopt our educational establish-
egy which builds on the decades-long presence of Ma- ments and training venues to ensure their readiness for
rines who operate across its land, water and airspace the complexity of modern conflict.
every day. We will not just be in the Pacific, we will Invest in Innovation. In addition to training and
be effective in the Pacific through distributed, multi- education, we will create mechanisms to embrace in-
mission-capable MAGTFs. We will preserve our global novation across the force to move our concepts from
responsiveness, while developing opportunities in this theory to practice. We will leverage our human capital
priority theater. through experimentation and innovation at every level
Advance Littoral Concepts. The changing nature and create responsive mechanisms to reduce the flash-
of the security threats to the Nation demands contin- to-bang process of transforming innovative ideas to
ued innovation. Operational Maneuver From The Sea force implementation.
and Ship-to-Objective Maneuver remain our capstone Care for our Wounded Warriors. After a decade
warfighting concepts, and we will continue to focus on of war, the continued physical, moral, and mental
health of all of our Marines remains paramount. Those
who bear the physical and mental wounds of war must
remain our first concern. We will continue to extend
every effort to heal our wounded, support their fami-
lies, and help young Marines and Sailors increase their
resilience.
Keep Faith with Marines and their Families. The
faith of the American people has improved the qual-
ity of life for our Marines and families during the last
decade and we must protect those gains in an era of
increasing fiscal constraints. Our families share in our
burdens, our values, and our risks, and their service
8
must be honored through quality programs and access In short, Americas Marines are a hedge against
to much-needed resources. the unexpected and dangerous in a security environ-
ment that remains fraught with challenges. A com-
The Nations Expeditionary pelling security investment, the Marine Corps provides
Force of Choice significant return on investment for every security dol-
Marines have always responded to change in ways lar. When the Nation pays the sticker price for its
both timely and timeless. While our concepts, training, Marines, it gets not only the least-expensive force in
and equipment have adapted, our fundamental charac- the U.S. defense arsenal, it also gets one that is highly
ter has not. Marines remain physically strong, mentally skilled, forward deployed, and able to operate across
agile, and imminently practical warfighters. The cohe- the full range of military operations. Expeditionary
sion, fidelity, and expeditionary mindset of Marines are naval forces provide an effective hedge against both
a proven recipe for success. Marines will continue to the Nations most likely and most dangerous security
live hard, train hard, and fight hard, providing the Na- challenges. We do not know where or when we will
tion with a ready capability to contain the crisis, plug fight, but we know that we will be ready when the bugle
the gap, hold the line, fight and win. sounds. We do not know whom we will fight, but even
the toughest adversaries have not proven our equal. We
will remain Americas middleweight expeditionary
force in readiness . . . Semper Fidelis.
9
CHAPTER 2
chapter 2: organization
organization
Introduction
The Marine Corps is a crisis response expeditionary force which is task-
organized and able to conduct operations across the entire spectrum of
military operations. Fundamentally, the Corps is a middleweight force
that fills the void in our Nations defense structure between light Special Op-
erations Forces (SOF) and heavier conventional units. The Corps provides
scalable and adaptive forces that complement the lighter and heavier forces.
During the last several years, the Marine Corps has grown in size to
202,100 Active Component Marines to meet the demands of global commit-
ments and combat operations. The organization of the Corps has changed in
order to adapt to the complex environment, even as it retained the flexibility
and agility to respond to future needs. During this period of rapid growth, the
Marine Corps has maintained balanced, combined-arms capabilities adapted
to the new demands of regional conflicts, while developing agile and capable
forces to meet future hybrid threats as well. The same will be true of the Marine
Corps as it adjusts to post-Iraq and post-Afghanistan environments, which
will include a capabilities-based force reduction to an end strength of 182,100
active duty Marines by fiscal year 2016.
Chapter 2 outlines the Marine Corps combined-arms structure and
organization and highlights the unique capabilities that Marines bring to
the fight.
11
MARINE AIR-GROUND TASK R

espond to crises through the measured projection
FORCE (MAGTF) of combat power ashore day or night and under
The MAGTF is the Marine Corps principal organiza- all weather conditions
tional construct for conducting missions across the range I ntroduce additional Marine forces sequentially into
of military operations. MAGTFs provide combatant a theater of operations
commanders with scalable, versatile expeditionary forces O
perate independent of established airfields, basing
able to assure allies, deter potential adversaries, provide agreements, and overflight rights
persistent U.S. presence with little or no footprint ashore, C
onduct combat operations ashore, relying on
and respond to a broad range of contingency, crisis, and MAGTF-organic combat service support
conflict situations. They are balanced combined-arms
C
onduct theater security cooperation to build
force packages containing command, ground, aviation,
partner capacity
and logistics elements. A single commander leads and
coordinates this combined-arms team through all phas- E
nable the introduction of follow-on forces by
es of deployment and employment. MAGTF teams live securing staging areas ashore or bypassing littoral
and train together, further increasing their cohesion and defenses by going further inland
fighting power. O
perate in rural and urban environments, and dur-
ing chemical, biological, radiological, and nuclear
situations
MULTI-MISSION CAPABLE MAGTFs
Tailored to meet combatant commanders require- Withdraw rapidly at the conclusion of operations
ments, MAGTFs operate as an integrated force in the P
articipate fully in the joint planning process and
air, land, maritime and cyberspace domains. The naval successfully integrate MAGTF operations with those
character of MAGTFs enhances their global mobility, of the joint force and enable larger joint operations
lethality, and staying power. I ntegrate with and complement the efforts of SOF
Embarked aboard amphibious ships or deployed S upport service, joint, and national efforts to main-
using other means, multi-mission capable MAGTFs tain freedom of action in cyberspace
provide U.S. civilian and military leaders with the abil-
ity to conduct the following activities:
MAGTF Composition
M
ove forces into crisis areas without revealing their
The Marine Corps task organizes for combat in
exact destinations or intentions
accordance with its statutory mandate to provide forc-
P
rovide continuous presence in international waters es of combined arms, including aviation, by forming
C
ommence execution of a mission within six to 48 integrated combined-arms MAGTFs. As the name in-
hours of receiving a warning order dicates, MAGTFs are organized for the specific tasks
P
rovide immediate national response in support of at hand and specifically tailored by mission for rapid
humanitarian and natural disaster relief operations deployment by air and/or sea. No matter what their
P
rovide credible but non-provocative combat power mission or mode of deployment, MAGTFs are com-
over the horizon for rapid employment as the initial prised of four deployable elements that are supported
response to a crisis from Marine Corps bases and stations.
S upport diplomatic processes for peaceful crisis
resolution before employing immediate-response
combat forces
12
Command Element (CE) Logistics Combat Element (LCE)

The CE contains the MAGTF headquarters and The LCE is task organized to provide the full range
other units that provide operations, intelligence, lo- of combat logistics functions and capabilities neces-
gistics, communications, and administrative support. sary to maintain the continued readiness and sustain-
As with all other elements of the MAGTF, the CE is ability of the MAGTF as a whole. It is formed around
scalable and task organized to provide the Command, a combat logistics headquarters and may vary in size
Control, Communications, Computers, Intelligence, and composition from a support detachment to one or
and joint interoperability necessary for effective plan- more Marine Logistics Groups (MLG).
ning and execution of operations.
Types of MAGTFs
Ground Combat Element (GCE) There are four types of MAGTFs: the Marine Ex-
The GCE is task organized to conduct ground op- peditionary Force (MEF); the Marine Expeditionary
erations to support the MAGTF mission. This element Brigade (MEB); the Marine Expeditionary Unit (MEU);
includes infantry, artillery, reconnaissance, armor, light and the Special Purpose MAGTF.
armor, assault amphibian, engineer, and other forces as
needed. The GCE can vary in size and composition. Marine Expeditionary Force
Its makeup can range from a light, air-transportable The MEF is the principal Marine Corps warfight-
reinforced company to a relatively heavy, mechanized ing organization during larger crises or contingencies.
unit that includes one or more Marine divisions, or Normally commanded by a Lieutenant General, a MEF
any other type of Marine Corps ground combat unit can range in size from one division and aircraft wing to
that meets the demands of a particular mission. multiple divisions and aircraft wings, together with one
or more logistics groups. MEFs are capable of amphib-
Aviation Combat Element (ACE) ious operations and sustained operations ashore in any
The ACE conducts offensive, defensive, and all geographic environment. With appropriate augmenta-
other air operations to support the MAGTF mission. tion, the MEF CE is capable of performing as a Joint
The ACE is task-organized to perform the six functions Task Force (JTF) headquarters. MEFs often deploy in
of Marine aviation required to support the MAGTF echelon and designate the lead element as the MEF
mission assault support, anti-air warfare, offensive (Forward).
air support, electronic warfare, control of aircraft and MEFs are the primary standing MAGTFs in
missiles, and aerial reconnaissance which could in- peacetime and wartime. The Marine Corps is orga-
clude aviation support to humanitarian assistance and nized with three standing MEFs, each with a Marine
disaster relief operations. The ACE is formed around division, aircraft wing, and logistics group. The I Ma-
an aviation headquarters with appropriate air control rine Expeditionary Force (I MEF) is located at bases in
agencies, combat, combat-support, and combat-ser- California and Arizona. The II Marine Expeditionary
vice support units. The ACE can vary in size and com- Force (II MEF) is located at bases in North Carolina
position from an aviation detachment of specifically and South Carolina. And the III Marine Expeditionary
required aircraft to one or more Marine aircraft wings Force (III MEF) is located at bases in Okinawa, main-
consisting of multiple fixed and rotary-wing aircraft of land Japan, and Hawaii, with future plans for bases in
several types and capabilities. Guam and Australia.
13
Marine Expeditionary Brigade

The MEB is the mid-sized MAGTF that can include
up to 20,000 Marines and is normally commanded by
a Brigadier General. The MEB is scalable, capable of
full spectrum operations, and self-sustaining for 30
days. Three standing MEB command elements will be
activated by the end of FY 2013. The standing MEB
command elements do not have permanently assigned
forces, but maintain habitual relationships with asso-
ciated major subordinate elements through planning
and exercises. When mobilized, the MEB is comprised
an afloat on-station force capable of responding to
of a reinforced infantry regiment, a composite Marine
any situation that may arise. MEUs are characterized by
Aircraft Group, and a Combat Logistics Regiment.
their sea-based forward presence, expeditionary nature,
MEBs provide combatant commanders with scal-
ability to plan for and respond to crises, combined arms
able warfighting capability across the range of military
integration, and their interoperability with joint, com-
operations and can conduct amphibious assaults and
bined and special operations forces. Composition of
operations ashore in any geographic environment. As
the MEU is informed by Marine Corps Order 3120.9C,
an expeditionary force, it is capable of rapid deploy-
Policy for Marine Expeditionary Units.
ment and employment via amphibious shipping (nor-
The MEU is commanded by a Colonel and deploys
mally 17 amphibious ships), strategic air and sealift,
with 15 days of accompanying supplies. Prior to deploy-
geographic or maritime pre-positioning force assets,
ment, a MEU undergoes an intensive six-month train-
or any combination of these. A MEB can operate in-
ing program, focusing on its Mission Essential Task
dependently, serve as the forward echelon of a MEF or
List and interoperability with Joint and Special Opera-
act as a JTF headquarters with augmentation.
tions Forces. The training culminates with a thorough
Concept Development & Integration Department
evaluation and certification as Operationally Ready to
is conducting a detailed assessment of future MEB
Deploy. The organic capabilities of the MEU are as
structure requirements. Results of this effort will be
follows:
published in 2013, and will provide a thorough guide
for the future size, composition, and capabilities of this Amphibious operations
type of MAGTF. - Amphibious assault
- Amphibious raid
- Small boat raid (specific to 31st MEU)
Marine Expeditionary Unit
- Maritime interception operations
Forward-deployed MEUs embarked aboard ARGs
- Advance force operations
operate continuously in the areas of responsibility of
various geographic combatant commanders. These E
xpeditionary support to other operations/crisis
units provide the President and the geographic combat- response and limited-contingency operations
ant commanders a forward-deployed, flexible sea-based - Noncombatant evacuation operations
MAGTF, capable of conducting amphibious operations - Humanitarian assistance
to respond to crisis, conduct limited contingency op- - Stability operations
erations, introduce follow-on forces, and support des- - Tactical recovery of aircraft and personnel
ignated special operations forces. In effect, they provide - Joint and combined operations
14
- A
viation operations from expeditionary sites vide training to, less developed military forces. The
- T
heater security cooperation activities SPMAGTF can be tasked with building partner na-
- Airfield and port seizures tion security capacity and supporting partner na-
T
heater security cooperation operations to build tion security efforts in specific regional areas. The
the capacity of partner nations and increase in- SPMAGTF provides the combatant commander
teroperability. with a flexible expeditionary force employment op-
tion that further augments the traditional capabili-
Prior to deployment, the MEF commander ex- ties provided by the Marine Corps. SPMAGTFs are
ercises full command of his organic MEU. Once em- normally designated by the service headquarters
barked, MEU command relationships are delineated in response to combatant commander requirements.
by the Geographic Combatant Commander (GCC) and The Nations MAGTFs thus provide a continuum
are normally assigned operational control (OPCON) of capabilities to support naval, combatant command-
to the naval service component. However, during crisis er, and national requirements. These MAGTFs joined
response and contingency operations GCCs may shift by special-purpose forces and unique Marine forces
OPCON of the MEU as articulated in Joint Publication enable the Corps to address the full range of conven-
(JP) 3-02, Amphibious Operations: tional, unconventional, and irregular/hybrid threats as
While the full range of command relationship op- well as other taskings as the President might require.
tions as outlined in JP 1, Doctrine for the Armed
Forces of the United States, are available, in am- Unique Combatant
phibious operations, service component com- Commander Support
manders normally retain operational control (OP- A combatant commander or subordinate joint
CON) of their respective forces. If the Joint Force force commander might also require Marine forces
Commander organizes along functional lines, that do not have all elements of a MAGTF. These forces
functional component commanders will normally are not given a specific MAGTF designation. Examples
exercise OPCON over all their parent Services include the Black Sea Rotational Force (BSRF) and
forces and tactical control (TACON) over other Marine Rotational Force-Darwin, which participate
Services forces attached or made available for in security cooperation to build military capacity, pro-
tasking. vide regional stability, and develop lasting partnerships
with nations in the region.
Special Purpose MAGTF (SPMAGTF) In addition, as the Marine Corps evaluates po-
A SPMAGTF is task organized to accomplish a tential hybrid threats, we believe there likely will be a
specific mission, operation, or regionally focused ex- requirement for smaller combined-arms task forces.
ercise. They can be organized, trained, and equipped These task forces will operate in an environment where
with Marine forces to conduct a wide variety of expe- greater capabilities are pushed to lower levels, thus en-
ditionary operations ranging from peacetime missions, abling distributed operations at increasing distances.
to training exercises, and responses to contingencies These task forces will depend upon increased tactical
and crises. SPMAGTFs can support theater campaign mobility and must maintain a high state of readiness.
plans, security cooperation, and civil-military opera- At the same time, they must retain the capability to
tions requirements. integrate quickly into a larger, more lethal force on
SPMAGTFs have capabilities, mobility, and sus- short notice.
tainability commensurate with mission requirements The Marine Corps ethos, training and warfighting
in order to increase interoperability with, and pro- philosophy makes Marines ideally suited to these types
15
of units and operations. However, we must ensure that rapid closure of a MEB. The MPF can also support
our organizational designs, as well as planning and smaller or larger MAGTFs by employing as few as
command and control capabilities, preserve the opera- one or as many as 12 MPF ships. The MPF consists of
tional agility required to answer the demands of the government-owned ships operated by Military Sealift
complex future operating environment, and consis- Command (MSC). When needed, these ships move to
tently fulfill the needs of our combatant commanders. a crisis region and offload either in port or offshore via
in-stream offload. Offloaded equipment and supplies
MAGTF Sustainability are then married up with Marines arriving at nearby
A fundamental characteristic of a MAGTF is its airfields. The end result is a combat-ready MAGTF
ability to operate for extended periods as an expedi- rapidly established ashore, using minimal in-country
tionary force, relying on its integral combat logis- reception facilities. The MAGTF combat capability
tics element and internal resources for sustainment. provided by MPF is capable of supporting geographic
All MAGTFs have inherent sustainability that allows combatant commander military operations across the
them to be self-sufficient for planned periods. Larger range of military operations.
MAGTFs have a deeper, broader, and more capable
organic support capability. Different size MAGTFs de- MARINE CORPS PREPOSITIONING PROGRAM
ploy with sufficient accompanying supplies to support NORWAY (MCPP-N)
joint operations. MAGTFs can augment their organic MCPP-N enhances the operational responsiveness
sustainability by using external support from Navy of all geographic combatant commanders by provid-
organizations, host-nation support agreements, inter- ing mission-tailored, prepositioned support to Marine
service support agreements, and in-theater cross-ser- Corps expeditionary operations globally. The exist-
vice agreements. ing equipment set is being reshaped, with the addi-
tion of communications and ordnance assets, to sup-
Maritime Prepositioning port a MAGTF built around an infantry battalion task
Force (MPF) force and composite aviation squadron. Quantities of
The MPF is a strategic power-projection capability equipment and supplies currently stored in Norway
that combines the lift capacity, flexibility, and respon- will also be adjusted to provide a balanced equipment
siveness of surface ships with the speed of strategic air- set appropriate to support the new force list. MCPP-
lift. Strategically forward deployed around the globe, N will retain its primary role of augmenting up to a
the maritime prepositioning ships (MPS) of the MPF MEB-sized force to support the reinforcement of Nor-
provide geographic combatant commanders with per- way and U.S. Marine Corps expeditionary operations.
sistent forward presence and rapid crisis response by MCPP-N materiel is stored in six caves and two air-
prepositioning the combat equipment and supplies to fields spread across Norway and is available for rapid
support up to two MEBs for 30 days. preparation and marshaling at aerial, sea, or rail ports
The MPF is organized into two Maritime Prepo- of debarkation in support of deploying MAGTFs. This
sitioning Ship Squadrons (MPSRON) with 12 ships forward prepositioning reduces reaction time and
overall. By 2015, there will be 14 ships. MPSRON-2 eliminates the need to otherwise deploy this equip-
is based at Diego Garcia in the Indian Ocean, and ment from locations in the continental United States,
MPSRON-3 is based in the Guam-Saipan area of the with all the attendant burdens on strategic lift that this
western Pacific Ocean. would entail.
These interoperable MPSRONs are each designed
to marry-up with a fly-in echelon to support the
16
Headquarters, U.S. Marine Corps. This includes the administration, discipline, in-
Corps (HQMC) ternal organization, training, requirements, efficiency,
Headquarters, U.S. Marine Corps (HQMC) con- and readiness of the service. Also, as the Commandant
sists of the Commandant of the Marine Corps (CMC) is a member of the Joint Chiefs of Staff, HQMC sup-
and those staff agencies that advise and assist him in ports him in his interaction with the Joint Staff. The
discharging his responsibilities prescribed by law. The Commandant also is responsible for the operation
Commandant is directly responsible to the Secretary of the Marine Corps material support system.
of the Navy for the overall performance of the Marine
Counsel for the

Commandant
Commandant of the
Marine Corps
Chaplain of
the marine corps
Assistant Secretary of
Assistant the navy research
Sergeant Major of Commandant development & acquisition
the Marine Corps of the
Marine Corps
marine corps combat
development command
marine corps marine corps Program

national capital systems Executive Office
Region command command Land Systems
Marine Corps
Recruiting Command
Marine Barracks Director

Washington, D.C. Marine Corps Staff
DC, Manpower & DC, plans, policy

Dc, Aviation
Reserve Affairs & operations
DC, Installations DC, Combat development DC, Programs

& Logistics & integration & Resources
Director Director Inspector General of

Command, Control,
Communications & Computers Health Services the Marine Corps
Director Legislative Assistant to Director

Intelligence the Commandant Public Affairs
Director Expeditionary Staff Judge Advocate Director

Energy Office To The Commandant Safety Division
17
Operating Forces MARINE CORPS FORCES

Operating forces the heart of the Marine Corps COMMAND (MARFORCOM)
provide the forward presence, crisis response, and Located in Norfolk, Virginia, the Commander,
combat power that the Corps makes available to com- MARFORCOM is tasked with the following activities:
batant commanders. The Marine Corps has established C ommanding Active Component (AC), Marine
three, permanent commands to provide forces to uni- Corps-retained operating forces
fied combatant commanders:
E xecuting force sourcing and synchronization to
U
.S. Marine Corps Forces Command (MAR-
provide joint commanders with the Marine Corps
FORCOM)
forces they require
U
.S. Marine Corps Forces, Pacific (MARFORPAC)
U
.S. Marine Corps Forces, Special D irecting deployment planning and the execution
Operations Command (MARFORSOC). of Marine Corps-retained operating forces in
Control of MARFORCOM is retained by the Ma- support of combatant commander and service
rine Corps. The II Marine Expeditionary Force (II requirements
MEF), and other unique capabilities maintained under S erving as Commanding General, Fleet Marine
the Commander, MARFORCOM, are made available, Forces Atlantic (CG FMFLANT) and commanding
by the Commandant of the Marine Corps, via the Joint embarked Marine Corps forces
Chiefs of Staff global force management allocation C oordinating Marine Corps-Navy integration of
process. The Commander, MARFORPAC is assigned
operational initiatives and advising the Command-
to the Commander, U.S. Pacific Command (PACOM),
er, U.S. Fleet Forces Command (USFF) on Navy
and provides I MEF and III MEF to PACOM. The
support to Marine Corps forces assigned to naval
Commander, MARFORSOC is assigned to the Com-
mander, Special Operations Command (SOCOM) and ships, bases, and installations
provides assigned forces to SOCOM. S erving as Commander, Marine Forces Europe
These assignments reflect the peacetime disposition S erving as Commander, Marine Corps Bases Atlantic
of Marine Corps forces. Marine forces are apportioned C onducting service-directed operational tasks as
to the remaining geographic and functional combatant required.
commands the U.S. Southern Command (SOUTH- Within the past year, Marine Corps Installations
COM), U.S. Northern Command (NORTHCOM), Command (MCICOM) has reached full operation-
U.S. European Command (EUCOM), U.S. Central al capability (FOC). The 24 active installations and
Command (CENTCOM), U.S. Africa Command 11 airfields are divided into three regions: Marine
(AFRICOM), U.S. Strategic Command (STRATCOM),
Corps Installations Pacific (MCIPAC), Marine Corps
U.S. Cyber Command (CYBERCOM), and U.S. Forces
Installations East (MCIEAST), and Marine Corps
Korea (USFK) for contingency planning, and are
Installations West (MCIWEST). The 30,000 active
provided to these commands when directed by the
Secretary of Defense. forces assigned to MCICOM provide timely support
The following sections highlight some of these to the Marines, Sailors, and families from the operat-
organizations and several of the other unique organi- ing forces and maintenance depots.
zations in the operating forces.
18
U.S. Marine Corps Forces Command
commarforcom
US Marine Corps
Forces
command
II Marine
Expeditionary
Force
Marine Corps
22d, 24th, 26th marine corps
2d 2d Marine security
Marine Expedi- security force
Marine Division Logistics group cooperation
tionary Units regiment
group
2d 2d Marine chemical bio-

Marine Aircraft Expeditionary logical incident
Wing Brigade response force
19
U.S. Marine Corps Forces Command Units
II Marine Expeditionary Force
II Marine Expeditionary Force 2d Tank Battalion

Marine Corp Base, Camp Lejeune, NC 2d Assault Amphibian Battalion
II Marine Expeditionary Force Headquarters Group 2d Light Armored Reconnaissance Battalion
8th Communications Battalion 2d Combat Engineer Battalion
2d Intelligence Battalion 2d Reconnaissance Battalion
2d Radio Battalion
2d Air and Naval Gunfire Liaison Company 2d Marine Aircraft Wing Marine Corps Air Station,
Cherry Point, NC
2d Law Enforcement Battalion
Marine Wing Headquarters Squadron 2
2d Marine Expeditionary Brigade
2d Marine Expeditionary Brigade Command Element Marine Aircraft Group 14
22d Marine Expeditionary Unit Marine Aviation Logistics Squadron 14
24th Marine Expeditionary Unit Marine Tactical Electronic Warfare Squadron 1
26th Marine Expeditionary Unit Marine Tactical Electronic Warfare Squadron 2
Marine Corps Security Force Regiment Yorktown, VA Marine Tactical Electronic Warfare Squadron 3
Chemical Biological Incident Response Force Indian Head, MD Marine Tactical Electronic Warfare Squadron 4
Marine Attack Squadron 223
2d Marine Division Marine Attack Squadron 231
MCB Camp Lejeune, NC Marine Attack Squadron 542
Headquarters Battalion Marine Attack Training Squadron 203
Marine Aerial Refueler Transport Squadron 252
2d Marine Regiment
Marine Wing Support Squadron 271
1st Battalion
2d Battalion Marine Aircraft Group 26
3d Battalion MCAS New River, NC
3d Battalion, 9th Marines Marine Aviation Logistics Squadron 26
6th Marine Regiment Marine Medium Tiltrotor Squadron 162

1st Battalion Marine Medium Tiltrotor Squadron 261
2d Battalion Marine Medium Tiltrotor Squadron 263
3d Battalion Marine Medium Tiltrotor Squadron 264
2d Battalion, 9th Marines Marine Medium Tiltrotor Squadron 266
1st Battalion Marine Medium Tiltrotor Training Squadron 204

2d Battalion Marine Wing Support Squadron 272
3d Battalion
1st Battalion, 9th Marines Marine Aircraft Group 29
MCAS New River, NC
10th Marine Regiment Marine Aviation Logistics Squadron 29
1st Battalion Marine Light Attack Helicopter Squadron 167
2d Battalion Marine Light Attack Helicopter Squadron 269
3d Battalion
Marine Light Attack Helicopter Squadron 467
MCAS Cherry Point, NC
Force Structure Changes as of 30 Sept 2013
20
U.S. Marine Corps Forces Command Units
II Marine Expeditionary Force (cont.)
Marine Heavy Helicopter Squadron 366 2d Marine Logistics Group

MCAS Cherry Point, NC MCB Camp Lejeune, NC
Marine Heavy Helicopter Squadron 461 HQBN, 2D MLG
Marine Heavy Helicopter Squadron 464 MEU Logistics Battalion 22
Marine Heavy Helicopter Training Squadron 302 MEU Logistics Battalion 24
Marine Wing Support Squadron 274 MEU Logistics Battalion 26
Marine Aircraft Group 31 Combat Logistics Regiment 2

MCAS Beaufort, SC
Combat Logistics Battalion 2
Marine Aviation Logistics Squadron 31
Marine Fighter Attack Squadron 115
Combat Logistics Regiment 25
2d Maintenance Battalion
Marine All Weather Fighter Attack Squadron 224
2d Medical Battalion
2d Supply Battalion
Marine Fighter Attack Training Squadron 501
Combat Logistics Company 21
(Eglin Air Force Base, FL)
MCAS Cherry Point, NC
MCAS Beaufort, SC
Marine Air Control Group 28
Marine Tactical Air Command Squadron 28 8th Engineer Support Battalion
Marine Air Control Squadron 2 2d Dental Battalion
Marine Air Support Squadron 1
Marine Wing Communications Squadron 28
2d Low Altitude Air Defense Battalion
Marine Unmanned Aerial Vehicle Squadron 2
21
U.S. MARINE CORPS FORCES, Annually, MARFORPAC conducts more than 160
PACIFIC (MARFORPAC) major multi-lateral and bi-lateral exercises and theater
MARFORPAC has three command roles and re- security cooperation engagements with some 30 allies
sponsibilities. The command serves as U.S. Marine and partners in the Asia-Pacific region. MARFORPAC
Corps component to U.S. Pacific Command (USPA- forces also rapidly respond to a yearly average of 14
COM), U.S. Marine Corps component to U.S. Forces humanitarian-assistance and disaster-relief (HA/DR)
Korea (USFK), and Fleet Marine Forces Commander operations.
to Pacific Fleet. In addition to its service component Through unity of effort, MARFORPAC exercises
responsibilities, MARFORPAC could be tasked to act coordinating authority in a consultative relationship
as a joint task force command element. with MCICOM for operational force base support re-
With its headquarters located aboard Camp H. M. quirements, Defense Policy Review Initiative (DPRI)
Smith, HI, MARFORPAC is the largest field command requirements in Japan and Guam, USPACOM Unified
in the Marine Corps, having control of two-thirds of Campaign Plan (UCP) and contingency planning re-
Marine Corps operational forces. Commander, MAR- quirements, and other installation-support initiatives
FORPAC commands all U.S. Marine Corps forces as- affecting the Marine Corps in the PACOM AOR.
signed to USPACOM approximately 86,400 Ma- While Marine Corps Installations Command
rines, Sailors and Civilians operating in a diverse exercises command and administrative control over
geographic area stretching from Yuma, Arizona to all bases and stations of the Marine Corps, two of
Goa, India. MCICOMs regional commands, MCIWEST and
The Commander, MARFORPAC supports na- MCIPAC, have USPACOM-assigned forces as tenants.
tional and theater strategic objectives, and exercises As such, COMMARFORPAC exercises tactical control
Marine Corps component responsibilities in support of MCIPAC and MCIWEST, or both, when supporting
of operational and concept plans, theater security co- USPACOM (UCP) tasking and operational missions.
operation, foreign humanitarian assistance, homeland During exceptional circumstances that require
defense, force posture, and lay down. This includes a U.S. response in the PACOM AOR, such as HA/DR,
planned rotational presence in northwestern Austra- or major combat operations, COMMARFORPAC, in
lia, and protection of installations and forces in the consultation and accord with COMMCICOM, may as-
USPACOM area of responsibility (AOR). sume operational control of MCIPAC and MCIWEST
and their assigned installations.
22
U.S. MARINE CORPS FORCES, PACIFIC
commarforPAC
US Marine Corps
Fleet Marine US Marine Corps
Forces
Forces Pacific Forces Pacific MCICOM
korea
III Marine Expeditionary

I Marine Expeditionary Force
Force
3d
1st
Marine Division Marine Division
3d 1st
MCIWEST
Marine Aircraft Wing Marine Aircraft Wing
1st Marine 3d Marine Logistics

Logistics Group Group
1st
Marine Expeditionary 3d Marine MCIPAC
Brigade Expeditionary Brigade
11th, 13th, 15th

Marine Expeditionary 31st Marine
Units Expeditionary Unit
LEGEND
MARFORPAC retains ADCON over MARFORK during Armistice.
MARFORPAC exercises Coordinating Authority in a consultative rela-
tionship with MCICOM over operational force base requirements and
installation support initiatives.
MARFORPAC retains TACON of MCIPAC and MCIWEST when
supporting CDR, USPACOM UCP tasking, as well as OPCON during
exceptional circumstances such as crisis/contingency response, de-
pending on CDRUSPACOM requirements.
23
U.S. Marine Corps Forces Pacific Units
I Marine Expeditionary Force
I Marine Expeditionary Force 3d Assault Amphibian Battalion Company D

Marine Corps Base, Camp Pendleton, CA MCAGCC, 29 Palms, CA
I Marine Expeditionary Force Headquarters Group 1st Light Armored Reconnaissance Battalion
9th Communications Battalion 3d Light Armored Reconnaissance Battalion
MCAGCC, 29 Palms, CA
1st Intelligence Battalion
1st Combat Engineer Battalion
1st Radio Battalion
3d Combat Engineer Battalion
1st Air and Naval Gunfire Liaison Company
1st Law Enforcement Battalion
1st Reconnaissance Battalion
1st Marine Expeditionary Brigade
11th Marine Expeditionary Unit
3d Marine Aircraft Wing
Marine Corps Air Station, Miramar, CA
Marine Wing Headquarters Squadron 3
1st Marine Division Marine Aircraft Group 11
MCB Camp Pendleton, CA Marine Aviation Logistics Squadron 11

Headquarters Battalion
1st Marine Regiment Marine Fighter Attack Squadron 323
1st Battalion Marine All Weather Fighter Attack Squadron 121
2d Battalion Marine All Weather Fighter Attack Squadron 225
3d Battalion Marine Aerial Refueler Transport Squadron 352
1st Battalion, 4th Marines Marine Fighter Attack Training Squadron 101
5th Marine Regiment
1st Battalion Marine Aircraft Group 13
2d Battalion MCAS Yuma, AZ
3d Battalion Marine Aviation Logistics Squadron 13
2d Battalion, 4th Marines Marine Attack Squadron 211
7th Marine Regiment Marine Attack Squadron 311
Marine Corps Air Ground Combat Center, 29 Palms, CA
1st Battalion Marine Wing Support Squadron 371
2d Battalion
3d Battalion
Marine Aircraft Group 16
3d Battalion, 4th Marines
1st Battalion Marine Medium Tiltrotor Squadron 163
2d Battalion Marine Medium Helicopter Squadron 165
3d Battalion MCAGCC, 29 Palms, CA Marine Medium Tiltrotor Squadron 166
5th Battalion (HIMARS) Marine Medium Tiltrotor Squadron 363
Marine Heavy Helicopter Squadron 361
1st Tank Battalion Marine Heavy Helicopter Squadron 462
24
I Marine Expeditionary Force (cont.)
Marine Heavy Helicopter Squadron 466 1st Marine Logistics Group

Marine Wing Support Squadron 374 MCB Camp Pendleton, CA
MCAGCC 29 Palms, CA Combat Logistics Regiment 1
MCAS Camp Pendleton, CA Combat Logistics Battalion 5
MCAGCC 29 Palms, CA
1st Maintenance Battalion
1st Medical Battalion
Marine Light Attack Helicopter Training
Squadron 303 1st Supply Battalion
Marine Medium Helicopter Squadron 268 Combat Logistics Company 11
MCAS Miramar, CA
Marine Medium Helicopter Squadron 364
Marine Medium Helicopter Training Squadron 164
MCAS Yuma, AZ

MEU Logistics Battalion 11
Marine Tactical Air Command Squadron 38
Marine Air Control Squadron 1
MCAS Yuma, AZ MEU Logistics Battalion 15
Marine Air Support Squadron 3 7th Engineer Support Battalion
MCAS Camp Pendleton, CA
Marine Wing Communications Squadron 38 1st Dental Battalion
3d Low Altitude Air Defense Battalion
MCAS Camp Pendleton, CA
MCAGCC 29 Palms, CA
MCAGCC 29 Palms, CA
25
III Marine Expeditionary Force
III Marine Expeditionary Force Marine Aircraft Group 36

Marine Corps Bases, Okinawa, Japan MCAS Futenma, Okinawa, Japan
III Marine Expeditionary Force Headquarters Group
Marine Medium Helicopter Squadron 262
7th Communications Battalion Marine Medium Tiltrotor Squadron 265
3d Intelligence Battalion Marine Aerial Refueler Transport Squadron 152
3d Radio Battalion MCB Kaneohe Bay, HI Marine Wing Support Squadron 172
5th Air and Naval Gunfire Liaison Company
3d Law Enforcement Battalion
MCAS Futenma, Okinawa, Japan
3d Marine Expeditionary Brigade Marine Tactical Air Command Squadron 18
3d Marine Expeditionary Brigade Marine Air Control Squadron 4
Command Element Marine Air Support Squadron 2
31st Marine Expeditionary Unit Marine Wing Communications Squadron 18
3d Marine Division
Marine Corps Bases, Okinawa, Japan 3d Marine Logistics Group
Marine Corps Bases, Okinawa, Japan
Headquarters Battalion
3d Marine Regiment MCB Kaneohe Bay, HI Combat Logistics Battalion 3
1st Battalion MCB Kaneohe Bay, HI
2d Battalion Combat Logistics Battalion 4
3d Battalion
4th Marine Regiment
3d Maintenance Battalion
Units sourced via Unit Deployment Program(UDP)
3d Medical Battalion
12th Marine Regiment 3d Supply Battalion
1st Battalion MCB Kaneohe Bay, HI Combat Logistics Company 36
3d Battalion MCAS Iwakuni, Japan
3d Combat Assault Battalion
3d Reconnaissance Battalion
1st Marine Aircraft Wing 9th Engineer Support Battalion

Marine Corps Bases, Okinawa, Japan
Marine Wing Headquarters Squadron 1 3d Dental Battalion

MCAS Iwakuni, Japan
MCAS Iwakuni, Japan
Marine Aircraft Group 24 (-)

MCAS Kaneohe Bay, HI
Marine Aviation Logistics Squadron 24 (-)
Marine Heavy Helicopter Squadron 463 (CH-53E)
Marine Wing Support Detachment 24
26
U.S. MARINE CORPS FORCES, SPECIAL From its inception in 2006 through 2012, MAR-
OPERATIONS COMMAND (MARSOC) SOC has conducted more than 125 operational over-
In October 2005, the Secretary of Defense directed seas unit deployments of Marine Special Operations
the Marine Corps to form a service component of U.S. Teams (MSOTs) and Marine Special Operations Com-
Special Operations Command (USSOCOM) and be- panies (MSOCs) in support of the geographic combat-
gin providing forces to the commander of USSOCOM. ant commanders. While MARSOCs primary focus has
MARSOC was formally established February 24, 2006 been the support of operations in Afghanistan, units
and is the Marine Corps component of USSOCOM. have been involved in many other missions that span
Headquartered at Camp Lejeune, NC, MARSOC the globe. To date, MARSOC has conducted missions
trains, organizes, equips, and, when directed by the in over 18 different countries. The majority of these
Commander USSOCOM, deploys task organized, scal- missions focus on training partner nation forces, as-
able and responsive Marine Corps special operations sisting in counter-narcoterrorism efforts and provid-
forces (SOF) worldwide in support of combatant coming other subject matter expert guidance to countries
manders and other agencies. in component commands such as U.S. Africa Com-
MARSOC will ultimately grow to a total force mand, U.S. Pacific Command, U.S. Southern Com-
of approximately 4,000 Marines, Sailors, and civilian mand and U.S. Central Command. In 2009, MARSOC
employees, including smaller numbers of the other deployed its first Special Operations Task Force HQ,
branches of service. MARSOC includes three subordi- built around a Marine Special Operations Battalion,
nate commands: the Marine Special Operations Regi- to Afghanistan. MARSOC continues to deploy SOTFs
ment (MSOR), which consists of three Marine special to Afghanistan, recently executing the fourth such de-
operations battalions (1st MSOB at Camp Pendleton, ployment. These MARSOC SOTFs provide command,
CA, and 2d and 3d MSOB at Camp Lejeune, NC); the control, coordination and support to multiple SOF
Marine Special Operations Support Group (MSOSG), elements from MARSOC, U.S. Army Special Opera-
which consists of three battalions (Marine Special Op- tions Command (USASOC) and Naval Special War-
erations Combat Support Battalion and Marine Spe- fare Command (NSWCOM) throughout RC West and
cial Operations Logistics Battalion at Camp Lejeune, Southwest, an area of over 100,000 square miles.
NC and Marine Special Operations Support Battalion
at Camp Pendleton, CA.); and the Marine Special Op- MARSOC Core Activities. Special Operations re-
erations School (MSOS) at Camp Lejeune, NC. quire unique modes of employment, tactical techniques
A Marine Corps major general commands MAR- and training, and are often conducted in hostile, de-
SOC with a supporting staff designed to be compat- nied or politically sensitive environments. MARSOC
ible with all the functional areas within USSOCOM is made up of regionally grounded and operationally
and Headquarters, U.S. Marine Corps. The MARSOC astute Multidimensional Operators, formed into spe-
headquarters is responsible for identifying Marine cial operations teams that are forward deployed to
special operations-unique requirements; developing conduct shaping, deterrence and crisis response opera-
Marine SOF tactics, techniques, procedures and doc- tions. MARSOC is tasked by SOCOM with providing
trine; and executing assigned missions in accordance units specially trained in the following primary SOF
with designated conditions and standards. core activities:
27
Direct Action (DA) uniquely skilled in special equipment support, intel-

Special Reconnaissance (SR) ligence, and fire-support. Each MSOC is commanded
Security Force Assistance (SFA) by a Marine major and is capable of deploying task
Counter-insurgency (COIN) organized, expeditionary Marine SOF providing the
Foreign Internal Defense (FID) above listed core activities in support of the geographic
Counterterrorism (CT) combatant commanders. MSOCs are also uniquely or-
Information Operations (IO) ganized and tailored to conduct distributed operations
MARSOC is also tasked to provide support for in the littorals with counter-insurgency expertise and
Civil Affairs Operations, Military Information Sup- language and cultural capability. Each team within the
port Operations, Unconventional Warfare and Coun- company is designed and capable of limited split-team
ter Proliferation operations, as well as training, equip- operations and trained to conduct FID, DA and SR
ping, planning for and providing forces to execute SOF missions both unilaterally and with partnered nation
Command and Control. forces. 1st MSOB is located at Camp Pendleton, CA,
and the 2nd and 3rd MSOBs are located at Camp
Lejeune, NC.
MARSOC Subordinate Units
Marine Special Operations Support Group
Marine Special Operations Regiment (MSOR):
(MSOSG): The MSOSG provides support capabilities
MSOR consists of a Headquarters Company and three
for worldwide special operations missions as directed
Marine Special Operations Battalions (1st, 2d, and 3d).
by the MARSOC commander. The MSOSG specifi-
The regiment provides tailored, military combat-skills
cally provides all-source intelligence fusion, combined
training and advisor support for identified foreign forc-
arms coordination, multi-purpose canine capability,
es, in order to enhance their tactical capabilities and to
special operations communications, and combat ser-
prepare the environment as directed by USSOCOM as vice support capability to MARSOC forces through
well as the capability to form the nucleus of a joint spe- its Combat Support Battalion, Logistics Battalion, and
cial operations task force. Marines and Sailors of the Support Battalion. The MSOSG deploys its capabilities
MSOR train, advise, and assist host nation forces - in- in tailored operational support detachments as part of
cluding naval and maritime military and paramilitary each MSOC and of each SOTF. The Support Group,
forces - to enable them to support their governments Combat Support Battalion, and Logistics Battalion are
internal security and stability; to counter subversion; located at Camp Lejeune, NC; the Support Battalion is
and to reduce the risk of violence from internal and located at Camp Pendleton to provide direct support
external threats. MSOR deployments are coordinated to 1st MSOB.
by MARSOC through USSOCOM, in accordance with Marine Special Operations School (MSOS):
engagement priorities for overseas contingency opera- MSOS screens, assesses, selects, and trains Marines
tions. MSOR HQ is located at Camp Lejeune, NC. and Sailors for special operations assignments in
Marine Special Operations Battalions (MSOB): MARSOC; provides both initial and advanced in-
The 1st, 2d, and 3d MSOBs are organized, trained, and dividual special operations training; and serves as
equipped to deploy for worldwide missions. The bat- MARSOCs training and education proponent in
talions are commanded by a Marine lieutenant colonel support of MARSOC requirements. MSOS is located
and consist of four MSOCs, which, when designated at Camp Lejeune, NC.
for deployment, are task organized with personnel
28
marsoc
Marine Special Marine Special Marine Special

Operations Operations Operations
regiment support group school
1st marine
special support
operations battalion
battalion
2d marine
special logistics
operations battalion
battalion
3d marine combat
special
support
operations
battalion battalion
29
MARINE FORCES part of his global force management responsibilities

RESERVE (MARFORRES) for the Commandant. Commander, MARFORRES is
Headquartered in New Orleans, Louisiana, MAR- also Commander, Marine Forces Northern Command
FORRES is responsible for providing trained units and (MARFORNORTH) and serves as the Marine compo-
qualified individuals for active-duty service in times of nent of NORTHCOM.
war, national emergency, or in support of contingency As of September 30, 2013, MARFORRES will have
operations. Marine Corps force expansion is made units located at 182 training centers in 47 states, Puerto
possible by activation of the Marine Corps Reserve. As Rico and the District of Columbia. The MARFORRES,
an operational reserve, MARFORRES provides per- in keeping with the Marine Corps Total Force concept,
sonnel and operational tempo relief for active compo- has been an integral force provider across the spectrum
nent forces during times of peace. of combat and peacetime engagement. The ethos of
Like the active component, MARFORRES is a MARFORRES is mobilization and combat readiness.
combined-arms force with balanced ground, aviation, This ensures the men and women of the Reserve stand
and logistics combat support units. MARFORRES ready, willing and able to answer the Nations call at
capabilities are managed through MARFORCOM as home and abroad at a moments notice.
commarforres
4TH MARINE 4TH MARINE 4th Marine force Headquarters

DIVISION AIRCRAFT WING Logistics Group Group
NEW ORLEANS, LA NEW ORLEANS, LA New Orleans, LA New Orleans, LA
1st civil affairs 3D CIVIL 4TH CIVIL

3D ANGLICO
group AFFAIRS GROUP AFFAIRS GROUP
camp pendleton, CA BELL, CA
Great Lakes, IL WASHINGTON, DC
Marine Corps
4TH ANGLICO INTELLIGENCE Law enforcement
Individual Reserve
SUPPORT BATTALION battalion
WEST PALM BEACH, FL Support Activity
NEW ORLEANS, LA minneapolis, MN
NEW ORLEANS, LA
30
Marine Forces Reserve Units
Force Headquarters Group New Orleans, LA Marine Aircraft Group 41 JRB Fort Worth, TX
Intelligence Support Battalion New Orleans, LA Marine Aviation Logistics Squadron 41 JRB Forth Worth, TX
4th Air and Naval Gunfire Marine Medium Tilt-Rotor
Liaison Company West Palm Beach, FL Squadron 764 Miramar, CA
6th Air and Naval Gunfire Marine Fighter Attack Squadron 112 JRB Fort Worth, TX
Liaison Company Concord, CA Marine Aerial Refueler Transport
1st Civil Affairs Group MCB Camp Pendleton, CA Squadron 234 JRB Fort Worth, TX
2d Civil Affairs Group Miami, FL Marine Fighter Training Squadron 401 MCAS Yuma, AZ
3d Civil Affairs Group NS Great Lakes, IL Marine Wing Support Squadron 473 MCAS Miramar, CA
4th Law Enforcement Battalion St. Paul, MN
6th Communications Battalion Brooklyn, NY Marine Aircraft Group 49 JRB McGuire-Dix-Lakehurst, NJ
Marine Aviation Logistics Squadron 49 Stewart ANG Base, NY
4th Marine Division New Orleans, LA Marine Aerial Refueler Transport
Squadron 452 Stewart ANG Base, NY
23d Marine Regiment San Bruno, CA Marine Medium Helicopter
1st Battalion Houston, TX Squadron 774 NAS Norfolk, VA
2d Battalion Pasadena, CA Marine Heavy Helicopter Squadron 772 JRB McGuire-Dix-Lakehurst, NJ
3d Battalion Bridgeton, MO Marine Light Attack Helicopter
2d Battalion, 24th Marines Chicago, IL Squadron 773 Warner Robins AFB, GA

Marine Wing Support Squadron 471 Minneapolis, MN
25th Marine Regiment Ft. Devens, MA
Marine Wing Support Squadron 472 JRB McGuire-Dix-Lakehurst, NJ
1st Battalion Ft. Devens, MA
2d Battalion Garden City, NY
Marine Air Control Group 48 Great Lakes, IL
3d Battalion Brook Park, OH
1st Battalion, 24th Marines Mount Clemens, MI Marine Tactical Air Command
Squadron 48 Great Lakes, IL
14th Marine Regiment Fort Worth, TX Marine Air Control Squadron 24 Virginia Beach, VA
2d Battalion (HIMARS) Grand Prairie, TX Marine Air Support Squadron 6 Westover Air Reserve Base, MA
3d Battalion Bristol, PA Marine Wing Communications
5th Battalion Seal Beach, CA Squadron 48 Great Lakes, IL
Marine Unmanned Aerial Vehicle
3d Force Reconnaissance Company Mobile, AL Squadron 4 MCAS Yuma, AZ
4th Force Reconnaissance Company Alameda, CA
4th Tank Battalion San Diego, CA Marine Aviation Training Support Group 42 NAS Pensacola, FL
4th Assault Amphibian Battalion Tampa, FL
4th Light Armored Reconnaissance
4th Marine Logistics Group New Orleans, LA
Battalion MCB Camp Pendleton, CA
Combat Logistics Regiment 4 Kansas City, KS
4th Combat Engineer Battalion Baltimore, MD
Combat Logistics Battalion 23 Fort Lewis, WA
4th Reconnaissance Battalion San Antonio, TX
Combat Logistics Battalion 451 Charlotte, NC
4th Marine Aircraft Wing New Orleans, LA 4th Dental Battalion Marietta, GA
Marine Transport Squadron 4th Medical Battalion San Diego, CA
Det VMR Andrews AFB Andrews Air Force Base, MD 6th Engineer Support Battalion Portland, OR
Det VMR JRB Belle Chase New Orleans, LA Combat Logistics Regiment 45 Marietta, GA
Combat Logistics Battalion 453 Aurora, CO
Combat Logistics Battalion 25 Red Bank, NJ
31
U.S. MARINE CORPS FORCES, CYBERSPACE C

ollecting and sharing Global Information Grid
COMMAND (MARFORCYBER) (GIG) situational awareness
Recognizing the significance of the cyberspace R
eporting and directing actions that proactively
domain to national security, the Secretary of Defense address threats and vulnerabilities
directed the establishment of U.S. Cyber Command R
esponding to operational incidents
(CYBERCOM) as a sub-unified command under the P
roviding technical leadership to ensure that Ma-
U.S. Strategic Command. The primary objective of rine Corps and joint capabilities leverage new tech-
CYBERCOM is to integrate the computer network nologies to the advantage of the Marine warfighter.
operations capabilities of the services and agencies in MCNOSC personnel monitor MCEN operations
support of the National Strategy to Secure Cyberspace around the clock through an array of strategically po-
(NSSC). sitioned sensors and a 24/7 watch floor to ensure the
In response, the Marine Corps established U.S. availability and security of the network. Under the op-
Marine Corps Forces Cyberspace Command (MAR- erational control of MARFORCYBER, the MCNOSC
FORCYBER) in October 2009. (This was comple- conducts preventative actions, attack detection, and
mented by the standing up of the Navys U.S. Tenth incident response to counter rapidly expanding, in-
Fleet/Fleet Cyber Command in January 2010.) MAR- creasingly diverse, and ever-more complex threats to
FORCYBERs mission is to plan, coordinate, integrate, defend the MCEN against cyber attack and enable the
synchronize, and direct full spectrum Marine Corps
Marine Corps use of cyberspace.
cyberspace operations. This includes Department
of Defense (DoD) Global Information Grid (GIG)
Company L, Marine Cryptologic
operations, defensive cyber operations, and when di-
Support Battalion (MCSB)
rected, planning and executing offensive cyberspace
Assigned under the operational control of MAR-
operations. These operations support the Marine Air
FORCYBER, Company Ls mission is to plan and
Ground Task Force (MAGTF), joint, and combined cy-
berspace requirements that enable freedom of action execute offensive cyberspace operations in order to
across all warfighting domains and deny the same to support joint and Marine Corps requirements. Addi-
adversarial forces. tionally, Company L deploys Marines to provide tai-
lored subject matter expertise in support of MEF and
MAGTF operations.
MARFORCYBER Subordinate Units
Marine Corps Network Operations and Security
Center (MCNOSC)
The MCNOSCs mission is to direct global net-
work operations and defense of the Marine Corps En-
terprise Network (MCEN). MCNOSC also provides
technical leadership to facilitate seamless information marFORCYBER
exchange by Marine and joint forces operating world-
wide. The MCNOSC is the Corps nucleus for enterprise
data network operations and defense, network support
to deploying forces, and technical development of net-
work-enabled information technology (IT) solutions. MCNOSC Co L, MCSB
The MCNOSC activities include the following:
O
perating and defending the
enterprise aspects of the MCEN
32
INSTALLATIONS ground equipment reset and is responsible for end-to-

MARINE CORPS INSTALLATIONS COMMAND end ground equipment reset from Southwest Asia ac-
(MCICOM) tions from theater, through the appropriate Operation
The Commandant of the Marine Corps (CMC) Enduring Freedom (OEF) Reset Account and until all
directed a reorganization of the Installations and Lo- reset maintenance actions are complete. As such, the
gistics Department, Headquarters Marine Corps, to Command is fully engaged in expediting, tracking,
include the creation of Marine Corps Installations and processing principle end items and other classes
Command (MCICOM) subordinate to the Deputy of supply from Afghanistan. Additionally, MCLC man-
Commandant, Installation and Logistics. The CMC ages the enterprise lifecycle maintenance program that
further stipulated that MCICOM would consist of a is used to reset designated ground weapon systems.
Headquarters located at Washington, D.C., and three Through Marine Corps Logistics Command (For-
subordinate commands: Marine Corps Installations ward) (MCLC (Fwd)), located in Afghanistan, MCLC
East; Marine Corps Installations Pacific; and Marine provides critical sustainment logistics support to Ma-
Corps Installations West. MCICOM achieved full op- rine forces currently deployed to Afghanistan. MCLC
erational capability at the commencement of FY 2013. (Fwd) also executes in-theater reset actions, conducts
Marine Corps installations directly support Ma- the retrograde of equipment, and assists the redeploy-
rine Corps Operating Forces, individual Marines, ment actions of Marine Forces Central Command and
and family members. They are essential components the OEF Marine Air Ground Task Force.
in the foundation of national defense as they are the MCLC is structured to execute its core competen-
force projection platforms that support training, sus- cies via its four subordinate commands, its Marine
tainment, mobilization, deployment, embarkation, Expeditionary Force (MEF) Support Teams co-located
redeployment, reconstitution, and force protection. with each MEF and Marine Forces Reserve Headquar-
However, our installations face the most significant ters, and its liaison officers in the National Capital
challenges in their history including increasing mis- Region, at Marine Corps Systems Command and the
sion scope and complexity, declining resources, and Program Executive Office-Land Systems.
growing threats to their long-term viability. The most
pressing mission challenge is to maintain high quality Blount Island Command
installation support despite resource constraints. Blount Island Command (BIC), located in Jack-
sonville, Florida, ensures that ground equipment and
Marine Corps Logistics Command (MCLC) supplies associated with Marine Corps prepositioning
Headquartered in Albany, Georgia, MCLC pro- programs afloat and ashore are of the highest state of
vides worldwide, integrated logistics, supply chain, and readiness. BIC services the Marine Corps entire mari-
distribution management; maintenance management; time prepositioning fleet, currently consisting of 12
and strategic prepositioning capability in support of ships and growing to 14 by 2015, within a three-year
the operating forces and other supported units. The period, and also services the Marine Corps equipment
services and support provided by MCLC maximize maintained in the Norwegian caves as part of the Ma-
supported unit readiness, synchronize distribution rine Corps Prepositioning Program-Norway. The BIC
processes, and support Marine Corps enterprise and facility is being expanded to handle the demands of the
program-level total life cycle management. future Maritime Prepositioning Force (MPF) program
MCLC is the Marine Corps Executive Agent for over the long term. In addition to the MPF mission,
the tactical coordination, planning, and execution of BIC manages the Marine Expeditionary Unit (MEU)
33
COMMANDING GENERAL,
MARINE CORPS
LOGISTICS COMMAND
Maintenance Center Maintenance Center BLOUNT ISLAND COMMAND

albany, GA Barstow, Ca JACKSONVILLE, FL
Augmentation Program (MAP). Supporting the purpose equipment, and communications/electronics

MEUs that serve as U.S. Central Commands strategic equipment.
reserve, the MAP is an inventory of equipment, mainly
rolling stock and armored vehicles, on call in Kuwait. Marine Corps Logistics Command (Forward)
MCLC (Fwd) directs MCLC operations conduct-
Marine Depot Maintenance Command ed in Afghanistan in order to provide service-level
In December 2011, the Commandant of the Ma- operational logistics support to Marine Corps forces
rine Corps approved the establishment of MCLCs as directed by Commander U.S. Marine Corps Forces
subordinate command, the Marine Depot Mainte- Central Command and to execute in-theater Rede-
nance Command (MDMC). MDMC headquarters is ployment and Retrograde in support of Reset and Re-
located in Albany, Georgia with Production Plants in constitution actions. It provides other services and ca-
Albany and Barstow, California which consolidated pabilities that align with the MCLC core competencies
the two production plants under a single headquarters, of supply, maintenance, and distribution to sustain the
will reduce overhead, provide greater flexibility, and readiness of combat forces and allow them to focus on
gain critical efficiencies to better support Marines in their tactical mission. Areas of effort includes manage-
combat and in training. The production plants repair, ment of a forward-in-stores capability, which is an in-
rebuild, and modify all types of Marine Corps ground- ventory of critical equipment that is used to replace
combat, combat-support, and combat-service sup- damaged or destroyed items immediately instead of
port equipment. These two production plants can be waiting for them to be shipped from the United States.
rapidly realigned for new capability and capacity to MCLC (Fwd) manages the principle end item rota-
meet the immediate needs of the warfighter, to include tion program; an effort designed to maintain a steady
the ongoing deployment of maintenance teams to OEF flow of refurbished equipment throughout the theater
to provide support for combat operations and the con- and coordinates the use of available in-theater main-
tinuing execution of the reset of equipment returned tenance resources to keep equipment combat ready.
from Afghanistan. Both production plants are desig- Finally, MCLC (Fwd) is responsible for the retrograde
nated as Centers of Industrial and Technical Excel- of USMC equipment from Afghanistan by identifing,
lence for ground and amphibious combat and combat accounting for, and shipping equipment to its reset
support systems, combat/tactical vehicles, automotive/ destination.
construction equipment, ordance/weapons, general-
34
Marine Corps Logistics Command (MCLC)

Headquarters Group (HQ)
MCLC HQ Group, located in Albany, Georgia,
provides for the safety and welfare, ensures good order
and discipline, and maintains individual readiness for
all Marines and sailors assigned to the headquarters
and MDMC.
35
CHAPTER 3
chapter 3: programs
PROGRAMS
Introduction
The primary role of the Marine Corps in the 21st century is to be the
Nations Expeditionary Force-in-Readiness. It is a force that provides
combined-arms operating forces including integrated aviation and
logistical components for service as part of naval, joint, and combined
forces world wide. The Marine Corps fills a unique role in the capability
range of Americas armed forces. A Middleweight Force, we are lighter than
the Army, and heavier than Special Operations Forces (SOF). Marine Corps
forces magnify U.S. power-projection capabilities, ensuring American
military power remains influential during peacetime, compelling in crisis,
and decisive in war.
As we look ahead, we will reinvigorate and reinforce our credentials as a
lighter, faster, hard-hitting, expeditionary, and sea-based Marine Corps that
relies on agility, shock, and surprise. Innovation and fiscal responsibility like-
wise will continue to be hallmarks of the Marine Corps. We are continuing to
invest limited resources to restore combat capability and enhance our Marines
readiness at home and in overseas operating areas. We also are monitoring our
total investment requirements and measuring them against changing opera-
tional demands. In Marine Corps ground and aviation programs, for example,
we continue to test, develop, and procure dual-use systems and employ emerg-
ing technology. Throughout, however, our focus remains on the individual
Marines ability to carry out the tasks at hand.
Chapter Three of the 2013 Edition of Concepts and Programs provides
information on Marine Corps programs of record and major end-item equip-
ment, which will ensure that current and future Marines have what they need
to accomplish the mission.
37
ACQUISITION CATEGORIES (ACAT) the largest automated information system (AIS) acqui-
and terms sition programs. There are several cost thresholds for
The category of an acquisition program shall gen- this level, which include AIS programs with single-year
erally be determined based upon an assessment of cost, funding, in all appropriations in excess of $32 million
complex and risk. A description of the most commonly in FY 2000 dollars, with total program cost in excess of
discussed Acquisition Category (ACAT) levels follows: $126 million in FY 2000 dollars, or total lifecycle costs
in excess of $378 million in FY 2000 dollars, or desig-
nated as Special Interest by the MDA.
ACAT I: Major Defense Acquisition Pro-
grams (MDAP)
The Undersecretary of Defense for Acquisition, ACAT II
Technology, and Logistics (USD(AT&L)) designates These programs do not meet the threshold for
MDAPs as ACAT ID (Defense Acquisition Board) or ACAT I, but have research and development funding
ACAT IC (Component). The Milestone Decision Au- in excess of $140 million or procurement funding in
thority (MDA) for an ACAT ID program is USD(ATL), excess of $660 million. They are also known as Ma-
and the MDA for ACAT IC (Component) Department jor Systems and the USD(AT&L) or his designee is the
of the Navy (DON) programs is the Secretary of the MDA for ACAT II programs. The Marine Corps funds
Navy or the Assistant Secretary of the Navy Research, two ACAT II program: the Logistics Vehicle Systems
Development & Acquisition (ASN(RDA)). To achieve Replacement and the Lightweight 155 Howitzer.
this level of designation, a program must exceed $365
million in FY 2000 dollars in research and develop- ACAT III
ment funding, exceed $2.190 billion in FY 2000 dollars Programs that do not meet the cost threshold for
in procurement funding or be designated as Special ACAT I or II but involve combat capability are desig-
Interest by the MDA. nated ACAT III or IV programs. Within the Marine
The Marine Corps leads the following ACAT I Corps, the designation generally depends on the level
programs: the MV-22 Osprey Program; the Global of program management and oversight assigned by
Combat Support System; the Ground Aviation Task Commander, Marine Corps Systems Command, Pro-
Oriented Radar; the Medium Tactical Vehicle Replace- gram Executive Officer Land Systems, or the Direct
ment; and the Common Aviation Command and Con- Reporting Program Manager when that applies. The
trol System. The Marine Corps also participates in nu- Marine Corps currently manages more than 24 ACAT
merous joint ACAT I programs, including the Global III programs.
Broadcast Service, the Joint Light Tactical Vehicle, and
the Joint Tactical Radio System. ACAT IV
There are two categories of ACAT IV programs.
ACAT IA: Major Automated ACAT IVT (Test) programs require Operational Test
Information Systems (MAIS) and Evaluation (OT&E), while ACAT IVM (Moni-
USD(AT&L) designates MAIS programs as ACAT tor) programs do not. Commander, Operational Test
IAM (MAIS) or ACAT IAC (Component) and is the and Evaluation Force (COMOPTEVFOR) or Director,
MDA for ACAT IAM programs, unless delegated to Marine Corps Operational Test and Evaluation Activ-
the Assistant Secretary of Defense for Networks and ity (Director, MCOTEA) may elect to monitor ACAT
Information Integration (ASD(NII)). The ASN(RDA) IVM programs. The Marine Corps manages nearly 40
is the MDA for DON ACAT IAC programs. These are such programs.
38
chapter 3: programs
Abbreviated Acquisition Programs (AAPs) nology discovery and development process reflecting
AAPs are programs that do not meet the criteria close collaboration between the science and technol-
for ACAT IV or above and does not require operation- ogy (S&T) community, the user, and the system de-
al test and evaluation. Developmental costs for AAPs veloper. It is an iterative process designed to assess the
cannot exceed $10 million and total program value viability of technologies while simultaneously refining
cannot exceed $50 million. For information technol- user requirements.
ogy systems, developmental costs cannot exceed $15
million, or program costs exceed $30 million. For the Engineering and Manufacturing Development
past several years, the Marine Corps manages approxi- (Pre-Milestone C): This is the phase in which a system
mately 100 AAP programs at any given time. or increment of capability is developed. Work in this
phase includes reduction of integration and manu-
facturing risk, ensuring operational supportability,
Operations and Support Programs
human systems engineering, design for the ability to
(O&S Programs)
produce, and demonstration of system integration, in-
As total life-cycle managers of already acquired
teroperability and utility.
and fielded systems, the Marine Corp Systems Com-
mand maintains control and management oversight Production and Deployment (Post-Milestone
responsibilities for more than 300 independent sys- C): This is the phase in which the operational capa-
tems needed to support the warfighter. bility that satisfies mission needs is achieved through
operational test and evaluation to determine effective-
Acquisition Phases and Terms ness, and suitability. Milestone C authorizes entry into
Materiel Solution Analysis Phase (Pre-Milestone Low Rate Initial Production (LRIP, for MDAPs and
A): The purpose of this phase is to assess potential major systems), into production or procurement (for
materiel solutions and to satisfy the phase-specific non-major systems that do not require LRIP), or into
entrance criteria for the next program milestone des- limited deployment in support of operational testing
ignated by the MDA. The most promising systems for MAIS programs or software-intensive systems with
concepts shall be defined, in part, by broad objectives no production components. The MDAPs and other
for performance and the identification of interoper- programs on the Office of the Secretary of Defense
ability and integration requirements within a family of (OSD) Test and Evaluation Oversight List, Production
systems or system of systems. The Materiel Solution and Deployment have two major efforts LRIP and
Analysis Phase ends when the Analysis of Alternatives Full-Rate Production and Deployment and require
(AoA) has been completed, materiel solution options a Full-Rate Production (FRP) Decision Review. For
for the capability need identified in the approved Ini- MAIS programs or software intensive systems with no
tial Capabilities Document (ICD) have been recom- production components, the FRP Decision Review is
mended, and the phase-specific entrance criteria for referred to as the Full Deployment Decision Review.
the initial review milestone have been satisfied.
A Non-Developmental Item (NDI): An NDI is
Technology Development Phase (Pre-Milestone any previously developed item of supply used exclu-
B): The purpose of this phase is to reduce technol- sively for government purposes by a federal agency,
ogy risk, to determine and mature the appropriate set a state or local government, or a foreign government
of technologies to be integrated into a full system, and with which the United States has a mutual defense
to demonstrate critical technology elements on proto- cooperation agreement. An NDI requires only minor
types. Technology Development is a continuous tech- modifications or modifications of the type customar-
39
ily available in the commercial marketplace in order to Full Operational Capability (FOC): In general,
meet the requirements of the Marine Corps. FOC is attained when all units and organizations in
the force structure scheduled to receive a system have
Initial Operational Capability (IOC): In general, received it and have the ability to employ and main-
IOC is reached when some units or organizations in tain it. The specifics for any particular system FOC are
the force structure scheduled to receive a system have defined in that systems CDD and CPD.
received it and have the ability to employ and main-
tain it. The specifics for any particular system IOC are
defined in that systems Capability Development
Document (CDD) and Capability Production
Document (CPD).
40
chapter 3: programs
41
42
Pillar 1:
High Quality People
section 1: Manpower
chapter 3: programs
Introduction
Our Marine Corps is an expeditionary force fully trained and capable
of executing assigned missions. Our strategic guidance rightfully focuses
our attention on the Pacific and Central Command regions. Navy-Marine
Corps forward basing, response capabilities and plans are already positioned
to support that strategy, yet we will remain vigilant and capable to respond
on short notice in other areas of the world as our Nation requires. Marines
continually stand ready to contribute to a decisive joint force and can help
provide access for that force wherever needed.
Our Corps of today and tomorrow will maintain its high standards
of training, education, leadership, and discipline while contributing vital
capabilities to the Joint Force across the spectrum of military opera-
tions. The emerging strategy revalidates our role as Americas Expedi-
tionary Force in Readiness. Our partnership with the Navy enables a
forward-deployed and engaged force that shapes, deters, responds, and
projects power well into the future.
45
Force Structure Review/ End Strength

Drawdown in Forces Fiscal Year 2013 marks the first year of a four-year
drawdown period as the Marine Corps moves toward
the 182,100 force. Personnel costs account for about
60 cents of every Marine Corps dollar, and the result-
ing 182,100 Marine active duty force, supported by our
Reserve component, retains the capacity and capability
to support steady state and crisis response operations
through rotational deployments and to rapidly surge in
support of major contingency operations.
As we reduce our active component end strength,
we must manage the rate of reduction carefully and re-
sponsibly. The Marine Corps plans to draw down our
end strength by approximately 5,000 Marines per year.
The Marine Corps conducted a capabilities-based The continued resourcing of this gradual ramp down is
Force Structure Review beginning in the fall of 2010 vital to keeping faith with our Marines, many of whom
in order to organize, rebalance and posture the force have served in combat, and their families. This pace
for the challenges of the emerging security environ- of drawdown will allow for completion of our mission
ment of the future. The Force Structure Review Group in Afghanistan while ensuring proper resiliency in the
(FSRG) incorporated the lessons learned from 10 years force relative to dwell times. As our Nation contin-
of combat and addressed 21st century challenges con- ues to reduce the size of its Armed Forces, the Marine
fronting our Nation and its Marine Corps. The reviews Corps will guard against the tendency to focus on pre-
charter included efficient force structure planning, 9/11 end strength levels which would neither account
later termed as best value, with regard to capability, for the lessons learned from 10 years of war, nor ad-
cost and readiness relative to the operational require- dress the irregular warfare needs of the modern bat-
ments of the forward-engaged geographic combatant tlefield. Our 182,100 Marine Corps represents fewer
commanders. The 2010 FSRG concluded with a CMC infantry battalions, artillery battalions, fixed wing avia-
approved plan to field a comprehensive force, with an tion squadrons, and general support combat logistics
approximate end strength of 186,800, which meets the battalions than we had prior to 9/11. However, it adds
Title 10 requirements of the Marine Corps in crisis cyber warfare capability, special operators, wartime
response and forward presence. However, further fis- enablers, and higher unit manning levelsall lessons
cal constraints articulated within the Fiscal Year 2013 gleaned from ten years of combat operations. It is a
Presidential Budget required additional adjustments very capable force.
to the FSRGs proposed force, drawing down to ap- We are also committed to keeping faith with Ma-
proximately 182,100 end strength. The adjusted force rines, Sailors and their families who have sacrificed so
structure, however, maintained the overall theme and much over the past decade of war. Personnel reduc-
charter of FSRG, employing wargamed contingencies tions that become precipitous are among the worst
in capability draw down, while yet maintaining overall measures that can be employed to save money. Our
capabilities necessary in the 21st century for Marines all-volunteer force is built upon a reasonable opportu-
to fulfill their primary role as Americas Expeditionary nity for retention and advancement. Unplanned and
Force in Readiness, even at a reduced capacity. unexpected wholesale cuts undermine the faith and
46
chapter 3: programs
confidence in service leadership and create long-term Diversity

experience deficits with negative operational impacts. Rapidly changing demographics of the Nation will
Such an approach would no doubt do significant long- continue to propel diversity forward as a strategic is-
term damage to our ability to recruit and maintain a sue. Key to the Marine Corps diversity effort is the
quality force. understanding that the objective is not to structure a
force that merely reflects current demographics. It is
through actively seeking the best and brightest young
men and women from all communities in the Nation
MARINE CORPS RECRUITING
that we achieve diversity of intellect, talent, culture
COMMAND (MCRC)
and demographic representationall of which raise
the total capability of our Corps. Efforts to generate
more awareness about officer programs in underrep-
resented communities are underway. Since 2011, we
have conducted leadership seminars at many locations
throughout our country, introducing diverse college
undergraduates and key influencers to Marine leader-
ship traits and Marine Corps leadership opportunities.
We are actively seeking out new communities within
which to continue this effort. While minority officer
accessions saw an increase during Fiscal Year 2012,
we must nurture this gain and future successes with
effective career development and mentorship initia-
tives. Doing so will set the conditions for more diverse
Headquartered in Quantico, VA, Marine Corps
officer profile projections. Overall, we seek to com-
Recruiting Command (MCRC) conducts operations to
municate the Marine Corps diversity mission through
recruit qualified individuals for enlistment or commis-
community outreach and recruit marketing; to ensure
sioning into the United States Marine Corps and Ma-
continued opportunities for merit based development
rine Corps Reserve. The goal is to attain the assigned
and advancement; and to optimize training and edu-
Total Force personnel requirements by component
cation to increase the understanding for all Marines of
and category in accordance with the applicable fiscal
the value that diversity brings to the Total Force.
year Marine Corps accessions strategy (Manpower Ac-
cessions Plan Memoranda), the Recruiting Operations
Order, and as otherwise directed by the Commandant
of the Marine Corps. MCRC consists of two recruit- MANPOWER RECRUITING
ing regions with three recruiting districts each. MCRC FY 2012 was another productive year for the
has 3,760 Marine Corps recruiters operating out of 48 Marines of Marine Corps Recruiting Command as
recruiting stations, 615 recruiting sub-stations, and their sustained recruiting efforts resulted in 35,964
72 officer-selection sites. MCRC maintains facilities total force non-prior service enlisted, 1,464 officer, and
throughout the continental United States, Alaska, Ha- 4,210 prior service Marine accessions with historic
waii, Puerto Rico, Guam, the U.S. Virgin Islands, and highs in quality indicators. The tireless effort of the
the Northern Mariana Islands. recruiting force was instrumental in the Marine Corps
47
sage of making Marines, winning our nations battles

and developing quality citizens. This is strategically
accomplished through comprehensive marketing and
advertising programs. These programs serve to rein-
force the elite warrior image and send the same positive
message that is communicated daily by the individual
recruiter and supported by the recruiters collateral
materials. These programs are also critical in main-
taining our message, emphasizing core competencies
attainment of the overall end strength goal of 198,000. of building brand awareness; generating quality leads
Moving into FY 2013, MCRC remains poised to meet for recruiters and developing recruiter support mate-
future accession requirements and the challenges of rial for use in the recruiting process. High-quality ad-
recruiting an all volunteer force, by maintaining an ap- vertising efforts properly focused on the target markets
propriately sized and resourced recruiting force. of prospective recruits and their influencers create and
Recruiting remains the lifeblood of the Marine maintain awareness of Marine Corps opportunities
Corps. The efforts of the recruiting force and the qual- amongst Americas young men and women.
ity of the individual Marine remains the bedrock upon Paid advertising continues to be the most effec-
which the Corps is built. To recruit the high quality tive means to connect with the public and, as a result,
men and women necessary to earn the title of Ma- remains the focus of MCRCs advertising efforts. As
rine requires an equal investment toward who be- advertising costs increase, it is vital that our advertis-
comes a recruiter. Those chosen to become recruiters ing budgets remain competitive in order to ensure that
undergo extensive screening at their home station to our recruiting message reaches the right audience. The
ensure qualifications for this demanding independent ever-present reality of a down-sizing Marine Corps,
duty are met. These are the best the Marine Corps has an active operational war front, and a reduced bud-
to offer and they are specifically chosen to be ambas- get presents new challenges in FY 2013 and beyond.
sadors of the Marine Corps to communities across MCRC is able to avoid historical post-drawdown
America. The intent is to have a Marine Corps repre- surges in the out years by maintaining the manpower
sentative that embodies the values of the Corps to the and funding that is required to meet Marine Corps
American public and inspires and influences young personnel and strength levels. Marine Corps recruit-
men and women to seek the challenge of becoming a ing successes during the past several years are a direct
Marine. This is further refined by providing intensive reflection of the superior efforts of a quality recruiting
training at Recruiters School, so that each recruiter is force and the supporting arms of effective marketing
thoroughly prepared and armed with the most cur- and advertising programs.
rent information, policies, and techniques to face the MCRC achieved success in FY 2012 by making 100
multi-faceted challenges associated with recruiting percent of our enlisted shipping objectives and exceed-
duty. This training is continuously reinforced and is ing the quality standards for both the Department of
built upon throughout a recruiters tour to ensure pro- Defense (DoD) and the Marine Corps. For example,
ficiency, preparedness, and success. 99.9 percent of those shipped to recruit training were
Even before a prospective applicant meets with a Tier 1 high school graduates, above the DoD and Ma-
recruiter in person, it is likely that they have, in some rine Corps standards of 90 and 95 percent, respectively.
way, already been exposed to the Marine Corps mes- Additionally, 75.3 percent were in the I-IIIA upper
48
chapter 3: programs
mental group, which again is well above the DoD and cruiting success. The same intensity, dedication, and
Marine Corps standards of 60 percent and 63 percent, commitment to achieving mission that have been the
respectively. The Marine Corps Reserve achieved 100 foundation of past success will remain the guide to
percent of its recruiting goals with the accession of the future.
5,450 Non-Prior Service Marines. Of these, 99.9 per-
cent were Tier I high school graduates and 78.1 percent
were in the I-IIIA mental groups. In addition, MCRC
accessed 4,210 Prior Service Marines into the Marine MARINE CORPS RECRUITING
Corps Reserves, achieving 100 percent of the objective. INFORMATION SUPPORT
Success was also achieved in the officer mission by SYSTEM (MCRISS)
obtaining 101 percent in all categories of air, ground, Description
and law. Coupled with the contributions of the U.S. The MCRISS streamlines the entire enlistment
Naval Academy (USNA) and the Naval Reserve Officer process and provides immediate benefits in man-hour
Training Corps (NROTC) programs, the overall annual savings by eliminating redundant data entry and im-
officer requirement was met. With a drive on finding proving the quality of information available. More-
the highest caliber of officers, the Marine Corps Of- over, the system directly interfaces with and supports
ficer Selection Teams are focusing on college campus key information technology initiatives from the U.S.
markets for contracting future officers through the Military Entrance Processing Command by electroni-
Platoon Leaders Class (PLC) Program. Every effort is cally scheduling applicants for processing and receiv-
being made to ensure that the quality of the future Of- ing electronic processing results. MCRISS interfaces
ficer Corps is maintained for years to come. with the Office of Personnel Management to ensure
Diversity representation throughout the Marine security background checks are fully completed on
Corps, both in enlisted and officer ranks, remains an each applicant. MCRISS harnesses state-of-the-art
important priority. FY 2012 showed continued prog-
technology and provides the Marine Corps Recruit-
ress in MCRCs efforts to further diversify new officer
ing Command with a solid foundation from which to
accessions. Hispanic officer accessions saw an increase
grow future manpower information systems such as
for the fourth consecutive year, and for the first time
MCRISS-Recruiting Sub-Station (RSS) and MCRISS-
ever, MCRC awarded the maximum allotment of 4-year
Officer Selection System (OSS).
Frederick C. Branch Scholarships. The All Commu-
The deployment of MCRISS-RSS and OSS auto-
nity Approach remains the beat that drives MCRCs
battle rhythm in engaging the American public and mates both the officer and enlisted side of recruiting
increasing the Corps connectedness to the society we at the recruiter/officer selection officer (OSO) level
serve. MCRC is carrying the message of leadership by organizing every effort and providing the proven
opportunities within the Corps to all segments. With framework of systematic recruiting. Systematic re-
this determined approach, MCRC will help potential cruiting establishes procedures for standardization,
applicants see the Marine Corps as a primary option management/planning, training, and action by focus-
and it raises officer program awareness with younger ing the OSO, RSS SNCOIC and recruiter on those ac-
audiences, in turn feeding our seeding programs. tivities and programs vital to effective recruiting. This
The results achieved during FY 2012 have upheld effort will further eliminate redundant data entry and
Marine Corps Recruiting Commands legacy of re- save the most valuable asset, time.
49
Operational Impact MARINE CORPS RETENTION

Time is the officer or enlisted recruiters greatest Enlisted Personnel
challenge and most precious asset. A Marines achieve- Enlisted retention achievements contribute to the
ment and success on recruiting duty is measured only Marine Corps success in reaching key end strength
by the number of qualified quality individuals inter- milestones and ensuring the proper grade composition
viewed, contracted, and shipped to recruit training and experience levels in the enlisted career force. The
or Officer Candidate School. MCRISS-RSS/OSS, cou- Marine Corps continues to retain both first-term and
pled with solid skills, will systematically organize the subsequent-term enlisted Marines in order to shape
Marines day, week, and month, thereby saving time the Non-Commissioned Officer and Staff Non-Com-
and making the demanding task of mission accom- missioned Officer leadership required to meet its ac-
plishment more efficient and effective. With added tive component end strength. In Fiscal Year 2012, we
organization, the recruiter will be armed to con- achieved our desired end strength and enforced strict
duct prospecting in an efficient manner, thus saving first-term boat-space caps. In addition to achieving
time and ensuring consistency in the execution of our aggregate retention mission, we achieved an im-
prospecting plans. pressive 97.2 percent Military Occupational Specialty
match with our first-term alignment program, which
Program Status ensures proper grade shaping for the future career
FY 2013 effort will include a hardware refresh in force. Retention goals will remain aggressive as the Ma-
order to adequately support the future growth and rine Corps continues to shape its enlisted career force.
functionality of MCRISS by leveraging industry best The Selective Reenlistment Bonus Program (SRBP)
practices. Also, future endeavors will include expand- has aided reenlistment endeavors and improved reten-
ing the system to support mobile technology. A mobile tion for many of our critical skill shortages.
technology initiative will deliver the utmost flexibility. Although SRBP greatly assists with retention suc-
The initiatives for FY 2013 will be focused and concert- cess, intangible attributes such as pride of service and
ed efforts resulting in a system that is efficient, effective, satisfaction of leadership remain significant influences
and utilized by all levels of recruiting. on retention. All leaders within the officer and enlisted
ranks must ensure Marines are educated on the im-
portance of retention and on our evolving retention
policies and incentives. Leaders must emphasize the
intangibles of service to aid quality Marines in their
individual reenlistment decisions.
Marine Corps retention efforts are enhanced by
career planners who specialize and assist command-
ers in the retention of Marines. Also supporting re-
tention efforts is the Enlisted Career Counseling and
Performance Evaluation Unit resident in the Enlisted
Assignments Branch at Headquarters Marine Corps.
The Marines in this unit provide career guidance to
enlisted career Marines, performance evaluations on
retention and retirement requests, and informational
briefs to commands throughout the Marine Corps.
50
chapter 3: programs
The unit also provides formal instruction on promo- activities such as disaster relief.
tion and career progression to all academies, the Ser- Despite the current high operational tempo, the
geants Course, Career Course, Advanced Course, and Marine Corps continues to meet its Reserve recruiting
Infantry Unit Leaders Course. It conducts command mission. New Marines and prior service Marines are
visits at home and abroad, reaching more than 150,000 accessed into our Reserve at a rate of approximately
personnel per year. 25 percent of the Selected Reserves end strength per
year, providing continued capability to augment and
Officers reinforce the Active Component. The Reserve Officer
The Marine Corps officer retention goal is to re- Commissioning Program is enabling the Reserve Com-
tain the best and most fully qualified officers in the ponent to meet the demand for platoon leaders and
right grades and with the right skills to provide the company grade officers in our combat arms battalions.
capabilities required in the operating forces. Histori- This program, combined with increased recruiting of
cally, the aggregate officer retention rate has been 91.8 all prior service officers and pilots through increased
percent. For Fiscal Year 2012, we achieved a retention affiliation bonuses, inactive duty training travel, Active
rate of 92.5 percent. Regardless of this great success, and Reserve Component transition opportunities, and
the Marine Corps continues to look for indicators of primary military occupational specialty retraining, is
higher attrition in future years. providing the leadership needed in our Selected Ma-
Overall, officer retention is excellent. Shortages rine Corps Reserve units.
do exist in certain grades and skills, but we are tak- The Marine Corps Reserve is a full partner in the
ing actions to properly shape the composition of the Marine Corps Total Force. Reserve Marines continue
officer corps. To this end, the Marine Corps has both to prove their dedication to their country and fellow
monetary and non-monetary programs in place. All citizens. Their honor, courage, and commitment to
of these programs provide incentives to officers for warfighting excellence, while maintaining close ties
continued service while retaining Marine Corps flex- to their community, truly set them apart as citizen
ibility to meet requirements across the Marine Corps soldiers. MARFORRES will continue to serve as an
Total Force. integral part of the Marine Corps Total Force in ac-
complishing its assigned mission as an expeditionary
force in readiness.
Marine Corps Reserve

Reserve Marines understand the need to protect
the American way of life. Dedicated men and women civilian marines
continue to volunteer to serve their country in the Ma- Civilian Marines are valuable assets to the Marine
rine Corps Reserve and share the sacrifices made by Corps Total Force team, providing critical support in
the Total Force in todays conflicts. The Marine Corps numerous areas throughout the Corps. The Civilian
Reserve fills critical requirements supporting overseas Marine workforce totaled approximately 33,000 em-
contingency operations and the needs of combatant ployees at the end of Fiscal Year 2012.
commanders worldwide. At home, Marine Forces Re- Civilian Marines work in true partnership with
serve (MARFORRES) maintains units and assets pre- Marines and play an important role in current combat
positioned throughout the country ready to assist not operations, research and development, and acquisi-
only national defense missions, but also civil-military tion. They provide invaluable assistance, especially to
51
lenges, today and into the future. Through commu-

nity management and career-development initiatives,
Civilian Marines are able to remain a team of experts
strategically integrated into the mission of the Corps.
For instance, the Marine Corps Acculturation Pro-
gram enables our civilians to learn and better under-
stand their supporting roles, develop an appreciation
of Marine Corps culture and history, and learn how
their work fits into the Marine Corps mission.
The Marine Corps maintains relations with nine
federal unions representing nearly 17,000 Civilian Ma-
rines. Guided by the Federal Service Labor-Manage-
Marines returning from deployment and their fami- ment law, the Marine Corps supports a proactive labor
lies, as well as traditional services vital to base and sta- relations program that manages strategies for effective
tion operations. communication, investigation, and establishment of
The Marine Corps is committed to having a civil- work-life balance to create a more positive and effec-
ian workforce equipped with the leadership skills and tive workplace environment.
technical competencies necessary to meet all chal-
52
chapter 3: programs
53
section 2: Education
chapter 3: programs
EDUCATION ficers Course was introduced in 2011 for lieutenant

Marine Corps University (MCU) colonels and colonels. The Senior Planner Course also
and Professional Military has included master/first master and master gunnery
Education (PME) sergeants/sergeants major.
The MCU, also known as Education Command, Enlisted resident education is conducted at the six
oversees a series of schools that Marines attend pro- regional Staff Noncommissioned Officer Academies
gressively throughout their careers, regardless of worldwide that offer the Sergeants, Career, and Ad-
military occupations. Incorporating pedagogical ap- vanced Courses. The Senior Enlisted PME Course was
proaches common to any higher education institu- first introduced in 2008 and is offered for master ser-
tion, the combined doctoral- level and military faculty geants/first sergeants and master gunnery sergeants/
strives to foster critical thinking and decision-making sergeants major.
skills through a balance of directed readings and writ- The MCUs Lejeune Leadership Institute has as-
ings, guest lectures, historical case studies, small-group sumed the mission of leadership development for ci-
discussions, military planning exercises, and shared ex- vilian Marines. The Civilian Leadership Development
periences. The Commission of Colleges of the South- Program (CDLP) will consist of a regionally delivered
ern Association of Colleges and Schools accredited blended seminar-learning program.
the MCU. The curricula of both the resident and non-
MCU is the Professional Military Education (PME) resident education programs will continue to ad-
advocate for the Marine Corps and is charged with de- dress Marine Air Ground Task Force proficiency in
veloping, implementing and monitoring PME policies the core warfighting functions of combined arms,
and programs and educating the force. The progressive amphibious operations, and maritime prepositioning
PME learning system is designed to educate Marines operations, in addition to developing and expanding
by grade throughout their careers. PME programs the Corps irregular warfare and counterinsurgency
consist of resident and nonresident instruction, pro- capabilities. MCU is implementing the 35th Com-
fessional self-study, and professional reading program. mandant Marine Corps Planning Guidance by further
Resident programs present a unique learning oppor- developing the University into a world-class insti-
tunity in that they allow sister service, interagency, and tution and expanding opportunities for officer and
foreign service students to participate in the education enlisted PME.
and exchange of ideas with Marine students. Nonresi- Enlisted PME programs continue to be re-
dent programs are also critical to the education of the vised to ensure resident and nonresident pro-
force, as a majority of the population must pursue grams are coordinated, relevant, and meet the
education via distance education rather than resident needs of the operating forces. In 2011, the Marine
instruction. Corps College of Distance Education and Train-
The main campus of MCU is located at Quan- ing (CDET) began development of a new series of
tico, Virginia, and consists of the following officer distance learning products for enlisted Marines. Lead-
PME schools and colleges: the Expeditionary Warfare ing Marines for lance corporals and the Advanced
School for captains; the Command and Staff College Course pre-work for gunnery sergeants can be taken
for majors; the School of Advanced Warfighting for on the Marine Distance Learning Network, MarineNet.
second-year majors; and the Marine Corps War Col- The Corporals Course will open in 2012.
lege for lieutenant colonels. The Senior Planner Course The CDET has successfully established Blended
was first offered in 2010 for colonels, and a Reserve Of- Seminar PME distance-education programs for the
55
Expeditionary Warfare School and the Command and COLLEGE OF DISTANCE

Staff College. This innovative hybrid offering com- EDUCATION AND TRAINING (CDET)
bines distance learning with short-duration residency Description
periods in Quantico to expand course capacity beyond The Marine Corps Distance Learning Program
historical levels, making these courses more available (MCDLP) fielded the Marine Distance Learning
to USMC, joint, interagency, and partner nation offi- Network,(MarineNet) in 1998 and is the Marine Corps
cers. Students in these programs interact with a truly learning management system and infrastructure that
diverse, international blend of peers and all participate enables Marines to receive training and education via
in the resident schools graduation ceremonies. the appropriate interactive media, when and where
The Center for Middle East Studies has been the learning is needed. As an ACAT III Program man-
joined by the Center for East Asian Studies, expand- aged by the College of Distance Education and Train-
ing MCUs strategic studies capacity. MCU will con- ing (CDET) and Program Manager, Training Systems,
tinue to broaden its regional coverage to research and the MCDLP provides the operational forces access to
publish on regional areas of significance to the Marine the distance learning resources and performance sup-
Corps and the Nation and on issues associated with port tools that increases the effectiveness of training
strategic assessments, regional security, diplomacy, al- and education through use of technology. CDET is
liance relations, technological and military develop- responsible for the design, development, and delivery
ments, and U.S. foreign policy. A major component of of electronic training courses and products that meet
the centers will be outreach to other PME institutions, vital Marine Corps training and educational require-
civilian academic programs, and research institutes. ments. CDET Professional Military Education (PME)
MCU leadership is exploring a concept of establish- programs provide the requisite PME for over 80% of
ing regional campuses to give the university the capac- all Marine officers (Chief Warrant Officer through
ity to expand and engage the student population both Major). CDET enlisted PME programs, many current-
onsite and online in worldwide educational environ- ly in development, will impact all the Corps enlisted
ment. This will provide CDLP and PME to major bases leaders (Lance Corporal through Gunnery Sergeant).
and stations since a significant percentage of Marines MarineNet courseware facilitates career progression
complete their PME and CDLP via distance learning. and expedites the training process by granting rapid
By providing comprehensive and immediate access to online course enrollments and completions. Test scores
MCU research and academic resources, students and are available immediately and students are able to print
faculty assemble and participate in a learning environ- courseware completion certificates online. Student ac-
ment delivering courses with the use of technologies tivity is electronically entered into the Marine Corps
that link home campus with regional campuses and Total Force System via the Marine Corps Training In-
individual students to a greater extent than in the past. formation Management System database providing
Regional campuses, nonresident courses, and blended promotion points, self education bonus points, and
seminars will permit a global education presence and reserve retirement credits. To meet the access require-
centralized management of training and education re- ments of the operational forces, CDET has fielded
sources. Through its combined emphasis on courses, 42 Learning Resource Centers (LRCs) to the major
symposia, and publications, MCU will continue to Marine Corps bases and stations.
develop Marines, sister service members, interagency Available electronic courseware products provide
personnel, and multinational partners. training and education for:
Pre-Deployment
Annual training requirements
56
chapter 3: programs
Military occupational specialties

Culture and language
P
rofessional military education
(Officer and Enlisted)
B
usiness skills and information
technology courses
OPERATIONAL IMPACT
MCDLP contributes to operational readiness by
providing all Marines with immediate access to re-
quired pre-deployment training, military occupa-
tional specialty common skills training opportunities,
and professional military education. Distance learning
capabilities fill critical gaps in the training and educa-
tion continuum and can reduce the amount of time
Marines are required to be away from their home duty
station attending formal training. MCDLP gives the
commander a better-trained Marine while increasing
personnel availability.
PROGRAM STATUS
Throughout the Marine Corps, 42 LRCs have been
fielded and are currently operational.
57
Pillar 2:
Unit Readiness
section 1: Keeping Faith With
Marines, Sailors, and their Families
chapter 3: programs
Introduction
We expect and require extraordinary loyalty from our Marines and Sailors
loyalty to country, family, and Corps. Our Nation has been at war more
than a decade, placing unprecedented burdens on Marines, Sailors, families,
Wounded Warriors, and the families of the fallen. They have all made tremen-
dous sacrifices, many in the face of danger; we owe our complete loyalty back
to them all.
We will work to ensure the critical needs of our families are met during
times of deployment and in garrison by providing the services, facilities and
programs to develop the strength and skills needed to thrive while facing the
challenges of operational tempo. If wounded, injured or ill (WII), we will seek
out every available resource to restore Marines to health. We will enable the
return to active duty for those seeking it. For those unable to do so, we will
responsibly transition them to civilian life. We will support and protect the
spouses and families of our wounded and those of our fallen Marines. There
are several areas and programs central to our tenet of keeping faith with Ma-
rines, Sailors and their families.
61
DEFENSE READINESS and its assigned missions. DRRS-MC allows users to

REPORTING SYSTEM view current and historical readiness information us-
MARINE CORPS (DRRS-MC) ing graphical user interface screens to efficiently dis-
Description play readiness information. DRRS-MC is designed as
The DRRS is the next-generation Marine Corps an executive information system that begins at a sum-
authoritative data systems for force readiness report- mary level and allows a drill-down view capability to
ing. The Marine Corps began development of DRRS- access detailed readiness information.
MC in April 2009 to function as part of the DRRS
Enterprise (DRRS-E), a collection of approved hard- Program Status
ware and software components culminating in a DoD- The Marine Corps went live with DRRS-MC on
wide web-based user interface. Similar to DRRS-Army April 30, 2010 with the fielding of the Net-centric User
and DRRS Navy, DRRS-MC merges resource-based Status Report application. This application enabled
(personnel, equipment supply, equipment condition, unit commanders to submit readiness reports con-
training) and Mission Essential Task (MET)-based taining both resource data and mission assessments.
TING SYSTEM MARINE
reporting CORPS
to simplify (DRRS-MC)
the readiness reporting process. The DRRS-MC business intelligence tool, the Marine
DRRS-MC has been a relatively low-cost, high-divi-
Readiness Management Output Tool, was fielded at
dend investment that has had a positive impact on the
the end of FY 2010 and enables Marine Expedition-
ation Marine Corps authoritative
ability of data systems
Marine commanders to assess thefor force
operation-
ary Forces, Marine Corps Forces (MARFORs), and
Corps began aldevelopment ofunits.
readiness of their DRRS-MC in April 2009
HQMC to assess force readiness with greater clarity.
RS Enterprise (DRRS-E), a collection of approved
The DRRS-MC business intelligence tool is undergo-
onents culminating in a DoD-wide web-based user
Operational Impact ing a significant series of functional enhancements to
and DRRS Navy, DRRS-MC merges resource-based
DRRS-MC supports the Five Pillars of Institution- further meet requirements of the user community. In
equipment condition, training) and Mission Essential
al Readiness construct by allowing Marine command- November 2012, the USMC fielded an Enterprise Mes-
implify the readiness reporting process. DRRS-MC has
ers to accurately and efficiently report the readiness of saging web-service capability in DRRS-MC, allowing
dividend investment that has had a positive impact on
their units to Headquarters Marine Corps (HQMC). USMC Mission Assessments and Resource data to be
s to assess the operational readiness of their units.
The goal is to simplify and expedite the reporting pro- consumed by the DRRS-E. This new capability enables
cess by using streamlined information flow that be- senior DoD leadership, including Combatant Com-
gins and ends with an intuitive web-based interface. manders, to view and consume USMC readiness data.
Pillars of Institutional
DRSS-MC Readiness construct
allows commanders by allowing
to report unit readi- DRRS-MC is expected to reach full operational capa-
ely and efficiently report the readiness of their unitsMETs,
ness in terms of resources, ability to conduct to
bility in FY 2014.
MC). The goaland is overall
to simplify and expedite the reporting
readiness to execute a units core mission
formation flow
intuitive web-
MC allows MEDICAL READINESS REPORTING
ness in terms SYSTEM (MRRS)
t METs, and Description
a units core The MRRS is the Individual Medical Readiness
ns. DRRS-MC (IMR) reporting system for the Marine Corps. MRRS
and historical
effectively standardizes the reporting of IMR and
raphical user
deployment health. It collects, tracks, and reports
ently display
individual medical/dental readiness for both the
C is designed
em that begins at a summary level and allows a drill-
detailed readiness information.
62
chapter 3: programs
active and reserve components, ensuring the Marine FAMILY SUPPORT PROGRAMS
Corps meets Department of Defense and Congressio-
nal requirements. MRRS is a low-cost, high-dividend
investment that has had a positive impact on the
ability of Marine commanders to assess the medical
readiness of their units.
Operational Impact
Medical readiness reporting is the responsibility of
the commander. MRRS allows Marine commanders
to accurately and efficiently report the medical readi-
ness of their units. With MRRS, IMR reporting has be-
come institutionalized. Data is updated in real time,
allowing commanders to gain immediate awareness
on the deployment health status of their units, down
to the individual Marine. In addition to tracking unit
and individual medical readiness, the capability exists
within MRRS to track Marines and Sailors who have
been diagnosed with Traumatic Brain Injury (TBI)
and those who have experienced concussive events
that may produce TBI from their point of injury
While we recruit Marines, we retain families. The
to return to full duty. This will give commanders
readiness of our families is directly linked to the readi-
the ability to monitor the status of a Marine who has
ness of our Corps. Because almost 50 percent of our
suffered a concussive event, in combat or at home sta-
Marines are married, investment in our families is
tion, and if necessary, ensure that Marine is referred to
critical to the long-term health of our Corps. For our
the appropriate health care provider. A similar appli-
active duty population, we have almost 90,000 spouses,
cation has been developed for Post Traumatic Stress
more than 117,000 children, and approximately 280
Disorder.
dependent parents and other dependents. The Marine
Corps is a young force, with 61 percent being 25 years
Program Status old or younger. Almost 39 percent of our enlisted force
MRRS has been operational since 2006. The is between the ranks of private and lance corporal (pay
USMC continues to make minor enhancements to grades E-1 to E-3), and almost 62 percent of Marines
MRRS to meet service, Joint and the Office of the are on their first enlistment. Our personal and fam-
Secretary of Defense requirements for Unit Medical ily readiness planning carefully considers these demo-
Readiness visibility and IMR reporting. graphics.
The Marine Corps is committed to providing Ma-
rines and their families with a comprehensive and ef-
fective support system. Periods of increased utilization
are expected both during the existing wartime mission
and as Marines return to garrison life and reunite with
63
family members with disabilities. These programs

Child, Youth and Teen Program (CYTP), Exceptional
Family Member Program (EFMP) and the School Li-
aison Programs attend to both typical and unique
family needs that may challenge the resiliency, health,
education, and overall well-being of our Marine Corps
children.
CYTP supports families in balancing the demands
of meeting mission requirements and parental respon-
sibilities by offering families quality, affordable, accessi-
ble child care and youth and teen recreation programs.
Services may be located on or off the installation and
respond to the full-day, part-day and hourly needs of
Marine Corps families. CYTP strives to deliver stan-
families. Effective strategic communications on chang- dardized, consistent, predictable programs across all
ing benefits will be essential to ensure complete trans- installations thereby reducing the stress of the military
parency and opportunity for families to adjust their lifestyle on children, youth and teens. EFMP improves
individual family plans while maintaining a consistent the quality of life for families that support a member
quality of life. with a disability. EFMP ensures that Marines are as-
Our Family Readiness Programs strengthen signed to duty stations where the required support and
and fortify Marines and families by providing official services are available. This allows the Marine to focus
unit communications, readiness preparedness train- on the mission, benefiting the Marines unit and career
ing, information on and referral to qualified helping progression. Our School Liaison Programs provide
professionals, and vital unit/installation/community the critical link between commanders, communities,
connection. Just as our Marines are required to be schools, and families of military school-age children
in a constant state of readiness, so must our Marine to provide clarity and direction that is vital to assure
families. We know that in order to develop, maintain, all stakeholders operate cohesively in a standardized
and sustain their personal and family readiness and manner.
resiliency, we must provide innovative programs and
services that are timely and relevant. Technology en-
ablers such as e-Marine and Marine On-line have been
incorporated into the family readiness program to Integrated Behavioral Health
keep Marines and family members apprised of events. Marines continue to make significant contribu-
Well-trained and equipped Family Readiness Officers tions to the war effort around the globe. After more
act as a critical program connector. They actively seek than a decade of sustained conflict, many are experi-
partnerships with other helping professionals and le- encing considerable stress from multiple deployment
verage family member volunteers to support the unit, cycles, the rigors of combat, high operational tem-
personal and family readiness mission. pos, and the anxieties of separation. Marines, Sailors,
Our Family Care Program utilizes integrated and their families continue to receive access to high
capabilities that support the care and development quality, comprehensive behavioral health services.
of Marine Corps children from birth to age 18 and The Behavioral Health Program seeks to maximize
64
chapter 3: programs
resources to improve access to quality behavioral victim care initiatives. Large-scale Marine Corps-wide
health care services. training initiatives were implemented utilizing a top-
The Behavioral Health Program provides resourc- down leadership model, in order that the impact of
es to address the concerns facing Marines, Sailors, and sexual assault and its overarching effects on the Corps
their families today including new parent support, life were clearly understood by all. Commanders and their
and relationship skills, interventions for family vio- senior enlisted leaders will continue to establish an en-
lence, combat and operational stress control, suicide vironment that is non-permissive to any misconduct,
prevention, and substance abuse prevention. In addi- especially the crime of sexual assault. But the duty of
tion, the Behavioral Health Program is increasing the preventing sexual assault belongs inherently to Ma-
number of trained behavioral health personnel avail- rines of every rank.
able to provide counseling services and treatment. The SAPR Program remains steadfast in its com-
Sustaining the wellness and optimal functioning mitment to victim care. Response systems have been
of Marines, Sailors, and their families remains the top strengthened through advocacy training and have
priority of the Marine Corps. To succeed in this en- heightened focus on world class victim care. The Ma-
deavor our Behavioral Health Program is empowering rine Corps remains focused in its commitment to en-
leaders through training and awareness programs that suring all victims of sexual assault receive supportive
strategically target common behavioral health risk and services that preserve their dignity and safety. In addi-
protective factors and whose goal is earlier prevention tion to the successful implementation of these initia-
and intervention. The recent development of Marine tives, SAPR recognizes that sexual assault remains an
Total Fitness, a unifying framework that promotes a underreported crime. We will continue to reinforce
holistic view of health including mind, body, social, our prevention and response efforts, while holding fast
and spiritual elements, helps to guide the development to the fact that one instance of sexual assault is one
of wellness. The efforts of the Behavioral Health Pro- too many.
gram and engaged leadership enhances unit, personal
and family readiness.
Wounded Warrior Regiment

(WWR)
SEXUAL ASSAULT PREVENTION Through our Wounded Warrior Regiment
AND RESPONSE (WWR), the Marine Corps will continue to provide
Sexual assault is a crime that is incompatible with non-medical care to honor the sacrifices of our Na-
Marine Corps values of honor, courage, and commit- tions wounded, ill, and injured (WII) Marines and
ment. Not only does it undermine mission readiness their family members. WII Marines are highly resil-
and unit cohesion, sexual assault results in an irrevoca- ient. Whether they return to full duty or resume their
ble loss of faith in the institution and violates the basic lives in their civilian communities, they are remarkable
principles every Marine has vowed to defend. individuals whose hard-won experiences are highly
Tasked with determining how best to stop this ab- valuable to our Nation. The Marine Corps believes
erration within the Corps, the Commandants hand- that WII Marines best days are not behind them, but
selected Operational Planning Team devised the 2012 are still to come. The WWR supports WII Marines
Sexual Assault Prevention and Response (SAPR) Cam- and families to ensure that this belief is realized.
paign Plan to reinvigorate the existing SAPR program In caring for WII Marines and their families, the
through the implementation of new prevention and WWR has confirmed that their needs are varied and
65
ment to a regimental element are also supported by the

WWRs non-medical recovery care experts and pro-
grams and services. The WWR also supports Marine
Commanders by providing them with the information
and resources they need to care for their WII Marines.
The Marine Corps has pledged to keep faith with
those who have served. The WWR is a fundamental
component of this pledge. Whether we are a Nation
at war or in times of peace, the WWR will continue
to successfully meet the advocacy, non-medical sup-
port, and care coordination needs of WII Marines and
highly dependent upon many factors, including the their families.
acuity of the Marines wound, illness, or injury; his or
her family support system; and the phase and location
of recovery. WII Marines and their families are a high-
ly unique population and must receive programs and
SEMPER FIT AND RECREATION /
services commensurate with their particular situation.
EXCHANGE SERVICES
For the Marine Corps, care for WII Marines is not a The Marine Corps Total Fitness Campaign is sup-
process; it is a relationship. ported through partnership with the Semper Fit and
Headquartered at Marine Corps Base Quantico, Exchange Services programs. These programs are
the WWR is a military command with detachments aligned to support the social and physical cords of Ma-
around the globe to ensure care is provided when and rine Total Fitness, to sustain a high quality of life and
where it is needed. The Marine Corps makes no dis- community health, and to enhance the Marine Corps
tinction for the purposes of providing care. Marines mission, focus, and readiness.
wounded in combat, Marines injured in the line of Highlights of significant 2012 initiatives include
duty, and Marines who fall ill, may all benefit from the High Intensity Tactical Training (HITT) program,
the WWRs comprehensive non-medical care. This a comprehensive strength and conditioning program
non-medical care is provided in many ways, to in- specific to optimizing physical performance and com-
clude preparing and executing recovery plans, disabil- bat readiness for all active duty and reserve Marines.
ity evaluation system advocacy, liaison to the medical HITT takes functional fitness and strength and condi-
community (including behavioral health), resource tioning to the next level for the Corps. Aquatic Cadence
and information referral, navigating pay and entitle- and Reconditioning is another program unveiled in
ments, and community reintegration. 2012. Currently operating at 15 pools around the Ma-
Marines do not need to be assigned to the WWR rine Corps, this program is focused on pool running
to receive care and support. Under the Marine Corps and workouts lasting 20 to 60 minutes. The workouts
care construct, only the most medically acute cases are are low-impact and easier on joints than running on a
joined to a regimental element. When joined, these road. The program has been getting positive reviews
WII Marines and their families benefit from high- from Marines who find it to be even more challenging
touch recovery oversight via multi-disciplinary teams than the more traditional workout.
consisting of medical and non-medical experts who The For the Leathernecks Comedy and Enter-
regularly confer to ensure a holistic recovery. WII Ma- tainment tour is a unique event which brings come-
rines whose medical conditions do not trigger assign- dians and musicians on-installation to perform free of
66
chapter 3: programs
charge and has been popular with Marines and Sailors. PERSONAL AND PROFESSIONAL
These shows build esprit de corps and unit cohesion DEVELOPMENT PROGRAM
to support the Marine Corps Total Fitness strategies. As our Nations force in readiness, Marines stand
In 2012, the For the Leathernecks tour reached over combat-ready. The Commandant is committed to
10,000 single Marines, many of which recently re- ensuring they also stand transition-ready through a
turned from a deployment or training exercise. Ap- Personal and Professional Development Program that
proximately 24 more shows across the Marine Corps will be integrated into Marines careers. The Marine
are scheduled for 2013. Corps is transforming its transition assistance so that
Operation Adrenaline Rush (OAR), currently of- it engages Marines throughout their military careers.
fered at Marine Corps Air Station (MCAS) Yuma and Marines will develop long-term education and career
Camp Lejeune, assists Marines in reintegration after goals and will be equipped with the skills needed to
deployment by empowering small unit leaders, main- successfully reintegrate into civilian life. Our first
taining combat readiness, and reinforcing unit cohe- phase revolutionized our Transition Readiness Semi-
sion through high adventure, outdoor activities like nar, which now contains both core and pathway con-
white water rafting or rock climbing. There are plans tent that tailors a Marines transition to his or her goals
to expand OAR to several other installations in 2013. while meeting specific transition readiness standards.
Special congratulations go to two other Marine Our next phase will enhance outreach to those who
Corps special activities the All-Marine Boxing and require localized support through our Marine for Life
Rugby teams that won their respective Armed Forc- Program and its Marine for Life representatives that
es Championships in 2012. will help Marines develop and maintain local networks
Marine Corps Community Services Business Op- of Marine-friendly individuals, employers, and organi-
erations provide lifestyle relevant products and services zations. Our Personal and Professional Development
below market price, which Marines and families need Program will also focus on spouse employment and
and desire to support household and financial health effective financial management strategies.
both in garrison and while deployed. In 2012, the Ma- This approach positions the Marine Corps to bet-
rine Corps Exchange (MCX) celebrated its 115th anni- ter support Marines and families during their military
versary. It has come a long way since 1897 and remains service and while they prepare for their eventual rein-
steadfast in its support of Marines, Sailors, and families. tegration into civilian life. Transition will no longer
The MCX continues to support the Commandants be a culminating event to a Marines service, rather
priority of keeping faith with Marines and families it will become a vital part of a Marines continuous
by providing a quality, relevant, and accessible benefit. personal and professional development from recruit
In 2012, we made important infrastructure improve- to veteran. Whether they choose to be reservists, stu-
ments; several new and renovated branded Exchanges dents, business owners, or employees, our Marines and
opened, including at Twentynine Palms, Henderson their families will return as quality citizens with a plan
Hall, Camp Lejeune, and Camp Pendleton. The MCX for success.
remains conscious of the changing needs of Marines
and families while seeking efficiencies and implement-
ing best business practices. With MCX, Marines and
their families can rely upon a high quality product, at a
fair, competitive price, and know that the proceeds are
invested in their community, creating a stronger Ma-
rine Corps and enhancing overall community health.
67
section 2: Equipping the Marine
chapter 3: programs
Introduction
The Individual Marine is the heart and soul of the Nations Marine Corps.
The Individual Marine is trained, educated, and equipped to operate across
the broadest spectrum of missions and tasks a middleweight fighter op-
timized for crisis response but equally capable in global engagement, irregular
warfare, or responding to larger threats worldwide.
Marine ground combat forces will be staffed with disciplined, highly
trained, well-educated, and superbly led Marines who thrive in uncertainty,
exploit chaos, solve complex problems through simple means, and take pru-
dent, ethical, and decisive action. These Marines will be armed with superior
weapons and equipment that enhance shared understanding of the battlespace
and enable rapid, coordinated action all without overburdening the Indi-
vidual Marine or compromising our expeditionary agility.
Todays Marines are operating superbly in every clime and place. The
Marine Corps leadership has an obligation to their Marines, their families, and
the Nation to be prepared for tomorrow with an eye to lightening the current
fighting load. While a Marines focus in the field is on excellence and mission
accomplishment, the focus of Marine Corps programs is on the tools needed
for operational success. Americas Marines deserve nothing but the best that
the Nation can afford.
69
M27 INFANTRY Procurement Profile: FY 13 FY 14

AUTOMATIC RIFLE (IAR) Quantity: 0 0
Developer/Manufacturer:
Heckler & Koch, Ashburn, VA
MARINE EXPEDITIONARY RIFLE

SQUAD (MERS)
Description
The IAR significantly enhances the automatic rifle-
mans maneuverability and displacement speed, while
also providing the ability to suppress or destroy targets
of most immediate concern to the fire team.
Operational Impact
The automatic rifle will significantly enhance the
automatic riflemans maneuverability and displace-
ment speed, while also providing the ability to sup-
press or destroy targets of most immediate concern to
the fire team. Description
The MERS is responsible for the Squad as a System.
Program Status The focus is on the Marine as a human and everything
Following the Milestone C decision in 2009, the worn, carried and consumed by the squad as a capabil-
IAR underwent a Limited User Evaluation (LUE) with ity provider. MERS is the steward of the Marine rifle
participation by three Operation Enduring Freedom squads suite of equipment and works with all the pro-
active-duty infantry battalions, a reserve infantry gram managers at Marine Corps Systems Command
battalion, and an active-duty light armored recon- to optimize and integrate the rifle squads equipment.
naissance battalion. The LUE assessment collection The program has founded the Gruntworks Squad In-
included a post-workup assessments and a 100-day tegration Facility located on Camp Barrett at The Basic
deployment assessment. Due to positive feedback from School. The facility provides a venue to engineer, eval-
the deployed units, the Commandant of the Marine uate, and refine the capabilities and limitations of all
Corps terminated the Limited User Evaluation in favor equipment in development and under consideration
of a Full-Rate Production Decision in third quarter of for procurement that will be delivered to the infantry
FY 2011. A Fielding Decision was achieved and fielding squad. This dynamic facility uses a human factors lab,
began in second quarter FY 2012. Initial Operational equipment prototyping and modification workshop,
Capability was achieved third quarter FY 2012 and Full a mobility platform integration area, and an Opera-
Operational Capability is scheduled for second quarter tional Environment Simulator focused on equipment
FY 2013. The full AAO has been purchased. evaluation in order to accomplish equipment mod-
ernization and integration initiatives. Human Systems
70
chapter 3: programs
Integration and ergonomics are applied to the physical FAMILY OF BALLISTIC

integration of the infantry squads equipment. PROTECTION SYSTEMS (FBPS)
Operational Impact
Ergonomic solutions coupled with weight, stiff-
ness and bulk reductions enhance the mobility of the
squad while providing simple, reliable, and trainable
integrated equipment solutions.
Program Status
Integration efforts during 2013 include:
M etric for mobility of Marines utilizing the
Marine Corps Load Effects Assessment Program Description
(MC-LEAP) The Marine Corps (FBPS) is comprised of criti-
I ntegration of the Joint Battle Command cal individual armor systems that save lives, reduce the
Platform (JBC-P) into the Marine rifle squad severity of combat injuries, and increase combat ef-
I mprovements in the weight distribution and load fectiveness. It also provides Marines with the ability to
carriage methodology within the squad using adapt their armor load to address the tactical situation.
metrics for mobility FBPS includes the latest in personal protective equip-
I nfantry weapon as a system ergonomic ment and load-bearing equipment, including the fol-
enhancements lowing: Improved Modular Tactical Vest (IMTV), Plate
T hermal strain and physiological studies in the Carrier (PC); Full Spectrum Battle Equipment (FSBE);
operational environment Body Armor System Combat Vehicle Crewman; Light
R esearch into efficient power generation and power/ Weight Helmet (LWH); Protective Undergarment
data distribution on the Marine (PUG); Protective Over Garment (POG); Enhanced
I ntegration and anthropometry of the Marine in Combat Helmet (ECH); and Improved Ballistic Eye-
mobility platforms under development such as Joint wear (IBE).
Light Tactical Vehicle, Amphibious Combat Vehicle, In February 2007, the Marine Corps transitioned
and Marine Personnel Carrier to the Modular Tactical Vest (MTV) for troops de-
I ntegration of the various unique items carried in ployed in Overseas Contingency Operations. The
the billet positions within the squad MTV provided improved load carriage, fighting load
integration, and emergency release capability over the
legacy Outer Tactical Vest. In response to MTV design
deficiencies identified during field use, the program of-
fice developed the IMTV. The IMTV improved armor
and fighting load integration, resulting in increased
mobility and lethality while reducing system complex-
ity and overall weight in comparison with the MTV.
Initial fielding was initiated during the first quarter of
FY 2012.
71
The Scalable Plate Carrier (SPC) was issued as The Tier 2 POG was developed to provide in-
an additional ballistic vest for Marines operating in creased coverage to the pelvic region against high ve-
jungle environments and the mountainous regions of locity fragmentation. There are two phases to this ef-
Afghanistan, beginning in 2008. The SPC provides an fort. The first phase provided an immediate solution
option for commanders to address certain mission and in support of Marines in Afghanistan. Initial fielding
threat requirements. Compared to the MTV, the SPC of the POG was initiated during the first quarter of FY
allows for greater individual maneuverability, agility, 2012. The second phase calls for the development of
and mobility with reduced thermal stress in jungle and new protection systems for the lower extremities that
hot mountainous environments. The SPC is intended integrate with the final Tier 1 PUG design. Marine
to address a predominantly direct fire threat and of- Corps Systems Command is working with the Office
fers the same level of ballistic performance as the MTV. of Naval Research and the Naval Research Laboratory
The system reduces overall weight by minimizing the as well as the Army to develop more effective and less
soft armor required beyond that needed to address the restrictive solutions to reduce the lower extremity ca-
direct-fire threat. The SPC is being replaced with the sualties being suffered by Marines and Soldiers.
Plate Carrier (PC). In addition to body armor, Product Manager, In-
The USMC PC is now the Marine Corps armor fantry Combat Equipment (PdM ICE) also procures
Program of Record. The PC is a government-developed the current LWH and Modular Integrated Communi-
design that improves shoulder comfort, improves load cations Helmet (MICH). The LWH and MICH are the
carriage, incorporates an emergency release capabil- helmets that have been used by Marines during over-
ity when compared to the SPC, and shares 95 percent seas contingencies since 2004.
commonality with the IMTV. Starting in 2009, Enhanced Combat Helmet
The FSBE provides a tailorable suite of torso and (ECH) has been in development. Developmental test-
headborne ballistic protection, short-duration under- ing has shown the ECH has resistance to select small
water breathing capability, flotation, and limited load arms penetration and superior fragmentation protec-
carriage to meet the specific mission profiles required tion at the same weight of presently fielded helmets.
by the Marine Corps Special Mission communities. The ECH is a protective helmet consisting of a ballis-
The Tier 1 PUG was developed to protect the skin tic protective shell, pad suspension system, four-point
from the effects of sand and small debris used in Im- retention system, reversible helmet cover, night vision
provised Explosive Devices. There are two phases to goggle bracket, and attachment hardware. The ECH
this effort. The first phase, which began initial fielding shell has the shape of the Armys Advanced Combat
during the first quarter of FY 2012, provides an imme- Helmet for improved field of view, sound localization,
diate solution in support of Marines in Afghanistan. and equipment integration.
The second phase calls for exploring and the develop- The Improved Ballistic Eyewear (IBE) has replaced
ment of new protection systems for the lower extremi- the Military Eyewear Protection System (MEPS) Eye
ties. To facilitate this effort, a Pelvic Protection work- Safety Systems (ESS) ICE spectacle. The IBE is de-
ing group has been assembled under the Natick Soldier signed to protect Marines against sun, wind, dust,
Research Development and Engineering Center. The and ballistic hazards that are common on the battle-
working group coordinates Army and Marine Corps field. The IBE is fielded as a system, one spectacle and
efforts that explore more effective and less restrictive one goggle.
solutions to reduce the lower extremity casualties suf-
fered by Marines and Soldiers.
72
chapter 3: programs
Operational Impact CLOTHING AND FLAME RESISTANT

The FBPS allows the incremental enhancement of ORGANIZATIONAL GEAR (FROG)
individual components within the program as techno- Description
logical improvements become available, while ensur- In February 2007, the
ing integration with fielding and developing Personal Marine Corps began field-
Protective Equipment (PPE). Working closely with ing FROG including gloves,
the U.S. Army, with whom the USMC shares ballistic balaclava, long-sleeved under-
performance requirements and testing standards, the shirt, combat shirt, and com-
Marine Corps is fielding tested PPE tailored to the dy- bat trousers to all deployed
namic operational environment. and deploying Marines. As part
of this effort, the Marine Corps
Program Status recently added the Inclement
The FBPS is equipping the operating forces with Weather Combat Shirt (IWCS)
technologically advanced and highly effective PPE. As to the FROG capability set.
technology advances, there is a continuous upgrade This pullover shirt is designed
and replacement of personal protective systems based to be worn with body armor
on battlefield comments and threat information. The and provide protection against
Marine Corps is already developing the concept and the effects of adverse weather
armor behind the Modular Scalable Protection System conditions such as rain, wind,
which will integrate armor requirements into one sys- and snow while maintaining the current level of flame-
resistant protection. A product-improvement initiative
tem that will include iterative product improvement
is underway in response to durability deficiencies ex-
and additions.
perienced in Afghanistan and to improve integration
through design changes. In addition, the requirement
Procurement Profile: FY 13 FY 14
Quantity:
for Woodland Marine Pattern FROG combat shirt,
ECH 77,000 0 trouser and IWCS are required to provide improved
PC 55,882 41,947 camouflage and concealment in areas with green
PUG 183,600 0 vegetation.
NEXTGENSAPI PLATE 30,000 0
Operational Impact
This lifesaving ensemble of flame-resistant cloth-
ECH: Ceradyne, Inc., Costa Mesa, California
ing items mitigates flash-flame exposure injuries
FSBE: The Resource Center, Jamestown, New York
caused by Improvised Explosive Devices. The Marine
IBE: Eye Safety Systems, Inc. (ESS), Foothill Ranch,
Corps continues development of FROG to reduce
California
IMTV: Carter Enterprises, Brooklyn, NY and KDH, Eden,
weight, increase comfort, improve durability, and in-
North Carolina crease flame-resistant properties.
PC: Carter Enterprises, Brooklyn, NY; KDH, Eden, NC;
Ibiley Manufacturing, Miami, Florida Program Status
POG: Hawk Protection, Inc., Pembroke Pines, Florida The FROG ensemble is post Milestone C and is
PUG: Armorworks, Chandler, Arizona being fielded.
LWH: BAE Systems, Jessup, Pennsylvania
73
mental protection while reducing weight and volume

Procurement Profile: FY 13 FY 14 compared to the previous sleeping bag. The 3S, when
Quantity: incorporated with the layered clothing system Marines
Woodland Sets 35,000 15,000 already carry, provides 15 degrees of greater protec-
tion, is one pound lighter, and is eight percent smaller
Developer/Manufacturer: by volume than the MSS patrol bag. The 3S is designed
FRGloves: Camelback, Petaluma, CA; Botach Tactical, for 20 degrees with lightweight insulating layers and
Los Angeles, CA; Promotion Plus Inc, North Royalton, OH as low as 10 degrees when wearing recommended
Combat shirt and Trouser: Propper ECommerce Inc, MCWCP insulating clothing layers.. The 3S increases
Weldon Spring, MO; Provengo LLC, Oceanside, NY mobility and survivability by permitting Marines to
operate across a greater temperature range than could
Inclement Weather Combat Shirt: Short Bark Industries,
be achieved with the previous MSS.
Vonore, TN
The 3S is being fielded. In FY 2012, the Marine
Mid-weight Balaclava: Southeastern Rehabilitation,
Corps will address temperatures between 10 and -20 de-
Corbin, KY
grees with the Extreme Cold Weather Bag (ExCWB).
Lightweight Balaclava: Dawn Enterprises, Inc, The FMCWCE also encompasses the Mountain
Blackfoot, ID Cold Weather Clothing Program (MCWCP), which
LSt-shirts: Peckham Vocational Industries, consists of the following:
Lansing, MI L ightweight Exposure Suit (Parka and Trousers)
E xtreme Cold Weather Parka, Trouser, and Bootie
S now Camouflage Parka, Trousers and Pack Cover
E xtreme Cold Weather Mitten System (a mitten
FAMILY OF MOUNTAIN COLD shell with liner and light-duty flame-resistant glove
WEATHER CLOTHING AND insert)
EQUIPMENT (FMCWCE) Windpro Fleece Jacket
Description F lame-Resistant Silkweight
The purpose of the Mountain Cold Weather Cloth- Underwear
ing and Equipment Program (MCWCP) is to increase F lame-Resistant Midweight
the survivability, mobility, and lethality of Marines in Underwear.
mountainous and cold-weather environments, at al-
The MCWCP is in the operations and support
titudes in excess of 15,000 feet, and at temperatures
phase.
that fall as low as -25 degrees Fahrenheit. Clothing and
equipment addressed by the FMCWCE include skis,
snowshoes, cold-weather hydration systems, sleeping Operational Impact
systems, climbing equipment, mobility enhancement The FMCWCE allows Marines to operate in ev-
equipment, cold-weather clothing systems, and cold- ery climate and place by providing the clothing and
weather footwear. equipment required to survive in harsh mountain cold
In September 2008, the Marine Corps identified a weather environments. The program drives innovation
need to provide a smaller and lighter sleep system to and improvement in the commercial market, which
replace the Modular Sleep System (MSS). The Three- leads to lighter weight and higher performing clothing
Season Sleep System (3S) leverages technological ad- and equipment for the warfighter.
vances in textiles and insulation to increase environ-
74
chapter 3: programs
Program Status equipped with image-intensified night-vision devices,

Many of the programs within the FMCWCE are thus improving situational awareness and facilitating
post-Milestone C and are either being fielded or sus- control of organic weapon fire. As recently as early
tained. The ExCWB will be a new effort in FY 2012. 2012, Marines have had to carry two separate devic-
es to satisfy the requirement for thermal imaging in
Procurement Profile: FY 13 FY 14 weapon-mounted and hand-held configurations. The
Quantity: fielding of one device that is optimized to function in
ExCWB 20,332 105,000 both modes leads to an overall weight-savings for the
Folding Mat 22,222 37,072 individual Marine and also reduces the logistical bur-
All Purpose Liner 26,000 58,798 den and support.
Ski System 0 1,203
Program Status
ExCWB: NISH: Readyone Industries, El Paso, TX The STS program will attain Initial Operational
Ski System: NISH: Pioneer Adult Rehab Center (PARC), Capability during FY 2014 and Full Operational Capa-
Clearfield, UT bility during FY 2015.
Folding Mat: NISH: Pioneer Vocational/
Industrial Services Inc., Danville, KY Procurement Profile: FY 13 FY 14
All Purpose Liner: NIB: Industries for the Blind, Winston Quantity: 25 863
Salem, NC
TBD
SQUAD THERMAL SIGHT (STS)

Description
The STS will be a lightweight thermal imager that ROUTE RECONNAISSANCE
can be used in the handheld mode or in the weapon- AND CLEARANCE (R2C) FAMILY
mounted, clip-on mode that is compatible with the OF SYSTEMS
AN/PVQ-31 Rifle Combat Optic, the magnified day Description
optic used on the M16A4 service rifle, and M4 carbine. The R2C capability set mitigates the threat of
The STS will have an integrated Class 3B infrared (IR) mines, improvised explosive devices (IEDs) and ob-
laser pointer with two modes of operation: training stacles along routes in Marine Air Ground Task Force
(eye-safe) and tactical (non-eye safe). The IR pointer areas of operation. R2C units can perform standoff
will assist in target designation when used with image- detection, interrogation, marking, and clearance of ex-
intensification night-vision devices. plosive and non-explosive obstacles in order to ensure
the mobility of friendly forces. In addition, it provides
Operational Impact a rapidly employable set capable of performing route
The STS will better enable Marines to detect and reconnaissance to obtain information about key ter-
recognize potential targets, danger areas, and items of rain features, route conditions, and obstacles along
interest in low light as well as all other lighting condi- specific routes. The R2C set will reside in Combat En-
tions. The integrated laser pointer will allow Marines gineer Battalions (CEB). First and Second CEBs will
to designate potential threats to other team members be assigned three sets each.
75
Program Status
The Increment I Capability Production Document
(CPD) was approved by the Marine Requirements
Oversight Council in August 2009. Increment I con-
sists of procuring light weight mine rollers, robots, ve-
hicle mounted mine detectors, and light weight route
clearance blades. The Increment II CPD was approved
in July 2011. Increment II consists of rebuilding CAT-
EGORY I, II, and III Mine Resistant Ambush Pro-
tected (MRAP) vehicles, adding an interrogation arm
and Vehicle Optic Senor System (VOSS) onto CAT II
Operational Impact Mine Resistent Ambush Protected (MRAPS), and pro-
This mobility capability is essential for maintaining curement of the ENFIRE automated route reconnais-
access, shaping the battlespace, establishing the initia- sance kits. Increment III requirements documents are
tive, positioning forces, and supporting dispersed forc- planned for signature in 2013. Increment III will add
es. This capability ensures maneuver and sustainment emerging R2C capabilities to the Family of Systems.
forces reach their objectives when subject to attack by
the variety of explosive weapons and ambushes charac- Procurement Profile: FY 13 FY 14
teristic of irregular warfare. It provides warfighter and Quantity:
system survivability against asymmetric threats. R2C Blades 46 0
operations also enable the effective execution of the sta- Robots 46 0
bility operations tasks of initial humanitarian assistance, ENFIRE 23 0
limited governance, restoration of essential public ser-
vices, and other reconstruction assistance by providing Developer/Manufacturer:
access and protection to the executing forces and agen- The R2C Family of Systems uses products from multiple
cies and gathers geospatial information vital for mobil- vendors and government agencies, with the largest
ity planning. being Force Protection Industries, Inc. (FPII), Charles-
ton, SC, and General Dynamics Land Systems, Sterling
Heights, MI.
76
chapter 3: programs
77
section 3: Investing in the Education
and Training of our Marines
chapter 3: programs
Introduction
We will maintain professional military education and training programs
that prepare Marines for the stress of combat operations and equip them with
the skills to meet the challenges of life as a Marine. Founded on our core val-
ues, our education and training curricula strengthen individual resilience and
support a wide range of operational capabilities. We are leveraging compe-
tencies in entry-level and skills-progression training, and re-emphasizing core
competencies in combined arms and amphibious operations. Future training
will also center on the MAGTF Training Program, which will develop the es-
sential unit capabilities to conduct integrated operations. We are transforming
the Marine Corps University into a world-class institution and are widening
opportunities in career-level schools for our company-grade officers. We are
likewise increasing enlisted resident courses and are adding more distance-
education learning opportunities and requirements, especially at the junior
enlisted and non-commissioned officer level.
79
TRAINING AND EDUCATION TRAINING COMMAND (TRNGCMD)

COMMAND (TECOM) Located in Quantico, VA, TRNGCMD is the Ma-
Located in Quantico, VA, TECOM is a key com- rine Corps proponent for military occupational spe-
ponent of Marine Corps Combat Development Com- cialty individual-skill training. TRNGCMD analyzes,
mand (MCCDC). TECOM is tasked with the devel- designs, develops, resources, implements, and evalu-
opment, coordination, resourcing, execution, and ates standards-based individual training in order to
evaluation of training and education concepts, poli- provide combat capable Marines to the operating
cies, plans, and programs to ensure Marines are pre- forces. TRNGCMD accomplishes its mission by ex-
pared to meet the challenges of present and future ercising command over each of the Marine Corps for-
operational environments. The major subordinate mal schools, Marine Corps detachments at other Ser-
commands within TECOM that carry out this mission vices bases, and the Marine Aviation Training Support
are described below. Groups located across the United States.
EDUCATION COMMAND (EDCOM)

Located in Quantico, VA, home of the Marine
Corps University, EDCOM is responsible for develop-
COMMANDING GENERAL, ing, delivering, and evaluating the professional military
training & Education
command education programs through resident and distance ed-
ucation programs to prepare leaders to meet the chal-
lenges of the national security environment. EDCOM
Marine Corps training magtf training also preserves, promotes, and displays the history and
recruit depot command command
san diego, ca quantico, va 29 palms, ca heritage of the Marine Corps through the History and
Museum Division and the National Museum of the
Marine Corps education
recruit depot command Marine Corps.
parris island, sc quantico, va
MAGTF TRAINING COMMAND (MAGTF-TC)

Located in Twentynine Palms, CA, MAGTF-TC is
MARINE CORPS RECRUIT DEPOTS (MCRDs)
responsible for designing, executing, and assessing Ma-
PARRIS ISLAND, SOUTH CAROLINA AND SAN
rine Air Ground Tasks Forces (MAGTFs) and Major
DIEGO, CALIFORNIA
Subordinate Element level training exercises. MAGTF-
The Marine Corps Recruit Depots (MCRDs)
TC conducts relevant live-fire combined arms train-
are responsible for basic training also known as
ing, urban operations, and joint and coalition level
Boot Camp. This process, in which recruits are
integration training that promotes operational forces
cut off from the civilian world and inducted into
readiness.
Marine Corps lifestyle, is conducted over a 13 week
period. Upon completion, recruits earn the title Ma-
rine and then move on to additional combat or other
military occupational specialty training.
80
chapter 3: programs
Courses and Facilities Our training and education programs will culmi-
A broadly capable middleweight force will meet nate with the MAGTF Training Program. Through a
future requirements through the integration of newly standardized training approach, the MAGTF Training
acquired and traditional operational competencies. To Program will develop the essential unit capabilities
remain Americas Expeditionary Force in Readiness, the necessary to conduct integrated MAGTF operations.
Marine Corps requires balanced, high-quality training Building on lessons learned over the past 10 years, this
and education at all levels. As history has repeatedly approach includes focused battle staff training and a
shown, wars are won by the better-trained force, not service assessment exercise modeled on the current
necessarily the larger one. In the midst of ongoing com- exercise, Enhanced Mojave Viper. Additionally, we will
bat operations, the Marine Corps is realigning educa- continue conducting large scale exercises that integrate
tion and training efforts to enable Marines and Sailors training and assessment of the MAGTF as a whole. The
to succeed in conducting distributed operations in in- MAGTF Training Program facilitates the Marine Corps
creasingly complex environments against any threat. ability to provide multi-capable MAGTFs prepared for
To meet these challenges, the Marine Corps Training operations in complex, joint and multi-national envi-
and Education Command (TECOM) will provide the ronments against hybrid threats.
training courses and facilities that are responsive and In order to fully realize these training and educa-
relevant for preparing individual Marines and Marine tion enhancements, we will continue investing in the
Corps units via targeted, progressive training and con- resources, technologies and innovations that enable
tinuous assessment. them. These investments include modernizing our
Our current training is focused on preparing Ma- training ranges, training devices, and infrastructure to
rine units for combat, counterinsurgency and stability ensure quality resources are available to support the
operations in support of Operation Enduring Freedom training of Marines, individual to MAGTF. We will
(OEF) . The past 10 years of combat have demonstrat- also leverage advanced technologies and simulation
ed that there is a positive correlation between quality systems to create realistic, fully immersive training
training and education and individual/unit readiness; environments.
both directly translate to operational success. There-
fore, as we draw-down from Afghanistan, our training
and education will rebalance to support the execu-
TRAINING
tion of a wider range of operational capabilities. We
MAGTF TRAINING
will achieve this balance by leveraging competencies
PRE-DEPLOYMENT TRAINING
in entry-level and skills progression training and by
PROGRAM (PTP)
re-emphasizing core competencies in combined arms
MARINE AIR GROUND TASK FORCE (MAGTF)
and amphibious operations, irregular warfare, human-
TRAINING
itarian assistance, and inter-agency coordination. In
The Marine Corps has developed an extensive PTP,
addition, we are making the investments necessary to
based on the Pre-Deployment Training Continuum, to
implement the recommendations of the 2006 Officer
prepare Marines for todays operational environments.
Professional Military Education Study (The Wilhelm
The PTP establishes a coherent progression of skill lev-
Report) to transform the Marine Corps University
el training conducted by commanders and evaluated at
(MCU) into a world class institution. These efforts
PTP Mission Rehearsal Exercises (MRXs). Training is
will ensure that Marines are prepared to meet the chal-
conducted in four nested blocks in ascending com-
lenges of post-OEF operational environments.
81
petency levels. Marine Expeditionary Force command- ties (or Core Plus for Aviation) Training conducted by
ers determine what level of competency is required for a unit and by the units higher headquarters. For battal-
each deploying unit based on mission-essential task ion-sized units, Block 3 is battalion-level training. For
analysis. MEF commanders set unit priority for service aviation units, Block 3 is squadron-level integration
level training events and ensure units participating with adjacent aviation and supported ground units
in service-level training events have appropriate sup- utilizing formalized command and control functions
port attachments during respective blocks of training. to perform assigned METs to their required output
The following training blocks comprise the PTP standards.
Continuum.
Block 4
Block 1 Block 4 training is battalion/squadron-level core
Block 1A and 1B training consists of Sustained competency training and is also known as the units
Core Skills Training, Core Plus Skills Training, and Ma- Mission Rehearsal Exercise (MRE). Block 4 training is
rine Corps Common Skills Sustainment Training. Core a units graduation pre-deployment training exercise
Plus Skills are those combat-focused skills that are envi- and is individually tailored to support and assess a units
ronment, mission, rank, or billet specific and are devel- ability to perform tasks on its assigned Mission Essen-
oped after a Marine is assigned to an operational unit. tial Task Lists. Battalion and higher deploying units will
Block 1 training also includes formal schools training. typically undergo a Training and Education Command
Career progression training is critical to effective build- (TECOM)-supported MRX. Deploying units that do
ing block training, and the intent is for all incoming not participate in an MRX complete an Alternate Mis-
leaders to have received the appropriate schooling prior sion Rehearsal Exercise that is supported by the par-
to beginning the units collective training. For aviation ent MEF. The MRX provides information for the MEF
units, Block 1 provides resident instructor development, Commanding Generals unit certification process.
certification, and sustainment of the qualifications and
designations of individual aircrew and maintainers for Enhanced Mojave Viper
annual training requirements. Conducted onboard the Marine Corps Air-
Ground Combat Center (MCAGCC) in Twentynine
Block 2 Palms, California, Enhanced Mojave Viper is a 28-
Block 2 training consists of Core Capabilities day full-spectrum MRX that focuses on providing a
Training conducted within a unit. Core Capabilities are service-level assessment of battalions and squadrons
the essential collective functions a unit must be capable in preparation for deployment. The exercise scenario
of performing during extended combat operations. For allows units to combine their core Marine Corps com-
battalion-sized units, Block 2 is company-level and be- petencies with Afghanistan-specific capabilities. The
low training. For squadrons, Block 2 is Core Skills re- exercise force composition consists of two infantry
finement and flight-leadership development, normally battalions, a combat logistics battalion, and three flying
single-ship through division-flight operations. squadrons (fixed wing, rotary wing, and assault sup-
port). Throughout the exercise, units undergo training
Block 3 and assessment in offensive operations, defensive op-
Block 3 training is based on unit Mission Essential erations, stability operations and counterinsurgency.
Tasks (METs) and consists of Advanced Core Capabili- Under various conditions, including desert, limited
82
chapter 3: programs
visibility, urban, rural, joint, and interagency missions, hase V, Redeployment, is focused on the unit retro-
P
units are provided a live-fire, combined-arms training grading to its home station.
venue that closely resembles the conditions in which
they will operate once deployed.
COMMAND AND CONTROL

Mountain Exercise TRAINING AND EDUCATION
Mountain Exercise is a 28-day, Block 3 Marine Air CENTER OF EXCELLENCE
Ground Task Force (MAGTF) exercise conducted at (C2TECOE)
the Marine Corps Mountain Warfare Training Center Description
(MCMWTC) at Bridgeport, California. This exercise
The Command and Control Training and Educa-
focuses on military mountaineering technical skills,
tion Center of Excellence (C2 TECOE) serves as the
and tactical operations across the warfighting func-
central Marine Corps agency for command and con-
tions, at medium to high altitudes in complex and
trol training and education issues through all levels of
compartmentalized terrain and in all weather condi-
Marine Air Ground Task Force (MAGTF) commanders
tions. The exercise is also conducted on the Lucky Boy
and their staffs. In conjunction with appropriate Train-
Pass unimproved road network and the Hawthorne
ing and Education Command (TECOM) staff sections,
Army Depot (HWAD), Hawthorne, Nevada; Ryan
it provides integrated and timely coordinated solutions
Canyon Roads unimproved road network, and Naval
for validated C2 training and education requirements
Air Station Fallon, Nevada.
among TECOM, the operating forces, the Advocates,
Mountain Exercise includes the following five
Headquarters Marine Corps, Marine Corps Systems
phases:
Command (MCSC), the Marine Corps Warfighting
P hase I, Preparation and Deployment, involves se-
Lab (MCWL), and selected joint, service, and coalition
lected individuals attending the MCMWTC formal
agencies. Additionally, it identifies, tracks, and investi-
programs of instruction, which are focused at con-
gates the potential impacts of future MAGTF warfight-
ducting operations in mountainous, medium to high
ing requirements or prospective changes within the C2
altitude, and in a cold-weather environment. Phase I
training and education continuum.
also includes the arrival of the units advanced and
main body, pre-environment training, the staff par-
ticipating in the Mountain Operations Staff Plan- Operational Impact
ning Course, and a communication exercise. The C2 TECOE provides Active and Reserve Com-
P hase II, Shaping, is focused on Basic Mobility, in- ponent commanders, their staffs, and individual Ma-
cluding military mountaineering mobility, survival, rines timely and relevant home-station and mobile
and technical skills and a company-platoon exercise. training team training in the art and science of com-
P hase III, Decisive Action, is focused on conducting mand and control to enable them to act more decisive-
offensive, defensive, joint, and coalition operations. ly and effectively than the enemy. C2 TECOE works
Phase IV, Security and Stability Operations, is fo- in concert with the Marine Corps Tactics and Opera-
cused on mounted/dismounted counter-improvised tions Group (MCTOG), the Marine Corps Logistics
explosive device training patrolling operations, mili- Operations Group (MCLOG), Marine Aviation War-
tary operations on urban terrain (MOUT), cultural fare Training Squadron (MAWTS)-1, and the MAGTF
engagements, and limited combined arms company Staff Training Program (MSTP). The Center advances
live fire. the mastery of command and control in the operating
83
forces through individual C2 operator and watch offi- sustainment training is incorporated throughout the
cer/watch chief and initial collective Battle Staff Train- lifecycle of a program. Additionally, the C2 TECOE
ing offered through its five, regionally situated subor- is the lead doctrinal proponent for the Marine Corps
dinate MAGTF Integrated Systems Training Centers Warfighting Publication (MCWP) 3-40.2 Information
(MISTCs). These training centers are located at Camp Management due to be published in mid-2012.
Lejeune, North Carolina; Camp Pendleton, California;
Twentynine Palms, California; Kaneohe Bay, Hawaii; Program Status
and Okinawa, Japan, and are integral components The C2 TECOE currently offers more than 20 pro-
of the MAGTF Training Programs C2 training grams of instruction through its MISTCs that support
continuum. C2 operator, systems administrator, advanced systems
The MISTCs are under the operational and ad- courses, watch officer/watch chief courses and collec-
ministrative control of the C2 TECOE and directly tive Battle Staff Training, with six more POIs under
support the MEFs and the formal schools through a development. Additionally, it has a Commanders C2
building block approach that focuses on C2 training Systems Overview course to acquaint operating force
tailored to unit size and type that culminates in in- commanders with the tools available to them in todays
creasingly complex series of battle drills that exercise digital Combat Operations Center. The C2 TECOE
unit standard operating procedures; introduce the lat- and its MISTCs effectively support the C2 training
est tactics, techniques, procedures (TTPs); and incor- continuum from the individual Marine to the initial
porate C2 best practices. collective level that feeds more advanced collective
The C2 TECOE is the lead proponent for the C2 training contained within the forthcoming Service-
Training and Readiness Manual. They work closely level Battle Staff Training Program, Integrated Train-
with the TECOM Ground Training Division and the
ing Exercise and Large Scale Exercise, all components
Deputy Commandant for Plans, Policies and Opera-
of the MAGTF Training Program.
tions to establish C2 training standards, regulations
and practices regarding the training of Marines for
combat. This supports unit commanders, who will
continue to develop their own training plans to sus- MARINE CORPS TACTICS AND
tain proficiency and assess their units progress toward OPERATIONS GROUP (MCTOG)
attaining combat readiness. The C2 TECOE will con- The Marine Corps Tactics and Operations Group
tinue to develop and maintain programs of instruc- was established in February 2008 under the cognizance
tion ensuring skill-training requirements support the of Training and Education Command (TECOM) to
building block approach in a formal school setting at implement the Operations and Tactics Training Pro-
each MISTC. gram (OTTP). Located onboard Marine Corps Air
The C2 TECOE preserves and promotes C2 train- Ground Combat Center, Twentynine Palms, MCTOG
ing for Operating Force Marines by coordinating with is a subordinate organization to Marine Air Ground
the Deputy Commandant for Combat Development, Task Force (MAGTF) Training Command.
Deputy Commandant Advocates in HQMC, and liais- The mission of MCTOG is to provide standard-
ing with the Marine Corps System Command Product ized, advanced training and certification to Ground
Group system acquisitions processes. This includes Combat Element (GCE) Operations Officers, Op-
participating in several ongoing manpower personnel erations Chiefs, and other selected GCE training spe-
and training plan IPTs to ensure that appropriate C2 cialists in operations, combined-arms planning and
84
chapter 3: programs
integration. MCTOG also supports unit readiness E

nhance GCE unit preparation/performance in
planning at the company, battalion, and regiment lev- combat operations
els to support GCE training and readiness events. This
is accomplished through the Tactical MAGTF Integra- Tactical MAGTF Integration Course
tion Course (TMIC). In addition, MCTOG provides and Ground Operations Chief Course
advanced collective training to company through regi- (GOCC)
ment battle staffs by executing the Battle Staff Train-
The blended TMIC and GOCC are the method used
ing Program (BSTP). Lastly, MCTOG serves as the
to train and certify Operations and Tactics Instructors
proponent lead to develop specified GCE publications,
(OTIs) for the GCE. The GCE Operations Officer and
ensures GCE doctrine is nested and consistent both
Operations Chief must be certified as an OTI prior to
horizontally and vertically within the MAGTF con-
being assigned to their designated billet. The OTIs are
struct, and ensures GCE doctrine and individual and
the unit proponents of standardization and, as such, as-
collective training and readiness events are mutually
sist the commander in the preparation of the unit for
supporting to enhance the combat readiness of GCE
combat, tactical planning, and command and control
units.
of operations. The OTIs assist their commanders with
the identification of unit-specific training requirements
Operations and Tactics and deficiencies as a result of evolving operational and
Training Program threat environments. OTIs support the GCE by being:
The OTTP increases combat effectiveness by de- Master training designers able to implement and
veloping a professional training culture, institutional- manage the unit readiness program
izing standardization, and accelerating innovation at Skilled in the art and science of planning and execut-
all levels within the GCE. The three pillars of the OTTP ing operations in complex environments
are the TMIC, the BSTP, and the synchronization of
Skilled in the art and science of command and control
GCE Doctrine and training and readiness events. The
across the range of military operations
desired end state of the OTTP encompasses the follow-
Proponents of standardization to enable integration
ing objectives:
and interoperability with external organizations and
E nsure full interoperability of GCE units through
enablers
standardization of tactics, techniques, and proce-
Advocates of best practices, lessons learned, resources,
dures in publications and in practice in the operat-
and emerging concepts.
ing forces
I nculcate GCE companies, battalions, and regiments
with a higher level of training capability and rigor Intelligence Tactics Instructor
across the warfighting functions Course
C odify and provide the training requirements for key Intelligence Officers and Chiefs are a secondary
GCE staff members to build expertise in the training, training audience during the execution of TMIC. A
preparation, and employment of GCE units on the gap analysis determined that intelligence officers and
complex battlefields of the future chiefs assigned to GCE units lacked certain capabili-
I mplement mechanisms to ensure GCE doctrine, ties and understanding of GCE operations. The Intelli-
standards, training, and requirements maintain pace gence Department of HQMC, in concert with TECOM
with the changing threat environment and emerging and MCTOG, developed a six-week parallel-tracked
operational concepts GCE Intelligence Tactics Instructor (ITI) Course that
85
provides specific intelligence training and then links MARINE CORPS LOGISTICS
the student with TMIC to solidify the intelligence and OPERATIONS GROUP (MCLOG)
operations integration. Deputy Commandant, Installations and Logistics
and Commanding General, Training and Education
Battle Staff Training Program Command, partnered to establish the Marine Corps
The Battle Staff Training Program (BSTP) is the Logistics Operations Group (MCLOG). The MCLOG
method by which MCTOG assists commanders and provides a capability similar to the Marine Corps Tac-
OTIs in training units in advanced, collective Battle tics and Operations Group (MCTOG) and Marine
Staff command and control and planning skills. The Aviation Warfare Training Squadron (MAWTS)-1 for
BSTP prepares units to integrate Service, joint, and logistics units in the operating forces. MCLOG will re-
interagency assets in support of their anticipated mis- port to the Commanding General, Marine Air Ground
sions during deployment. In addition, the BSTP uses Task Force Training Command (MAGTF TC), and will
tailored unit training packages, exercise support, and be located at Twentynine Palms.
unit defined Mobile Training Team support packages MCLOG will serve as the following:
to train unit battle staffs either at the MCTOG Battle T
he single logistics operations training element re-
Lab, or in support of Home Station Training. Further- sponsible to synchronize the logistics training and
education continuum on behalf of the Logistics
more, MCTOG is focused on the regiment, battalion,
Advocate
or company commander and staff in the information
T
he lead for providing advanced and standardized
management, problem solving and resolution pro- tactical logistics operations training and education
cesses encountered in the current and future operating on behalf of the Logistics Advocate
environments. T
he logistics doctrine proponent on behalf of the
Logistics Advocate.
Synchronization of GCE MCLOG will implement the Logistics Tactics
Doctrine and Training and Readiness Training Program (LTTP) to enhance combat readiness
The MCTOG is the critical link between the GCE and performance of logistics personnel and Logistics
Advocate (the Deputy Commandant for Plans, Policies, Combat Element (LCE) units in MAGTF operations.
and Operations) and the means by which the doctrine, The cornerstone of the LTTP will be the graduate-
tactics, techniques, procedures, training standards, cur- level logistics operations courses, and the assignment
ricula, and institutional training programs are estab- of graduates to logistics operations officer billets in all
lished and kept current. As such, MCTOG will assist the elements of the MAGTF.
GCE Advocate in developing standardized GCE indi- MCLOG also will work with MCTOG and
vidual and collective capabilities that are linked to best MAWTS-1 to integrate Ground Combat Element; Avi-
practices, current TTPs, and emerging requirements. ation Combat Element; and LCE training and tactics,
techniques, and procedures within the Tactical Logis-
tics Operation Center (TLOC) through an Advanced
Unit Collective training program that will assist LCE
unit staffs in C2 and planning skills with a focus on lo-
gistics operations. This program will use tailored unit
training packages, exercise support, and unit defined
Mobile Training Team support packages to train logis-
tics unit battle staffs either at the MCLOG facility, or in
support of home station training.
86
chapter 3: programs
JOINT, INTERAGENCY, AND MULTI- dination Program, which assists Marine Corps JNTC-
NATIONAL (JIM) TRAINING accredited programs in gaining participation of others
Leveraging several joint initiatives from the Office services at their training and exercises.
of the Secretary of Defense, the Chairman Joint Chiefs
of Staff, and the newly formed J7 (Joint and Coalition Interagency Cooperation
Warfighting, or JCW) on the Joint Staff, Training and and Training: Interagency Coopera-
Education Command incorporates joint, interagency, tion and Training
and multinational training context into dynamic, ca- TECOM leverages interagency participation such
pabilities-based training in support of national secu- as subject matter expert attendance at pre-deployment
rity requirements.
training to increase realism and meet mission-train-
ing standards at pre-deployment training programs.
Joint Training Through efforts with the U.S. Agency for International
Through the OSD-sponsored Joint National Development, the Marine Corps Civil-Military Opera-
Training Capability (JNTC), the Training and Educa- tions School, and MCTOG, deploying units have been
tion Command (TECOM) has integrated specific joint trained in the use of the District Stability Framework
context solutions to identified joint training shortfalls assessment tool, which assists commanders with iden-
at U.S. Marine Corps Joint National Training Capabil- tifying the root causes of instability in their location,
ity-accredited programs, which include: and target efforts to address these problems. Similarly,
M
arine Air Ground Task Force Training Command TECOM provides input to civilian training efforts to
(MAGTF TC), Twentynine Palms, California make them more accessible to Marine units, such as the
M
arine Aviation Weapons and Department of Agricultures Agricultural Development
Tactics Squadron-1 (MAWTS-1), Yuma, Arizona for Afghanistan Pre-Deployment Training program.
M
arine Air Ground Task Force Staff Training Pro- TECOM also assists the State Departments Bureau
gram (MSTP), Quantico, Virginia of Conflict and Stabilization Operations by support-
M
ountain Warfare Training Center (MWTC), ing annual training aboard Marine Corps Base (MCB)
Bridgeport, California
Quantico for a civilian capstone exercise centering on
M
arine Corps Tactics and Operations Group (MC-
the Civilian Response Corps.
TOG), Twentynine Palms, California
The JNTC also provides several tools that support
the incorporation of joint training into Service Title 10 Multinational Training
responsibilities. One of these tools is the Joint Training Coalition partners are invited to participate in
Enterprise Network (JTEN) that is the communica- service-level training when feasible and relevant. One
tions network for JNTC. The JTEN is a high-capacity, focus area is on operational level interaction, primarily
reconfigurable network that supports joint training through coordination and reciprocal participation in
exercises, and the evaluation of new warfighting con- mission rehearsal exercises with partner nations where
cepts. Additionally, it allows for inter- and intra-Service USMC units will serve as higher headquarters during
forces to link Service-owned training and simulation current operations. Additionally, institutional-level
networks to train in a live, virtual and constructive en- interoperability is being pursued through staff and
vironment that blends live tactical forces with manned instructor exchange programs in respective training
simulators and sophisticated computer models. A sec- organizations. Opportunities to incorporate coalition
ond tool is the JNTC sponsored, Joint Training Coor- partners into MAGTF TC training events such as En-
87
hanced Mohave Viper or the Weapons and Tactics In- understanding of the full staff-training continuum.
structor Course are frequently pursued and exploited.
Integrated Training
Exercise (ITX)
FUTURE TRAINING: MAGTF The ITX provides a battalion- or squadron-level
TRAINING PROGRAM collective training event supporting training in skills
required to accomplish assigned core mission essen-
tial tasks, and serves as the Service level assessment of
a unit. This program will be similar in scale to the type
of combined arms training that was conducted prior to
Operations Iraqi Freedom and Enduring Freedom and
the Mojave Viper pre-deployment training program.
It will include all elements of the MAGTF including
command, ground combat, logistics combat, and avia-
tion combat elements. ITX will provide training on the
techniques of MAGTF integration at the tactical level
and the technical skills allowing subordinate units of
The Training and Education Command (TECOM) the MAGTF to work together.
is developing the next generation of training for Ma-
rine operating forces to prepare for future fights and Large-Scale Exercise (LSE)
operating environments. The Marine air Ground Task The LSE is a Marine Expeditionary Brigade (MEB)/
Force (MAGTF) Training Program will establish, de- MEF-level exercise program that will use live-virtual-
fine, and integrate the requirements for training pro- constructive training linked through a supporting net-
grams and resources that will facilitate the develop- work across the United States and with amphibious
ment of warfighting capabilities in those operational
forces afloat, or ashore, to focus on the integration of
forces comprising a MAGTF.
headquarters organizations and their ability to con-
duct integrated MAGTF operations. It can be used as
Battle Staff Training the final pre-deployment training event for a MAGTF
Program (BSTP) that as has been designated to deploy, or it will serve
The BSTP is designed to provide training to battle as an exercise to validate the ability of the MAGTF to
staffs across all the elements of the MAGTF, at echelons execute designated core mission-essential tasks, de-
from a battalion, or squadron, to Marine Expedition- pending on requirements of the MEF commander. The
ary Force (MEF)-level. Most importantly, the BSTP LSE will increase joint and amphibious capabilities as
integrates individual and collective training, provided the Marine Corps reconstitutes its full amphibious
by multiple organizations from across TECOM, into capability.
a single training continuum beginning with training
of command and control systems operators, and con-
Amphibious Core Training
cludes with a command post exercise that tests the abil-
The Marine Corps is developing and refining key
ities of the entire staff. The BSTP provides an invalu-
training programs to reinvigorate our amphibious
able tool for the commander to assist in the training of
capability. TECOM is preparing individual Marines
his staff, and provides the commander with a detailed
through training and education at the Marine Corps
88
chapter 3: programs
Expeditionary Warfare School, the Marine Corps Training & Readiness (T&R)
Command and Staff College, and various courses at Development Module
the Expeditionary Warfare Training Groups Atlantic The T&R Development Module is the backbone
and Pacific, such as the Type Commander Amphibious of the MCTIMS suite of modules. This module is used
Training. We will prepare MAGTFs by training along- during T&R Development and Review Conferences
side the Navy through such exercises as amphibious to build or maintain individual and collective events
landing exercises and MEB-level exercises. and manage T&R data. The TECOM and Education
Command (EDCOM) staff uses this web-based ap-
plication to capture individual and collective training
standards for an occupational field and Military Occu-
Training and
pational Specialty (MOS) to produce the T&R manual.
Education Enablers
T&R Manuals provide commanders in the Operating
MARINE CORPS TRAINING Forces, Supporting Establishment, and formal learning
INFORMATION MANAGEMENT centers with a tool for the planning and implementa-
SYSTEM (MCTIMS) tion of progressive training that ultimately will ensure
MCTIMS is the Marine Corps emerging enter- individual and collective proficiency.
prise information system for training development
and management. An official program of record with
Military Occupational Specialty (MOS)
Marine Corps Systems Command oversight, MCTIMS
Manual Module
web-enabled applications work in concert with Oracle
databases containing USMC training information to The MOS Manual Module supports TECOMs
provide integrated applications that serve all Marine Ground Training Division mission to manage the MOS
Corps training development and management needs. Manual for the Marine Corps. This module provides
MCTIMS is the authoritative data source for all the capability to store web-based MOS Manual data to
training data, generating, maintaining, sharing, and expedite the annual review and reduce the labor associ-
reporting training data as required by other Marine ated with management of the MOS Manual.
Corps and service-level systems. Early MCTIMS de-
velopments directly supported the mission of TECOM MOS Roadmap Module
to provide entry-level trained Marines to the operat- TECOM and EDCOM use this web-based applica-
ing forces and supporting establishment. In the near tion to guide individual Marines on career training and
future, units will use MCTIMS to develop the units education. Roadmaps are single-source documents
training plans, training schedules, and record training containing grade-specific information related to train-
achievements. ing and education requirements from which Marines
MCTIMS is a government-owned software appli- can make informed career decisions regarding assign-
cation that is available for use by the total force. The ment, training and education requirements and career
system standardizes Marine Corps training develop- progression opportunities. Leaders use the roadmap as
ment and management by aligning to the Systems Ap- an aid to counsel and mentor subordinates.
proach to Training process.
89
Unit Training Management (UTM) and The Student Evaluation (SEV) Module. TECOM
Individual Marine Management (IMM) and EDCOM staffs use this web-based application to
Modules construct tests, record test data, track student scores
The UTM and IMM modules are the latest MC- and grade point averages, and generate reports. The
TIMS development efforts designed to directly support SEV module controls the synchronization of this data
the Operating Force. The UTM module provides com- with the external Question-Mark Perception applica-
manders with a toolkit that aligns with the unit train- tions. Student evaluation is also used to create survey
ing management process outlined in Marine Corps questionnaires and track student responses.
Reference Publication 3-0A, the Unit Training Man- The Student Management Module. TECOM staff
agement Guide. This capability enables commanders uses this web-based application to manage rosters,
and their staff to execute doctrinal UTM practices via units, and individual students for Marine Corps formal
an automated system. Other capabilities within this schools.
module will allow units to record, track, and evaluate Student Registrar. The Student Registrar Module
all unit collective-training requirements. is management by the Formal School Training Divi-
sion, TECOM. The TECOM and EDCOM staffs use
Additional MCTIMS this web-based application to manage class rosters and
Developments to Support student registrations.
the Marine Corps
Two additional MCTIMS developments fielded
during FY 2011 are the Curriculum Library and the MODELING & SIMULATIONS (M&S)
Electronic Training Jacket (ETJ). The Curriculum Li- TRAINING AND EDUCATION
brary provides Marines in the operating forces access to ENABLERS
formal learning center course materials to support train- Marine Air Ground Task Force (MAGTF) Train-
ing and standardize instructional materials throughout ing Simulations Division (MTSD), a directorate of the
the Marine Corps. Marines operating forces will be able Training and Education Command (TECOM), has
to access lesson plans, student outlines, instructor prep- established a training modeling and simulation com-
aration guides, and media to support unit training re- munity of interest to facilitate information exchange
quirements. The ETJ provides a cradle-to-grave record and address specific focus areas, such as infantry skills
of all training accomplishments for all Marines view- simulations, staff training environment. MTSD also
able by the individual Marine or their commander. addresses simulation system integration, interoperabil-
ity, interconnectivity, compatibility, and networking.
Other Formal School Participants in this forum are drawn from across the
Management Capabilities Marine Corps and the science and technology commu-
The Curriculum Management (CMD) Module. nity. With this forums input, TECOM has published
TECOM and EDCOM staff and schoolhouse curricu- the Training and Education Modeling and Simulation
lum developers use this web-based application to cre- Master Plan. The purpose of the plan is to inform Ma-
ate and manage curriculum for Marine Corps formal rines and other stakeholders of current and future ef-
schools. The use of this module is mandated for the forts pertaining to training simulations and to guide the
production of Marine Corps programs of instruction. development and sustainment of effective simulation-
based training in support of the operating forces.
90
chapter 3: programs
Small-unit training is receiving particular focus by bilities. TECOM is further examining networking re-
TECOM to prepare Marines for todays and future op- quirements to link simulation systems with each other
erating environments. The Squad Immersive Training and with live domain capabilities, and as well as provide
Environment (SITE) program will significantly enhance access to existing Marine Corps, joint, interagency, and
collective training for the squad. SITE is envisioned as multinational partner training and modeling simula-
a multifaceted toolkit of integrated live, virtual, and tion networks. Such a network would support distrib-
constructive training capabilities that commanders can uted training venues between MAGTF elements, en-
leverage to train their small units at all points along the able large-scale MAGTF exercises, and facilitate Marine
training continuum. The SITE toolkit should include Corps participation in future joint and other exercises.
current virtual and live training systems appropriate for
small units, and future capabilities that leverage emerg-
ing technologies.
MISSION-CAPABLE TRAINING
TECOM has participated in numerous joint initia-
RANGES
tives focused on immersive training at the squad and
platoon levels. In support of the Enhanced Company
Operations (ECO) concept, MTSD is examining the
networking and interoperability of selected staff train-
ing, combined arms, combat convoy, combat vehicle,
and aviation simulation systems to enable better train-
ing capabilities among critical MAGTF building blocks.
These efforts will be integrated within the emerging
Small unit Integrated Training Environment (SuITE)
program to provide the domain for ECO.
TECOMs request to integrate the Marine Corps
Marine Corps combat readiness depends on the
MAGTF Tactical Warfare Simulation system into its
continued availability of Ranges and Training Areas
joint live, virtual, and constructive (JLVC) federation
(RTAs) that provide opportunities for realistic, mis-
was approved. This incorporation will provide higher
sion-oriented training in multiple, complex environ-
simulation fidelity of MAGTF and amphibious opera-
ments. To this end, the Marine Corps Training and
tions in joint exercises and enable the Marine Corps to
Education Command (TECOM) continues to execute
better leverage the many JLVC tools to support Service
the comprehensive Mission-Capable Ranges Program.
training and Combatant Commander regional en-
The purpose of Mission-Capable Ranges is to plan,
gagement exercises. TECOM is pursuing appropriate
program for, and execute the development, modern-
linkages among existing Marine Corps simulations to
ization and sustainment of RTAs, and the delivery of
provide more robust capabilities and examining simu-
comprehensive range services and training support
lations that address political, military, economic, social,
to the warfighter. Mission-Capable Ranges is require-
infrastructure, and information issues.
ments-driven, incorporating standards articulated in
Finally, the MROC approved TECOMs Live, Vir-
Marine Corps Reference Publication (MCRP) 3-0C
tual, and Constructive Training Environment (LVC-
Operational Training Ranges Required Capabilities, and
TE) Initial Capabilities Document that outlined desired
requirements-based assessments of the capabilities of
LVC-TE capabilities. This analysis identified gaps in the
RTAs.
Marine Corps ability to network current capabilities
TECOM has established six cornerstone objectives
and delineated integration standards for future capa-
91
for Mission-Capable Ranges, including: protect range investments

P reserve and enhance the live-fire combined R e-capitalization to upgrade or replace existing
arms training capabilities of Marine Corps Air ranges and range resources
Ground Combat Center/Marine Air Ground Task Investment in new ranges that leverage advanced
Force (MAGTF) Training Command, Twenty- range instrumentation, targets, and training systems.
nine Palms, and Marine Corps Air Station (MCAS) In recent years, the program has focused primar-
Yuma Range Complex ily on range modernization at the installation level
R ecapture and enhance MAGTF and unit training and on assessing and supporting initiatives to address
capabilities of the nations two premier littoral train- long-term requirements for sufficient land area and
ing areas, Camp Lejeune and Camp Pendleton airspace for training. At our installations, Mission-Ca-
L everage technology to support every level of train- pable Ranges has delivered the range resources to sup-
ing with a goal of providing timely and objective port training requirements emerging from the theaters
feedback to the training audience of operation, particularly those relating to urban and
H onor our commitments to protecting the environ- counter-IED tactics. Since 2006, the program has made
ment, while preserving and enhancing our ability to unprecedented investments (approximately $700 mil-
lion) in Marine Corps training infrastructure.
conduct live-fire and maneuver training
As we look to the future, the program will increase
F acilitate cross-service employment of Marine Corps
its focus on realistic, immersive training environments
training ranges, and ensuring Marine Corps access
for our Marines using integrated systems for tactical
to other-service ranges
engagement, range instrumentation, interactive tar-
S upport the Joint National Training Capability with
gets, threat simulators, and after-action review. Addi-
the common range infrastructure and systems archi-
tionally, TECOM has initiated a comprehensive effort
tecture to ensure effective joint training
to field Training Support Centers at our major training
Mission-Capable Ranges provides the Marine
bases to facilitate efficient and effective utilization of
Corps with a comprehensive, fully developed strategy
the full suite of RTAs and other training resources by
for providing modern RTAs and related services that
the operating forces.
are focused on current and future needs of the warf- With regard to service-level initiatives, Mission-
ighter. The cornerstone of the program is range mod- Capable Ranges has focused on three shortfalls:
ernization through: T he inability of Marine Corps ranges to fully exercise
S ustainment of ranges to maintain capabilities and
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chapter 3: programs
a large MAGTF in a realistic, doctrinally appropriate ing involving CAST facilities across the Marine Corps.
training scenario CACCTUS is an upgrade to the USMCs CAST that
I nadequate training opportunities for the Marine provides fire support training for Marine Air Ground
units stationed in the western Pacific and Hawaii Task Force (MAGTF) elements up to and including the
I nadequate aviation training facilities on the east Marine Expeditionary Brigade (MEB) level.
coast of the United States with range capabili- Using the system components and simulation
ties such as those provided by MCAS Yuma on the capabilities, two-dimensional and three-dimensional
west coast. visuals, interfaced Command, Control, Communica-
TECOM will continue to focus on meeting these tion, Computers and Intelligence (C4I), synthetic ter-
deficits. Concurrently, TECOM will engage in for- rain, and an After-Action Review (AAR), CACCTUS
wardlooking initiatives as it confronts future chal- immerses trainees in a realistic, scenario-driven envi-
lenges to RTA capabilities, including potential limita- ronment. The simulated scenarios enable command-
tions on resources available for range modernization ers and their battle staffs to train or rehearse combined
and sustainment. Sufficient commitments to sustain- arms tactics, techniques, procedures and decision-
ing and enhancing range capabilities are necessary to making processes prior to any physical engagement.
ensure RTAs continue to fully support the training re- In addition, CACCTUS provides training across live,
quirements of the Marine Corps. virtual, and constructive training networks through
interoperability with appropriate C4I systems in a
training environment.
Combined Arms Command and
Control Trainer Upgrade Operational Impact
System (CACCTUS) The CACCTUS provides critical combined arms
command and control integration and fire support
coordination training to units leading up to and
just prior to participating in live fire exercises and
deployment.
Program Status
All five CAST facilities have been fielded with Ver-
sion 5.2.1. Authority to operate as a standalone system
was granted in August 2011.
Quantity: 0 0
Description
The CACCTUS is a combined arms staff training Developer/Manufacturer:
system that, when fully fielded will enable comprehen- Riptide Software, Inc. Oviedo, Florida
sive Marine Corps staff, unit, team, and individual
training at home station Combined-Arms Staff Train-
ing (CAST) facilities, and through distributed train-
93
SQUAD IMMERSIVE TRAINING Support Infantry Squad Core Competencies

ENVIRONMENTS (SITE) P
rovide realistic environmental conditions for
required geographic regions
P
rovide realistic characteristics of a Thinking
Opposing Force
Provide realistic indigenous population
P
rovide the ability to conduct Mission Planning
and Rehearsal
P
rovide realistic contemporary operating environ-
ment entities
P
rovide stimulation of senses to enhance realism
of training and support decision making
Provide high fidelity After-Action Reviews
Provides USMC Vision and Strategy 2025-CMC
Planning Guidance:
Description I mprove training and experience level for Maneuver
SITE is an integrating training construct focused Unit Squad Leaders.
on preparing squads for missions in the contemporary
operating environment. These environments will pro-
Program Status
vide the commander training venues to better prepare
Research Development Test and Evaluation is
infantry squads, while enhancing existing training sys-
planned in FY 2013 for Live Core System enhancements
tems that meet the essential training capabilities for
and in FY 2014 for Virtual Core System enhancements.
small unit and squad leader development. SITE also
provides centralized management and oversight for
the small unit and squad training capabilities, with
Quantity: 0 0
decentralized execution for development and field-
ing of individual increments. The program leverages
efforts across the Science and Technology communi-
TBD
ty and provides means to aid the transition of most
technologically advanced capabilities into Programs
of Record.
SUPPORTING ARMS VIRTUAL
Operational Impact TRAINERS (SAVT)
SITE addresses the following training capability Description
gaps: The SAVT advances the training capability, op-
E
nable proper employment of Operational erational readiness, and tactical proficiency of Marine
Weapons and Realistic Casualty Determination Corps joint terminal attack controllers, forward observ-
P
rovide realistic Battlefield Effects to set the ers, and forward air controllers. This virtual simulator
conditions for maneuver provides personnel with training scenarios that require
E
nable proper employment of operational the placement of tactical ordnance on selected targets
equipment using Joint Close Air Support procedures and observed
94
chapter 3: programs
fire procedures. These scenarios will allow for practical activities and traditions by collecting papers, articles,
application of Naval Surface Fire Support, artillery and images, and interviews of lasting historical interest
mortar fire, neutralization, suppression, illumination, Assisting in the Marine Corps use of military history
interdiction, and harassment fire missions. to aid in professional military education and train-
ing and to provide background and precedents for
Operational Impact decision-making.
Division historians, working in close coordination
Simulation events can replace 33 percent of
with the National Museum of the Marine Corps, col-
Marine Corps live-fire Training and Readiness re-
lect, research, write, publish, and distribute accounts
quirements, as well as Joint Service currency training
that are professional presentations of permanent his-
requirements.
torical value to the Marine Corps and materially con-
tribute to the military, political and social history of
Program Status the United States and its armed forces. During 2009,
Six systems have been installed, one each at Camp the History Division moved into facilities on the cam-
Lejeune, Twentynine Palms, Camp Pendleton, Marine pus of Marine Corps University (MCU).
Corps Base Hawaii, Marine Corps Air Stations Yuma, The History Division has four Branches His-
and Okinawa. During January 2012, the MCAS Yuma tory, Reference, Editing and Design, and Headquarters.
system was part of the Proof of Concept linking the Each branch contributes to the research, writing, and
SAVT with the AV-8B aircraft trainer. The Yuma SAVT editing of the official histories of the Marine Corps. For
has been assigned to Aviation Weapons Systems Re- example, the Reference Branch fulfills several specific
quirements Branch for further refinement with the functions and to perform these functions maintains
inter-operability between these two systems and other topical working files that cover five areas: (1) specific
simulation trainers in the future. history subjects; (2) biographical files on prominent
Marines; (3) unit files; (4) photo files; and (5) geo-
Procurement Profile: FY 13 FY 14 graphic area files.
Quantity: 0 0 As part of its mission, the Division also conducts
research, writes battle studies, deploys combat histo-
Developer/Manufacturer: rians with operational units to collect and preserve
TJ Inc., Christmas, Florida primary source materials; conducts interviews with a
wide variety of current and former Marines in support
of the Divisions research and writing efforts; edits,
designs, produces, prints, warehouses, and distributes
MARINE CORPS HISTORY DIVISION products; compiles, edits and publishes Fortitudine,
The History Divisions mission is to provide the quarterly bulletin of the Marine Corps Historical
knowledge of the Marine Corps past to ensure an un- Program; and carries out all functions of the Marine
derstanding of its present and future for the Marine Corps University Press. Founded in 2008, the Marine
Corps and the American people. The division does so Corps University Press seeks to further the vision, edu-
in the following ways: cational objectives and curriculum of MCU through
B
y making the Corps hard-earned experience and of- scholarly dialogue not offered in other forums.
ficial history available for practical study and use The Marine Corps University Press published
P
reserving a written, spoken, and visual record of its the first issue of the Marine Corps University Journal
95
in 2010 and plans to produce two issues in 2011. The nently displayed, and period uniforms, weapons, med-
journal features articles, interviews and reviews on als, flags, and other artifacts help visitors trace the his-
issues of strategy and international security. During tory of the Corps. Future phases will add a giant-screen
2010, History Division also expanded the operations theater, classrooms, an art gallery, visible storage, and
of MCU Press. It will maintain progress on a multi- more exhibition space to the flagship building. A cha-
year effort to scan and process key Reference Branch pel that overlooks the Museum and Semper Fidelis
materials to make them available in a digital format. Memorial Park opened in October 2009. Also planned
The History Divisions website (www.history.usmc. as part of the 135-acre Marine Corps Heritage Cen-
mil) is continually being improved and expanded, as ter are a hotel and conference center, artifact storage
is the Marine Corps University Press website (www. and restoration building, and additions to Semper Fi-
tecom.usmc.mil/mcu/mcupress/). delis Memorial Park.
The NMMC reports to Marine Corps University
and is federally funded and staffed by Marine Corps
civilian employees and uniformed Marines. However,
NATIONAL MUSEUM OF THE its construction and expansion would not be possible
MARINE CORPS (NMMC) without the assistance of the Marine Corps Heritage
The President of the United States dedicated the Foundation. This strong public-private partnership,
National Museum of the Marine Corps (NMMC) on approved by Congress in 2001, allowed for the con-
November 10, 2006. Located in Quantico, Virginia, the struction of an iconic building and the delivery of the
NMMC is one of the most popular cultural attractions, highest-quality programs.
with an average annual visitor attendance of more than The strength of any history museum rests with its
500,000 during each of its first five years. Its exhibi- collections. NMMCs keystone objects that represent
tions recreate environments and immerse visitors into how Marines have waged war since 1775 weapons,
Marine Corps action. NMMCs mission encompasses tanks, vehicles, aircraft were transferred to the mu-
the following activities: seum by the Marine Corps. But pride in being a Ma-
C ollecting and preserving objects that reflect the his- rine has prompted many generations of Leathernecks
tory of the Corps to donate their personal items to the permanent col-
Interpreting Marine Corps history lection. Because the museum is charged with caring for
E ducating students and families its collections some 42,000 objects in perpetuity,
C onducting collections-based research curators add to the collection very selectively, consult-
S upporting the recruitment, education, and reten- ing a formal collections rationale for guidance. Stew-
tion of Marines. ardship responsibilities are divided among five broad
The National Museum is being constructed in categories: ordnance; uniforms and heraldry; aviation;
phases, the first of which includes approximately art; and general collections. Curators and collections
120,000 square feet. It opened with permanent galler- managers work together to fully account for the col-
ies dedicated to Making Marines, World War II, the lection.
Korean War, and the Vietnam War. In 2010, three ad- As is often the case with museums, less than ten
ditional galleries opened to tell the story of the Marine percent of NMMCs objects are on exhibition at any
Corps from 1775 through World War I. In immersive one time. Most of them are in storage at Marine Corps
exhibits, visitors take their places alongside Marines in Base Quantico, while some objects are on loan to other
battle. Aircraft, tanks, and other vehicles are promi- museums around the country. A team dedicated to the
96
chapter 3: programs
preservation of aircraft, vehicles, artillery pieces, and of those facilities. For additional information, see
other large artifacts completes the detailed restoration www.usmcmuseum.org.
of several artifacts each year.
Working with curators and historians, an in-house
exhibitions team designs and oversees permanent and
Center for Advanced
temporary installations, including the Commandants
Operational Culture and
Corridor at the Pentagon. Museum educators use these
exhibits to craft formal education programs that meet
Learning (CAOCL)
the needs of classroom teachers and are linked to spe- The CAOCL is tasked with ensuring that Marines
cific standards of learning. are regionally focused, globally prepared, and effective
Education at the museum can definitely be fun, at navigating and influencing culturally complex 21st-
especially for Little Marines, with puppet shows, century operating environments. CAOCL provides
hands-on activities, story telling, trains, and gallery operationally relevant products and services and ac-
hunts. Popular family day programs are offered on complishes its mission by ensuring a comprehensive
the second Saturday of each month. Marines attending response to the Corps needs through various means.
formal schools also make good use of the Museum as
part of their professional military education. Policy and Planning
Since World War II, the Corps has been instruct- CAOCL supports the Marine Corps in formulat-
ing a small number of Marines to go to war and do ing policies, plans, and strategies to address regional
art! Continuing in that tradition, in 2010 the Museum understanding, operational culture, and language fa-
deployed one artist to Haiti, and training sites in the miliarization requirements across the doctrine, orga-
United States to capture what todays warriors are ac- nization, training, materiel, leadership and education,
complishing. More than 60 works from the combat art personnel, and facilities (DOTMLPF) spectrum.
collection were featured in an exhibit at the Arch dur-
ing Marine Week Saint Louis in 2011. Regional, Culture, and Language
In 2009, the Museum received the Themed Enter- Familiarization (RCLF) Program
tainment Associations award for Best New Museum, CAOCL serves as the administrator and coordina-
and the Secretary of the Navy recognized the muse- tor of the Marine Corps RCLF Program, which is a ca-
um with the Award of Merit for Group Achievement. reer-long training and education program that begins
The museum stands as a proud acknowledgement of at accession and instills, develops, and sustains a basic
the courage and commitment to duty delivered by all language, regional, culture capability in our career Ma-
Marines, in support of todays Marine Corps fami- rines to ensure that the Corps has assets within each
lies, and as an inspiration to the next generations of unit to assist in operational planning and execution in
Americans. all operationally significant regions of the world. The
In addition to the NMMC, command-specific RCLF Program is still under development but has met
museums are located at Recruit Depots San Diego, several key milestones on the path to full implemen-
California, and Parris Island, South Carolina; Marine tation, with three of six planned officer instructional
Corps Air Station Miramar, California; and at the blocks launched and five enlisted instructional blocks
Marine Corps Mountain Warfare Training Center becoming available in 2012. As of late 2011, there were
Historical Display at Bridgeport, California. These more than 8,000 Marine officers with regional as-
museums reflect the unique interests and objectives signments, with enrollment set to substantially grow
97
with the launch of the enlisted instructional block for sion. CAOCL likewise assists units in practicing tech-
sergeants. niques for incorporating operational culture into their
planning process. CAOCL incorporates the integral
Pre-deployment Training skills of using an interpreter, understanding and us-
and Resources ing non-verbal communications, and interacting with
Language Familiarization Training. CAOCL a foreign population into culture training. Focusing
serves as the central point of coordination for language primarily on commanders and key personnel, CAOCL
familiarization training for all general-purpose Force also provides Key Leader Engagement training, which
Marines other than Foreign Area Officers and profes- combines culture and language skills for effective
sional linguists. CAOCL uses a combination of on- cross-cultural communications. Additionally, CAOCL
staff language instructors, Defense Language Institute publishes and distributes a variety of cultural reference
language instructors, and computer-based language material and field guides to assist Marines while de-
training products to meet the operational require- ployed or during training.
ments of Marines and units preparing for worldwide CAOCL Liaison Officers at each Marine Expedi-
deployments. CAOCL language familiarization pro- tionary Force (MEF) assist Marine units in accessing
grams, regardless of method of delivery, focus on mis- resources, scheduling training, and fulfilling culture
sion-oriented tactical phrases most likely to be used by and language training requirements.
Marines during exercises and operations.
CAOCL maintains Language Learning Resource
Operational Support
Centers (LLRCs), which are technology-enhanced
CAOCL provides subject matter experts in direct
classrooms equipped with culture and language study
support of the operating forces. These experts assist
materials and software, at eight major Marine Corps
commanders in understanding the cultural terrain of
bases and stations to facilitate culture and language
the battlespace and in planning operations. They serve
training for individual Marines and units. This helps
as evaluators and advisors during mission rehearsal
commands meet pre-deployment training require-
exercises, assist in scenario and exercise design when
ments and home-station sustainment training require-
requested, and provide a reach-back resource for de-
ments. CAOCL also provides phrase cards for ready
ployed forces for issues related to operational culture.
reference in deployed environments.
Cultural Advisors to MEF and Ground Combat Ele-
Operational Culture Training. CAOCL provides
ment (GCE) commanders serve as special staff offi-
operational culture training via mobile training teams
cers during pre-deployment training and deploy with
for Marines and units deploying anywhere in the world,
the units as integral members of operational staffs for
focused on those operationally relevant aspects of cul-
specified deployments to provide personal advice to
ture that will enhance Marines ability to navigate and
commanders and to assist in integrating operational
influence a specific operating environment during the
accomplishment of their missions. culture into the planning process.
CAOCL provides Operational Culture-General
instruction, preparing units with skills to work within Professor of Operational Culture
any culture around the world. The center also provides CAOCL maintains a faculty member at Marine
Operational Culture-Specific classes and briefs for Corps University (MCU) for providing instruction
units who need to learn about the cultures they will during Professional Military Education to MCU stu-
operate within during a specific deployment and mis- dents on the concept of operational culture and its ap-
98
chapter 3: programs
plication in Marine Corps planning and operations. ized for use by Marines, as well as leveraging expertise
The professor also conducts ongoing research on the from other organizations. TRG also has responsibil-
subject of operational culture. ity for developing valid assessment platforms to en-
sure CAOCLs activities are meeting the needs of the
Translational Research Group operating forces. TRG brings together scientists with
The Translational Research Group (TRG) supports critical disciplinary backgrounds that are uncommon
CAOCLs activities by providing the scientific basis and in the Department of Defense. Therefore, although fo-
scholarship specifically oriented on Marine Corps cused on CAOCL, TRGs expertise is also brought to
missions and guidance required for training, educa- bear on broader issues of interest to the Corps Training
tion, policy, and programming. The TRG conducts the and Education Command, such as resiliency.
work necessary to ensure that the globally applicable
concepts and skills of social science are operational-
99
section 4: Fire Support
chapter 3: programs
Introduction
In 2007, the Major Combat Operations Analysis for Fiscal Years 2014
to 2024 study scrutinized the in-service organic fire support of the Marine
Air-Ground Task Force (MAGTF) to determine the adequacy, integration, and
modernization requirements for ground, aviation, and naval surface fires. The
Marine Corps also performed a supplemental historical study using Operation
Iraqi Freedom data to examine MAGTF fires in the full spectrum of warfare.
These studies reconfirmed our development of complementary systems of
ground indirect fires.
Ground indirect fires require a medium-caliber cannon artillery capabil-
ity, an extended-range ground-based rocket capability, and a capability with
greater lethality than current mortars but greater tactical mobility than in-ser-
vice artillery systems. This provides a balanced, expeditionary, ground-based
fires capability that is responsive, complementary, redundant, and within the
range and lethality requirements of the targets the Marine Corps will face
across the full range of military operations.
The foundation of ground indirect fires is the M777A2 Lightweight
155mm howitzer that, through design innovation, navigation and positioning
aides, and digital fire control offers significant improvements in lethality, sur-
vivability, mobility, and durability compared to the M198 howitzer. The High-
Mobility Artillery Rocket System (HIMARS) fills a critical range and volume
gap in Marine Corps fire-support assets. HIMARS provides an extended-
range precision capability to Marine forces. The third leg of Marine Corps
ground indirect fires is the Expeditionary Fire Support System (EFSS), a towed
120mm mortar. EFSS will be the principal indirect fire support system for he-
licopter- and tiltrotor-borne forces executing ship-to-objective-maneuver as
part of a MAGTF. When paired with an Internally Transportable Vehicle, EFSS
can be transported on board MV-22 and CH-53E/K aircraft. EFSS-equipped
units will have immediately responsive, organic indirect fires at ranges beyond
current infantry battalion mortars.
Several additional innovative systems related to fire support significantly
enhance the warfighting efficiency and effectiveness of the MAGTF, including
the Advanced Field Artillery Tactical Data System, and the Target Location,
Designation and Handoff system. In addition, the development of precision
guided munitions, such as Excalibur, Guided Multiple-Launch Rocket System
and the Precision Extended Range Munition, has shown lethality on the bat-
tlefield while minimizing collateral damage.
101
HIGH MOBILITY ARTILLERY Capability in the fourth quarter of FY 2008 and Full
ROCKET SYSTEM (HIMARS) Operational Capability in FY 2010. In early 2012, HI-
MARS was fielded to two additional battalions (one
active and one Reserve) in the Marine Corps. The
program continues to procure munitions in support
of operations and sustainment.
Quantity: 0 0
Launcher and MFOM: Lockheed Martin Corporation,
Missiles and Fire Control Division, Dallas, Texas
Description
HIMARS is a C-130 aircraft-transportable,
wheeled, indirect-fire, rocket/missile system capable LIGHTWEIGHT 155MM HOWITZER
of firing all rockets and missiles in the in-service and (LW155)
future Multiple-Launch Rocket System Family of Mu-
nitions (MFOM). The HIMARS launcher consists of
a fire-control system, carrier (automotive platform),
and launcher-loader module that will perform all op-
erations necessary to complete a fire mission. The basic
system is defined as one launcher, two resupply vehi-
cles, and two resupply trailers and munitions.
Operational Impact
HIMARS addresses an identified, critical warfight-
ing deficiency in Marine Corps fire support. HIMARS
primarily employs the guided MLRS rocket to provide Description
precision fires in support of maneuver forces. HIMARS
The LW155 is a joint Marine Corps/Army program
is a transformational responsive, general-support/
whose mission is to develop, produce, field and sustain
general support-reinforcing, precision, indirect fire
a towed 155mm howitzer. Designated the M777A2, the
weapon system that accurately engages targets at long
LW155 replaces the M198 Howitzer providing direct,
ranges (greater than 40 miles) with high volumes of le-
reinforcing and general support fires for both services.
thal fire under all weather conditions and throughout
The LW155 incorporates innovative design tech-
all phases of combat operations ashore.
nologies to reduce the system weight to less than
10,000 pounds while providing increased mobility,
Program Status survivability, deployability and sustainability in expe-
The HIMARS program is in the operations and ditionary operations throughout the world. It is the
support phase. HIMARS achieved Initial Operational first ground combat system whose major structures
102
chapter 3: programs
are made of high-strength titanium alloy resulting in a The M777A2 can fire the precision guided Ex-
weight savings of more than 7,000 pounds when com- calibur munitions up to 24 miles with sufficient ac-
pared to the M198 system. The system makes exten- curacy, for example, to target commensurate portions
sive use of hydraulics to operate the breech, loading of a building, reducing the chance of non-combatant
tray, and suspension system reducing crew size and fa- casualties and enabling supporting fire to be deliv-
tigue. The M777A2 provides significant improvements ered much closer to friendly troops. The M777A2 has
in displacement and emplacement, capable of being proven it is battle worthy and reliable, achieving an
emplaced in less than 3 minutes and displaced in 2-3 operational availability greater than 90% supporting
minutes. A primer feed mechanism supports firing a Operation Enduring Freedom for USMC, Army and
maximum of four rounds per minute, with sustained Canadian forces.
firing of two rounds per minute. The M777A2 is capa-
ble of firing unassisted high-explosive projectiles using Program Status
conventional and modular propellants to a range of 15 The LW155 has been in-service with the U.S. Ma-
miles and rocket-assisted projectiles to approximately rine Corps and Army since 2005 and is deployed in
19 miles. current operations. The Marine Corps has procured
The M777A2 is a pre-planned upgrade to the ini- its full approved acquisition objective of 511 M777A2
tial M777 design that adds a Digital Fire Control Sys- howitzers while the Army has purchased 488 systems.
tem (DFCS) improving pointing accuracy to 1 mil. Both services will take final deliveries during 2013.
The DFCS uses a global positioning system, an inertial The Canadian army purchased 37 base-model M777s
navigation unit, and a vehicle motion sensor to accu- under a foreign military sale contract while the Aus-
rately locate and orient the weapon to deliver greater tralian army has purchased 54 M777A2s to date. The
accuracy and responsiveness. The system integrates ra- Government of India has also expressed interest in
dios for voice and digital communications and a chief purchasing the M777A2 submitting a Letter of Request
of section display that can be mounted into the cab for 145 systems in Nov 2012.
of the prime mover for use as a navigation aid dur-
ing towing. The systems mission computer processes Developer/Manufacturer:
fire missions and outputs pointing information to on- The M777A2 prime contractor is BAE Systems located in
board gunners and chief of section displays. A planned Barrow in Furness in the United Kingdom. BAE Systems
software upgrade will support on-board ballistic com- manages a supply chain consisting of both US and UK ven-
putations commencing in the fall of 2013. dors who deliver components for final integration at BAE
systems integration facility in Hattiesburg, MS. The Program
Operational Impact Manager -Towed Artillery Systems also supplies a number
The LW155 provides significantly greater combat of Government Furnished Equipment items, including the
capability to troops. The weight reduction improves Cannon Assembly manufactured by Watervliet Arsenal.
transportability and mobility without impacting range Final acceptance testing occurs at Yuma Proving Grounds.
and accuracy. The M777A2 is towed by the USMC Me-
dium Tactical Vehicle Replacement and can be airlifted
by the CH-53E/K, CH47D and the MV-22B Osprey
into remote high-altitude locations inaccessible by
ground transportation.
103
ADVANCED FIELD ARTILLERY

TACTICAL DATA SYSTEM (AFATDS)
FAMILY OF SYSTEMS
Description
The GYK-60 AFATDS
is an automated fire-sup-
port Command and Con-
trol system that provides
the Marine Air Ground
Task Force (MAGTF) the
ability to rapidly integrate listic and computer meteorological messages
all fire-support assets into maneuver plans via digi- The TSQ-17 MTS is a modified U.S. Army-pro-
tal data communications links. AFATDS supports the cured shelter mounted on a High-Mobility Multiple
timely exchange of fire-support information and target Wheeled Vehicle employed by the battery Fire Direc-
processing essential to survival on the modern battle- tion Center (FDC), Battery Operations Center, and
field through the integration of all fire support assets, Fire Support Teams. It provides environmental protec-
including artillery, rockets, mortars, naval surface fire tion for the AFATDS, its associated peripherals, and the
support, and close air support. Additionally, the PYG-1 AFATDS operators. The MTS is designed to protect
Back-Up Computer System (BUCS) and Mobile Tacti- against wind driven sand, dust, and rain. It will also
cal Shelter (MTS) are subsystems of the AFATDS pro- permit FDC and liaison sections to perform required
gram that fulfill requirements identified in the USMC tasks at night without compromising light discipline.
AFATDS Operational and Organizational Concept. The MTS provides environmental protection at the
The AN/PYG-1 BUCS is battery level, while the Combat Operations Center
a hand-held computer system provides environmental protection for AFATDS at the
that resides on a Ruggedized battalion and above.
Personal Digital Assistant de-
signed to provide a back-up
Operational Impact
capability for computing bal-
listic firing solutions, as well AFATDS will be the primary Commanders Fire
as survey and meteorological Support Coordination System employed from Ma-
functions, in support of field rine Expeditionary Force to battery-level operations.
artillery cannon systems. The AFATDS will be used to provide the commander with
BUCS hosts the following three the ability to rapidly employ all fire-support assets at
software applications: his disposal. This will allow him the flexibility to de-
Centaur, the Light-Weight Technical Fire Direction termine what weapon systems to employ in shaping
System application for computing safety parameters and dominating his battle space. AFATDS will great-
and artillery technical firing solutions ly enhance the interchange of tactical data between
Field Artillery Survey Program software to compute all MAGTF tactical command and control systems
artillery survey data through the use of graphics, common operating ap-
The meteorological software application to convert plications, and communications.
raw meteorological Plot Balloon readings into bal-
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chapter 3: programs
Program Status
The AFATDS program is an Evolutionary Acqui- The TSQ-267 TPS is the command and control
sition program, designated an Acquisition Category node of the FTAS capability, providing radar deploy-
II for the Army. The AFATDS is a multiple service ment orders, support functions, and target data to the
program and the Army is the Executive Service. The counter-fire/countermeasure-servicing agent. The TPS
AFATDS program is in Sustainment. MTS achieved uses the Advanced Field Artillery Tactical Data System
Initial Operational Capability in first quarter FY 2012. as its primary communication, and Command and
Full Operational Capability will be achieved in second Control tool. As a program within Program Manager
quarter FY 2013. Radar Systems, the capability is being fielded under an
Abbreviated Acquisition Program (AAP).
Quantity: 0 0 Program Status
The FTAS Program Office is supporting the warf-
Developer/Manufacturer: ighter with all three systems. The Firefinder and LCMR
AFATDS: Raytheon, Ft Wayne, IN are deployed to Afghanistan supporting operations as-
BUCS: Fire Support Engineering Division, Army sociated with Operation Enduring Freedom. The Ma-
rine Corps recently procured and fielded an additional
MTS: SPAWAR, Charleston, SC
22 Firefinder radar systems to support expanded re-
quirements. These procurements supported an in-
creased Approved Acquisition Objective (AAO) for
FAMILY OF TARGET ACQUISITION the Firefinder from 22 to 44 systems. The LCMR was
SYSTEMS (FTAS) procured and fielded under an AAP as a solution for
Description an approved Urgent Universal Needs Statement, with
The FTAS is the Ground Combat Elements indian AAO of 46 systems. Procurements for both the Fire-
rect-fire acquisition capability. The FTAS comprises finder and LCMR were funded using Overseas Con-
the TPQ-46 Firefinder Ground Weapons Locating Ra- tingency Operations supplemental procurement fund-
dar (GWLR), the TPQ-48 Lightweight Counter Mor- ing. The AAO for the TPS is seven sets, two for each
tar Radar (LCMR), and the TSQ-267 Target Processing active-duty artillery regiment and one for the Reserve
Component. Full Operational Capability for the TPS
Set (TPS).
occurred in September 2011.
Operational Impact Procurement Profile: FY 13 FY 14

The AN/TPQ-46 Firefinder has the ability to lo- Quantity: 0 0
cate indirect-fire weapons which include mortars,
artillery, and rockets within a 1,600 mil search Developer/Manufacturer:
sector from ranges of 0.75 to 24 kilometers. It is the AFATDS: Raytheon, Ft Wayne, IN
primary indirect fire-detection system in the Marine
Corps. The TPQ-48 LCMR provides a 6,400 mil mor-
tar-detection capability at ranges of 1 to 5 kilometers,
short-range detection coverage, and slewing/cueing
intelligence to the TPQ-46 via the TSQ-267.
105
ESCALATION OF FORCE-MISSION Capability Groups Capability Modules

MODULE (EoF-MM)
Checkpoint Group Vehicle Check Point
Description
Entry Control Point
The Escalation of Force-Mission Module (EoF-
MM) consists of multifunctional, non-lethal systems Urban Patrol
and force protection equipment needed to minimize Establish and
friendly and civilian casualties. The EoF-MM is the re- Secure Perimeter
placement of the in-service Non-Lethal Capability Sets Convoy Security
(NLCS) and Force Protection Capability Sets (FPCS) Clear Facilities
procured in the 1990s and 2000s.
Conduct Cordon
The EoF-MM consists of selected equipment
that is used during escalation of force situations. The Crowd Control
equipment and supplies contained in the EoF-MM al- Group Crowd Control
low the Marine to accomplish several different tasks in Detain Personnel
direct support of defined Marine Corps missions. and Conduct Search
The EoF-MM consists of commercial-off- the-
shelf (COTS) and government-off-the shelf (GOTS) Training Group Training
equipment. The COTS/GOTS equipment is config-
ured into capability groups, capability modules, and Program Status
equipment sets. The groupings and modules define The EoF-MM program is currently in the
the location of the COTS/GOTS within the contain- Operation and Support phase. However, due to the
ers. The grouping and module structure will facilitate operational need for additional systems, the program
easier transport by tailoring to the mission demands will return to the Production and Deployment phase
and replacing and adding of new technologies. in order to procure an additional 40 systems. The
The EoF-MM consists of three capability groups, award of a contact should occur in the third quarter
ten capability modules. Each module consists of spe- of FY 2012.
cific equipment necessary to support that modules
capability mission. The modules are configured to fit Procurement Profile: FY 13 FY 14
within four Quadcon containers. Quantity: 20 20
Operational Impact Developer/Manufacturer: TBD
The EoF-MM provides the appropriate equipment

to employ a variety of non-lethal tactics and conduct
a range of non-lethal operations. The fielding of the
EoF-MM to the operating forces is intended to aug-
ment and complement existing lethal capabilities.
106
chapter 3: programs
107
Section 5: Command and Control/
Situational Awareness (C2/SA)
chapter 3: programs
Introduction
The Marine Corps Command and Control (C2) Initial Capabilities Docu-
ment (ICD), approved by the Joint Requirements Oversight Council in Feb-
ruary 2008, and the Marine Corps Functional Concept for C2, approved in
2009, incorporate joint integrating concepts and C2 mandates. Together, they
articulate our goal of delivering end-to-end, fully integrated, cross-functional
capability, including forward-deployed and reach-back functions. They em-
phasize that C2 must be leader-centric and network-enabled, and that individ-
ual Marines must understand their commanders intent and be able to carry
out complex operations. The C2 ICD, Functional Concept, and the Marine
Corps Information Enterprise strategy described in this section will enable
Marine Air Ground Task Force (MAGTF) commanders to exercise effective
C2 and bring together all warfighting functions into an effective fighting force.
In addition, these programs support the ability of the MAGTFs to function in
an integrated naval environment and participate in or lead joint and multina-
tional operations.
109
AVIATION COMMAND AND M

SQ-124 Air Defense Communications Platform
CONTROL (AC2) FAMILY OF (ADCP)
SYSTEMS (FOS) AND MARINE AIR U
RC-107(V)10 Joint Tactical Information Distribu-
COMMAND AND CONTROL SYSTEM tion System (JTIDS) Terminal
(MACCS) FOS SUSTAINMENT In addition to the core MACCS FoS, the FoS Sus-
Description tainment Project Office has management responsibili-
The AC2 FoS and the MACCS FoS sustainment ties for the following equipment that will not be re-
efforts support the systems employed by Marine Air placed by CAC2S:
Command and Control System tactical agencies and L
ink Management System Multi-
operational facilities. Each MACCS agency performs Tactical Data Link (LMS-MT)
different functions and tasks and using different equip- G
RC-171B(V)4 Ultra High Frequency (UHF) Radio
ment suites fielded and supported by squadrons within U
SQ-140(V)11(C) Multifunctional Information
the Marine Air Control Group (MACG) in support of Distribution System (MIDS) Low Volume Terminal
the Aviation Combat Element. The tactical agencies are (LVT),
the Tactical Air Command Center (TACC), the Tacti- T
YQ-145 Beyond Line of Sight
cal Air Operations Center (TAOC), and the Direct Air Gateway (BLOS-GW)
Support Center (DASC). GRC-256 High Frequency Radio
The core future AC2 FoS consists of the following
The MACCS FoS is responsible for one program
systems:
that is in the deployment (as well as the O&S) phase.
Common Aviation Command and Control System
The TSQ-269 MTAOM achieved Initial Operational
(CAC2S), which achieved IOC in FY 2012 for phase 1
Capability in November 2011, with fielding continu-
G round/Air Task Oriented Radar (G/ATOR), which
ing throughout FY 2012.
will achieve IOC in FY 2016
C omposite Tracking Network, which achieved IOC
Operational Impact
in FY 2011)
The MACCS FoS Sustainment Project Office en-
AN/TPS-59 radar, which is already fielded
sures these systems, supporting the TACC, TAOC, and
The current MACCS FoS is in the operations and DASC, remain ready, relevant, and capable until Full
support life cycle phase and will be replaced by CAC2S Operational Capability of CAC2S is achieved in 2018.
phase 2: This is accomplished through selected engineering ini-
T
YQ-23(V)4 Tactical Air Operations Module tiatives, software sustainment, and maintenance of the
(TAOM) appropriate logistics resources.
TSQ-269 Mobile TAOM (MTAOM)
T
YQ-101 Communications Data Link System Program Status
(CDLS) The re-baselined CAC2S program schedule has
M
RQ-12(V)4 Communications impacted all projected MACCS FoS support require-
Interface System (CIS) ments and program funding. The MACCS FoS item-
T
YQ-87(V)2 Sector Anti Air Warfare Facility exit dates have been extended. Currently, the MACCS
(SAAWF) FoS will remain fielded through the end of calendar
U
YQ-3B Direct Air Support Center/Airborne Sys- year 2018.
tem (DASC/AS)
110
chapter 3: programs
Global Command and Control Operational Impact

System-Tactical Combat GCCS is the joint command and control system
Operations (GCCS-TCO) System that provides commanders with the information and
capability to plan, execute, and manage operations, as
well as the capability to report unit readiness. TCO
provides the access and ability to contribute to the
situational awareness provided by the CTP and COP,
both internally to the Marine Corps and within the
joint community.
Program Status
The GCCS program has reached the Approved Ac-
quisition Object of 194 servers and 320 clients. GCCS
is in the sustainment phase of its acquisition lifecycle.
GCCS capabilities will be combined with the Joint Tacti-
cal Common Operational Picture Workstation in FY14,
and the GCCS program will merge with TCO.
TCO is in the sustainment phase of its acquisi-
Description
tion lifecycle, having reached Full Operational Capa-
The GCCS uses joint system-of-record software
bility in 1996. TCO will continue to sustain software
to provide select command-and-control capabilities
upgrades across the Future Year Defense Plan as well
throughout the Marine Corps. These capabilities facil-
as Marine Corps-wide hardware upgrade of both the
itate the planning, execution, and management of op-
erations, including unit readiness reporting of person- Tactical Common Operational Picture Server and the
nel, equipment, and training. Planning, executing, and Intelligence Operations Workstation Version 1 client in
managing operations is done via the Joint Operations FY 2013.
Planning and Execution System, and unit readiness re-
porting is done via the Global Status of Resources and Procurement Profile: FY 13 FY 14
Training System (GSORTS). GCCS is fielded at the Quantity: 0 0
regiment and above echelons of command. TCO is
the principle tool within the Marine Air-Ground Task Developer/Manufacturer:
Force for generating situational awareness through the Defense Information Systems Agency (DISA),
distribution of the Common Tactical Picture (CTP). Falls Church, VA
TCO also is the primary entry point for the joint-level
Common Operational Picture (COP). TCO provides
commanders at all echelons with the ability to map and
display friendly and enemy locations, as well as plan,
develop, display, and transmit overlays of intended
movement. TCO also provides commanders the abil-
ity to receive, fuse, store, develop, transmit, and display
commanders critical information requirements.
111
COMMON AVIATION COMMAND ready technologies and will establish an initial product
AND CONTROL SYSTEM (CAC2S) baseline Processing and Display Subsystem (PDS) and
Communications Subsystem (CS). Naval Surface War-
fare Center, Crane, Indiana, will oversee the integration
and upgrades of the previously developed and fielded
systems (e.g., AN/TSQ-239 COC and AN/MRQ-12)
into CAC2S PDS and CS.
Phase 2 has been structured to accommodate the
integration of technologies necessary for the CAC2S
Sensor Data Subsystem (SDS) to meet remaining ACE
battle management and command and control re-
quirements. This phase will build upon the capabilities
Description of the Phase 1 product baseline by integrating the SDS
CAC2S will provide a complete and coordinated with the Phase 1 PDS into a single subsystem (Avia-
modernization of Marine Air Command and Control tion Command & Control Subsystem (AC2S) and with
System (MACCS) equipment. CAC2S will replace cur- the CS, thereby fully meeting CAC2S Increment I
rent dissimilar systems and provide the Marine Air- requirements.
Ground Task Force Aviation Combat Element (MAGTF
ACE) with the necessary hardware, software, and facili- Program Status
ties to effectively command, control, and coordinate air CAC2S requirements were originally documented
operations integrated with naval, joint, and combined in an Operational Requirements Document in Febru-
command and control units. CAC2S will be comprised ary 2003. The CAC2S requirements were further re-
of standardized modular and scalable tactical facilities, fined in a Capability Production Document and ap-
hardware, and software that will significantly increase proved by the Joint Requirements Oversight Council
battlefield mobility and reduce the physical size and in September 2007.
logistical footprint of the MACCS. The program was designated a MAIS program
on December 26, 2007, and elevated to an ACAT IAC.
Operational Impact CAC2S Phase 1 successfully completed its Initial Op-
CAC2S is an Acquisition Category IAC, Major erational Test and Evaluation in the third quarter of
Automated Information System program. It has been FY 2011. Subsequently, Phase 1 received its Full De-
restructured with a revised acquisition strategy to ployment Decision in the fourth quarter of FY 2011
ensure the CAC2S program fields ready and proven and Limited Deployment Capability (LDC) in Febru-
technologies at the earliest opportunity. To achieve ary 2012. Phase 2 is currently in the Engineering and
this goal, Increment I requirements will be achieved in Manufacturing Development (EMD) phase with a
two phases. Milestone C decision anticipated in the fourth quar-
Phase 1 accommodates rapid fielding of opera- ter of FY 2014. The AAO for CAC2S Increment I is 50
tionally relevant capabilities, including mobility, situ- AC2S, and 75 CS. Initial Operational Capability (IOC)
ational awareness, tactical communications, informa- for Phase 1 commenced 17 January 2012 with the
tion dissemination, and operational flexibility that will first operational unit (MASS-3) at Camp Pendleton,
establish the baseline CAC2S capabilities. This phase CA, followed by 2d Marine Aircraft Wing (2d MAW),
will upgrade fielded MACCS equipment with mature, Cherry Point, NC, in August 2012.
112
chapter 3: programs
THEATER BATTLE MANAGEMENT COMBAT OPERATIONS

CORE SYSTEMS (TBMCS) CENTER (COC)
Description
TBMCS is an air war-planning tool mandated by
the Chairman of the Joint Chiefs of Staff for the gener-
ation, dissemination, and execution of the Air Tasking
Order/Airspace Control Order (ATO/ACO). The host
system resides with the Aviation Command Element in
the Tactical Air Command Center (TACC) with remote
systems located throughout the Marine Air-Ground
Task Force to enable dynamic mission updates.
Description
Operational Impact
The COC is a deployable, self-contained, central-
TBMCS is the principal aviation command and
ized facility that provides shared command and control
control) tool within Marine aviation C2 systems and
and situational awareness functionalities in a collabor-
the Theater Air Ground System for the development ative environment. The system is designed to enhance
and execution of the ATO. It is a key system that sup- the tactical common operational picture for all levels
ports ATO planning and development and provides of the Marine Air Ground Task Force (MAGTF). It is
the automated tools necessary to generate, disseminate, a commercial-off-the-shelf, total turn-key, integrated
and execute the ATO/ACO in joint, coalition, and Ma- hardware solution using unit-provided radios, legacy
rine Corps-only contingencies. and re-hosted tactical data applications, and prime
movers to provide mobility, modularity, and scalabil-
ity for each assigned mission. From 1996 to 2011 there
Program Status
were three COC system variants (V) in production
The USAF placed TBMCS into sustainment in the (V)2, (V)3, and (V)4 scaled to the major subor-
2007 following the release of version 1.1.3 which is dinate command, the regiment/group, and the battal-
now fielded throughout the operating forces and the ion/squadron, respectively. COC supports the MAGTF
joint community. The USAF Program Office (PO), throughout the full range of military operations and
in conjunction with the USN, USA and USMC Pro- enables critical warfighting functions: Command and
gram Offices continue to sustain version 1.1.3 while Control (C2), intelligence, maneuver, fires, force pro-
planning for the eventual transition to a new system tection, and logistics.
of record which the USAF PO is currently working on The COC program office is upgrading the existing
COCs to introduce an enhanced, integrated software
with the joint community. The Marine Corps PO has
baseline supporting warfighter needs, the COC C2
fielded TBMCS Maintenance Release (MR) 1/Service
Software Package. Based on service oriented architec-
Pack (SP) 27, which provides key assault support en- ture principles, this baseline will enable existing Tacti-
hancements for both planning and execution, and is cal Data Systems (TDS) to share their data, producing
in the final process of testing and approval for release an identical common tactical picture. To support such
of TBMCS MR2/SP1 which will provide USMC users a robust software capability, the COC program will
with operating system and hardware upgrades. field a major hardware refresh in FY 2013 and FY 2014.
113
This hardware upgrade will be provided to support terface requirements.

virtualization of COC software and the fielding of the The COC (V)1, Marine Expeditionary Force level
COC C2 Software Package in FY 2012. The COC C2 variant, is a new start Abbreviated Acquisition Program
Software Package is derived from the Tactical Service currently in production and uses the Deployable Joint
Oriented Architecture (TSOA), which is a set of reus- Command and Control system as a baseline for the ma-
able software components that can be used anywhere teriel solution. Three systems are allocated for procure-
in the Marine Corps. These components are built to a ment, one for each MEF. Initial Operational Capability
newly defined MAGTF C2 Software Architecture that will occur in FY 2014.
establishes the foundation for C2. The processes, pat-
terns, practices used to develop components for the
TSOA are described by the Expeditionary Software De-
Quantity:
velopment System. The deployment of Rapid Response
(V)1: 3 0
Integration Teams to units in the fleet will directly sup-
port tailored, rapid application development.
(V)2/3/4: General Dynamics C4 Systems, Scottsdale, AZ
Operational Impact
COCs have been deployed to Operation Iraqi Free- (V)1: Naval Surface Warfare Center, Panama City
dom and Operation Enduring Freedom, as well as many Division, FL

other operational exercises and missions around the
globe. COCs provide capabilities to present, display, and
communicate the commanders intent and required GROUND-BASED OPERATIONAL
information in support of expeditionary maneuver
SURVEILLANCE SYSTEM
warfare and all aspects of mid-intensity warfare. COCs
EXPEDITIONARY (G-BOSS(E))
integration of commercial- and government-off-the-
Description
shelf technologies shorten the decision making cycle by
providing intelligence and information on friendly and The G-BOSS(E) provides organic, around-the-
enemy locations and activities in a consolidated, easily clock persistent surveillance capabilities through the
recognizable video display viewed simultaneously by all use of multi-spectral sensors and ground-surveillance
staff functions within the COC complex. radars configured on three distinct, mobile and flexible
(heavy, medium, and light) platforms supporting an
array of missions. All three variants can be employed
Program Status
by any size Marine Air-Ground Task Force, or elements
The current Approved Acquisition Objective for all
COC Variants is 309. The AN/TSQ-239 (V) 2, 3, and 4 within the MAGTF, in order to expand a commanders
reached Full Operational Capability in December 2011. view of the battlespace. Sensor-derived information
(V) 2-4 are post-full-rate production and are in the op- can be shared internally between sensor nodes and
erations and support phase of the acquisition life cycle. relayed to the Combat Operations Center (COC) for
The COC program will continue to incorporate engi- further analysis and sharing across the Global Infor-
neering changes and equipment technical refresh and mation Grid. Information can be forwarded to intel-
insertion in order to address operational requirements ligence, operations, and fire-support agencies or used
for improved technical capabilities and new system in- organically as real-time actionable intelligence.
114
chapter 3: programs
Operational Impact Program Status

This will be a Marine Expeditionary Force (MEF)- The G-BOSS family of systems is employed by
level asset to be employed by the lower echelon units the Marine Corps in Operation Enduring Freedom,
based on the assigned mission. The system allows for based upon numerous Urgent Universal Need State-
operation at permanent installations, forward oper- ments. The G-BOSS Program Office is procuring and
ating bases (FOBs), combat outposts, and temporary delivering G-BOSS Tower, G-BOSS Lite, and Cerberus
tactical locations to observe the perimeter, avenues Lite systems to theater while continuing to move for-
of approach, and/or areas of interest. Larger long- ward on the transition to the G-BOSS(E) Acquisition
term FOBs and combat outposts will rely upon the Program that will consist of a mix of the heavy, me-
heavy variant for long-range and close-in surveillance dium, and light variants. The G-BOSS(E) Initial Op-
to observe areas and avenues of potential enemy ap- erational Capability is scheduled for FY 2015 and Full
proach. The medium (light trailer transportable) and Operational Capability is scheduled for FY 2019.
light (man-transportable) variants will provide com-
pany-size maneuver elements with surveillance and Procurement Profile: FY 13 FY 14
detection capabilities at smaller, short-term tactical Quantity: 0 0
locations.
NSWC Crane Division, Crane, IN
DRS Technologies, Parsippany, NJ
Argon ST, Fairfax, VA
MTEQ, Kilmarnock, VA
FLIR Systems Inc., Wilsonville, OR
115
section 6: Expeditionary Energy
chapter 3: programs
Introduction
The current and future operating environment requires an

expeditionary mindset geared toward increased efficiency
and reduced consumption, which will make our forces lighter
and faster.
Gen James F. Amos
Commandant, U.S. Marine Corps
In 2011 the Commandant called on the Marine Corps to change the way
we think about energy as we man, train, and equip our expeditionary force.
As a Corps, we recognize that over the last ten years of combat, we have be-
come more lethal, but have become critically dependent on fuel and batteries,
putting our expeditionary capabilities and Marines at risk. Yet, the current
and future security environment demands a middle weight force, flexible to
respond to a host of threats at a moments notice, and able to sustain itself for
significant periods, at a time and place of its choosing. Modernizing our capa-
bilities in expeditionary energy is critical to maintaining operational capabilities
and readiness of the Force, for todays fight and tomorrows conflicts.
In March 2011 the Commandant issued the Marine Corps Expeditionary
Energy Strategy and Implementation Plan (Strategy) with the goal of increasing
our combat effectiveness through ethos, efficiency and renewable energy
from Bases to Battlefield. The goal of the Strategy is simple: a lighter, faster
and more lethal force, which goes farther and stays longer on every gallon of
fuel, every kilowatt of energy it requires. Specifically, the Strategy directs the
Marine Corps, by 2025, to create a Marine Air Ground Task Force (MAGTF)
capable of maneuvering from the sea, and only requiring liquid fuel for mobil-
ity systems once ashore. This means C4I and life support systems will be pow-
ered by alternative and renewable energy and our vehicles will power larger
ground systems when required. Recognizing that to achieve this bold vision
would require institutional change, the Marine Corps put in place an frame-
work to guide our efforts: the Strategy, the Expeditionary Energy, Water, and
Waste Capabilities Based Assessment and Initial Capabilities Document (E2W2
CBA/ICD), together with the 2012 Marine Corps Science and Technology
Strategic Plan provide an investment plan to drive modernization in expedi-
tionary energy.
117
Expeditionary Energy: is using to systematically focus investments and drive

From Bases to Battlefield combat development.
Catalyzing the next generation of capabilities, the
Marine Corps 2012 Science and Technology Strategic
Plan is the third element of our framework. It identi-
fies six priority areas to lead turn the S&T enterprise:
(1) expeditionary energy harvesting; (2) temperature-
independent electronics; (3) expeditionary water har-
vesting; (4) energy-efficient, combat-effective mobility;
(5) optimized personnel performance; and (6) energy
storage other than liquid.
Experimental Forward
Operating Base
The Future Force In November 2009, the Deputy Commandant for
One of the Commandants six critical pillars of Combat Development and Integration established
modernization for the Corps, Marine Corps invest- the Experimental Forward Operating Base (ExFOB)
ments in energy efficient equipment and renewable to identify, evaluate, and accelerate the Marine Corps
energy are essential to building a lighter, more capable materiel solutions to achieve the mission of the Strat-
MAGTF. Translating into greater military capability, egy. ExFOB brings together stakeholders from across
these investments mean increased tactical and opera- the Marine Corps requirements, acquisitions, and sci-
tional tempo, and reduced vulnerabilities during re- ence and technology-development communities to
supply. In short, they can mean the difference between systematically focus on capability gaps identified in
reaching Baghdad or waiting for resupply. They save the E2W2 CBA/ICD. A semi-annual event, ExFOB in-
Marines time, with more focus on the enemy and less vites industry to demonstrate off-the-shelf technolo-
time spent planning and executing sustainment mis- gies with potential to address Marine Corps needs.
sions. Most importantly, by investing in training Ma- Promising technologies are put into the hands of Ma-
rines we are reinforcing our expeditionary mindset, rines for extended user evaluation under combat and
teaching Marines that resource efficiency is a force training conditions. Qualitative and quantitative data
multiplier that increases combat effectiveness. collected during ExFOB inform requirements, reduce
investment risk, and build Marines confidence in new
Requirements capabilities.
In September 2011, the Assistant Commandant ExFOB has taken new capabilities from concept
of the Marine Corps signed a comprehensive require- to combat in less than a yeartwice. In 2010 ExFOB
ments document to guide our investments in our sourced commercial and Marine Corps technologies,
equipment and our people: the E2W2 CBA/ICD. This trained an infantry company with renewable energy
document provides the analytical framework for de- systems, and deployed them to Afghanistan in winter
veloping the solutions to build the future force. The 2010. Marines learned that these capabilities could
E2W2 CBA/ICD identifies 152 gaps, including materiel reduce risk and increase effectiveness at the forward
and non-materiel gaps, and together with the Strategy, operating edge, such as enabling a foot patrol to oper-
provides a prioritized roadmap that the Marine Corps ate for three weeks without battery resupply, operating
118
chapter 3: programs
patrol bases entirely on renewable energy, and dra- ing renewable energy resources and building more
matically reducing fuel demand at a company outpost. efficient buildings and systems to drive down energy
In summer 2011, Marines evaluated ExFOBs hybrid costs. To achieve the Commandants vision of an ener-
power solutions and efficient air conditioners at Pa- gy-efficient, combat effective Marine Corps, every unit
trol Base Boldak in Afghanistan. This effort tackled and every Marine at our bases and stations, including
our largest ground power user command and con- our civilian Marines and our family members, must
trol operations and enabled a leap forward in our make energy a priority. A culture that values resources
understanding of the military requirement for hybrid and increases energy efficiency at our installations will
power. In 2012, the Marine Corps put this knowledge strengthen the readiness and capability of our force.
to work in preparing the Analysis of Alternatives for
hybrid energy systems, a critical benchmark in accel- The Expeditionary Energy
erating the acquisition of an entirely new means of Office (E2O)
powering the force. Established in October 2009, the USMC Expedi-
tionary Energy Office (E2O) is responsible for analyz-
Since 2010 ExFOB has: ing, developing, and directing Marine Corps energy
Reviewed over 280 technologies strategy in order to optimize expeditionary capa-
E
valuated over 75 technologies at ExFOB bilities across all warfighting functions. E2O, a Di-
demonstrations rector-level office within Headquarters Marine Corps
P
urchased and deployed 11 different (HQMC) reporting to the Assistant Commandant,
technologies to combat in Afghanistan works closely with the combat and technology devel-
T
ransitioned 4 Technologies to Programs opment communities. E2O serves as the Proponent
of Record for Expeditionary Energy in the force development
L
ed the requirements development of process. Additionally, E2O is tasked with advising the
battlefield hybrid power Marine Requirements Oversight Council (MROC) on
C
ollaborated with industry to develop high all energy and resource-related requirements, acquisi-
efficiency flexible solar tions, and programmatic decisions. And, in accordance
C
ollaborated with industry to develop small with the National Defense Authorization Act for Fiscal
unit water purification systems Year 2009, the Secretary of the Navy assigned the E2O
I ntegrated and evaluated fuel saving auxiliary responsibilities as the Marine Corps Senior Official for
power units for combat logistics vehicles Operational Energy.
I nformed $352M in USMC investment and
interests within HQMC processes and within Program Investments
the Expeditionary Force Development System. Our investments are focused on supporting Ma-
rines in combat today, but also on increasing the com-
bat effectiveness of the future force. We are driving
Bases to Battlefield
energy performance considerations into the acquisi-
The Strategy recognized that because Marines live,
tion and requirements processes, improving new and
train, and fight as an expeditionary force, it is essential
legacy systems as well as future upgrades.
to foster energy efficient habits at our bases that Ma-
rines will translate to the battlefield. At installations, We calculate our Return on Investment in terms
the Marine Corps has made real progress in harness- of military capability gained through dramatic savings
119
in weight and fuel transported. For example, within T

raining in expeditionary energy ethos for entry-lev-
the FYDP, we expect our investments to improve the el Marines; developing improved training and edu-
energy effectiveness of our Marine Expeditionary Bri- cation that includes ethos, energy planning, manage-
gades (MEB) by about 9 percent. We estimate that the ment, production, distribution and storage concepts
future MEB, over a 365 day operation, will be able to and practices
operate one month longer on the same amount of S upporting a Naval Postgraduate School multi-dis-
fuel that it demands today. It will need 208 fewer fuel ciplinary student research program in expeditionary
trucks, thereby saving seven million pounds of fuel energy, beginning fall of 2012
per year.
These and future efforts are guided by formal re-
Initial investments in current programs and new quirements, which include:
areas put us on track to achieve the mission of the
Strategy by 2025. They include: U
SMC E2W2 CBA/ICD
A
ccelerating expeditionary energy systems So- U
rgent Statement of Needs for Energy-Efficient Light-
lar Portable Alternative Communications Energy ing for Expeditionary Shelter System
System (SPACES) and Ground Renewable Expedi- U
rgent Statement of Needs for Expeditionary Shelter
tionary Energy Network Systems (GREENS) to System Energy-Efficient Insulating Liner
Afghanistan (complete in March 2012), and the U
rgent Statement of Needs for the Solar Portable Alter-
Fleet Forces native Communications Energy System and Ground
I mplementing mobile electric power sources to Renewable Expeditionary Energy Network Systems
achieve ~22 percent fuel efficiency across the fleet E
nergy Efficiency Key Performance Parameter
of systems (Army funded development and USMC included in Ground-Based Optical Surveillance
funded procurement) System (Expeditionary) Capability Development
F
ielding Enhanced Efficiency Environmental Control Document
Units (E3CU) to achieve ~15-25 percent improved M
AGTF Expeditionary Hybrid Power System (MEHPS)
fuel efficiency beginning in 2012, with the next-gen- Analysis of Alternatives
eration family of ECUs entering service in 2014
D
eveloping fuel economy improvements for Medi-
um Tactical Vehicle Replacement (MTVR) vehicles,
Transforming the way we use energy is
anticipating 15 percent increased efficiency
essential to rebalance our Corps and prepare
Executing ExFOB demonstrations twice a year it for the future.
E
xercising and training renewable energy systems at Gen James F. Amos
events including Steel Knight 2012, Weapons Tactics Commandant, U.S. Marine Corps
Instructors Course, and Enhanced Mohave Viper
I mproving expeditionary energy modeling and
simulation capability to guide future program in-
vestments across the MAGTF
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121
section 7: MARINE CORPS INTELLIGENCE,
SURVEILLANCE, AND RECONNAISSANCE
ENTERPRISE (MCISRE)
chapter 3: programs
Introduction
Marine Corps Intelligence is more than support to operations it is
continuous operations, oriented on global, dynamic threats as well as secu-
rity cooperation engagements necessary to enable prudent action in pursuit of
national interests. The MCISRE is an innovative, operational approach to the
intelligence warfighting function, providing timely, reliable, and understand-
able intelligence information that forms the basis of Marine Corps planning
and operations. The multi-domain, collaborative, worldwide construct of
the MCISRE provides the crucial operational edge required for Marine
Corps forces.
The MCISRE is not driven by the crisis of the moment. Rather, it is a
24/7/365 predictive analysis process with the global reach of operational
Marine Expeditionary Force (MEF) Intelligence Centers (MICs) backed by
the Marine Corps Intelligence Activity (MCIA) and its connectivity to the
Combat Support Agencies (CSAs) and National Intelligence Community (IC).
To ensure its viability, Marine Corps Intelligence will continue to evolve and
maintain vigilance over a complex, technically sophisticated threat environ-
ment by seizing technological opportunities to increase MCISRE capabilities
and capacities.
Today
The MCISRE supports the Marine Corps intelligence unity of effort
across the air, ground, maritime, and cyberspace domains. This strategy syn-
chronizes current USMC intelligence programs, units, and personnel at every
echelon across the operating forces and supporting establishment to enable
collaboration and sharing of all information and federated intelligence in
support of the Marine Air Ground Task Force (MAGTF).
To date, the MCISRE strategy continues implementing an enterprise solu-
tion in which all ISR functions, sources, and methods across the total force are
leveraged and shared for operational success. A major milestone has been the
creation of MICs that enable MEF units to train as they fight by providing ana-
lytical and intelligence production support from garrison locations to deployed
forces, supporting the Commandants Lighten the MAGTF initiative as well
as reducing the required number of forward-deployed personnel. Other major
advances include the creation of the Headquarters, Marine Corps Intelligence
Department Technology Innovation Division led by the Enterprise Chief
Technology Officer, a comprehensive intelligence professionalization program
across the Enterprise, and advanced analytic training, methods, and tools
123
that enable standardized, collaborative predictive Tomorrow

analysis across the Enterprise. When fully implemented, the MCISRE will pro-
These recent advances place ISR capability and vide each component element access to shared knowl-
capacity at all echelons throughout the total force in- edge, data, resources, and expertise from across the
tegrating intelligence information to respond to and enterprise, as well as joint, national, and contributing
reduce uncertainty within complex threat environ- partner agencies. The ability to See, Understand,
ments. As budgets decrease and global threats multiply, and Act enables a highly trained, networked, and
the MCISRE embraces operational flexibility through analytically astute intelligence force to enhance deci-
adaptive responses in operating concepts, doctrine, sion-making at all echelons, while meeting intelligence
training, and equipment. quality and information-sharing standards required
by Department of Defense (DoD) and National Intel-
ligence Directives.
MCISRE High-Level Operational View (OV-1)
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chapter 3: programs
MCISRE Construct Expeditionary Nodes: Expeditionary nodes are

Fixed Site: The MCISRE Fixed Site is managed by deployed with the MAGTF. They are scalable, aligned
the MCIA in Quantico, Virginia. It serves as the Ma- to the mission, and provide intelligence planning, di-
rine Corps principal connection to national agencies rection, collection, analysis, production, and dissemi-
and exposes all USMC ISR data to the IC. The fixed nation of intelligence and combat information to the
site is the primary enterprise data storage and archival MAGTF and joint forces.
site and serves as the primary reach-back site for Gar-
rison Nodes. Operational Overview
Garrison Nodes: MICs are operationalizing gar- The MCISRE is built on three core pillars to sup-
rison capacity in support of operational forces world- port MAGTF intelligence requirements in both garrison
wide. They serve as critical reach-back nodes for ex- and deployed environments: (1) Persistent ISR (P-ISR)
peditionary forces. The MICs conduct intelligence enables the MAGTF to See; (2) Distributed Common
planning, analysis, and production in collaboration Ground SystemMarine Corps Enterprise (DCGS-MC)
with MCIA, expeditionary forces, or designated joint enables intelligence professionals to Understand; and
force elements. These reach-back sites are located at (3) Intelligence, Dissemination, and Utilization (IDU)
each of the three MEFs and are capable of supporting enables the MAGTF to Act. Individual components
forward operations from garrison or deploying to aug- of these pillars are further described under Chapter 3,
ment tactical, expeditionary nodes. Pillar 5, Section 6: Intelligence, Surveillance, and
Reconnaissance Systems and Equipment.
125
See with Persistent-ISR: P-ISR provides the

means for intelligence planning, directing, and col-
lecting. Through P-ISR, the Marine Corps is building
a holistic intelligence-collection strategy that lever-
ages joint and national ISR assets to augment organic
battlefield sensors. The P-ISR strategy synchronizes
organic MAGTF ISR collection assets with support
from joint and CSA resources to provide leaders at all
echelons the ability to use intelligence and combat in-
formation.
Understand with Distributed Common
Ground SystemMarine Corps Enterprise (DCGS-
MC) Enterprise: DCGS-MC provides the founda-
tion to expose and discover data from a multitude
of geospatial intelligence (GEOINT), human intelli-
gence (HUMINT), signals intelligence (SIGINT), and
126
chapter 3: programs
other sources to provide all-source intelligence pro- Act with IDU: The Intelligence Dissemination
duction. DCGS-MC is the USMC component of the and Utilization (IDU) concept strives not only to de-
DoD DCGS Enterprise that performs all aspects of liver intelligence, but also to integrate it with opera-
MCISRE data processing, exploitation, exposure, dis- tions and planning. IDU includes the systems, people,
covery, analysis, and production. DCGS-MC consists and processes associated with dissemination, integra-
of a family of systems that is scalable, modular, and tion, use, and evaluation of intelligence. The IDU con-
tactically deployable. The DCGS-MC Enterprise com- cept enables precise action and the prudent re-tasking
prises the DCGS-MC program of record and several of P-ISR capabilities. IDU is the act of identifying and
other programs. This critical capability increases the conveying relevant combat information and intel-
amount and precision of information and intelligence ligence to satisfy MAGTF intelligence requirements.
made available to operators, decision-makers and IDU incorporates continuous feedback to ensure the
intelligence professionals across and at all echelons right combat information and intelligence is delivered
of the MAGTF. to the right consumer at the right time. IDU com-
prises those capabilities associated with the dissemina-
tion, integration, evaluation, and feedback steps of the
Marine Corps intelligence process.
127
section 8: EXPEDITIONARY LOGISTICS
chapter 3: programs
Introduction
Logistics is a fundamental element of MAGTF expeditionary operations.
The MAGTF expeditionary logistics capability supports a balanced, multi-ca-
pable force that is integral to the strategic direction described in Marine Corps
Vision and Strategy 2025. Marine expeditionary forces are self-contained and
self-sustained forces that have everything necessary to accomplish the mission
from individual equipment to expeditionary airfields and medical treatment
facilities. These forces are structured to meet a wide range of contingency op-
erations and possess the logistics capabilities needed to initiate an operation,
sustain forces, and reconstitute for follow-on missions.
MAGTF Expeditionary Logistics includes the information systems, equip-
ment, and processes to train, deploy, employ, and sustain Marine forces across
the range of military operations. Enablers include:
Electronic Maintenance Support System
Family of Combat Field Feeding Systems
Family of Field Medical Equipment
Family of Power and Environmental Control Equipment
These are key for continuous MAGTF operations on a distributed battle-
field. The Marine Corps vision of the future requires fundamental changes in
the way we provide logistics support to our MAGTFs.
129
ELECTRONIC MAINTENANCE cost of maintenance, eliminate paper publications and

SUPPORT SYSTEM (EMSS) assist the maintainer in becoming more effective and
Description efficient by providing networked tools and electronic
The Electronic Maintenance Support System information, enabling sustained performance and
(EMSS) is a key Marine Corps maintenance aid de- readiness of Marine Corps weapon systems anywhere
signed to enhance combat service support to Marine on the battlefield.
Air-Ground Task Forces while deployed or in garrison.
EMSS consists of an electronic maintenance device Program Status
(EMD) and server backbone. The EMD consists of a EMSS has received a full fielding decision for
rugged, lightweight, one-man portable maintenance 2141, 2147 and 3521 military occupational special-
device that the maintainer can employ at the point of ties (MOSs). Fielding is 100 percent complete. Future
repair to interface with the equipment/system under- efforts will field EMSS to the 11xx, 13xx, 28xx, 59xx
going repair, view technical data, and document main- MOSs.
tenance actions.
The EMD is capable of supporting multiple plat- Procurement Profile: FY 13 FY 14
forms and systems across maintenance communities Quantity: 2,000 2,000
and provides the necessary technical conduit to enable
maintainers to gain access to the Global Information
Grid via the EMSS server backbone. EMSS provides a
Developer/Manufacturer: Special Projects Engineering and
means to archive and download maintenance data col-
Research (SPEAR) Team, Naval Surface Warfare Center,
lected from the EMD, host maintenance applications,
Crane, IN (systems integrator)
and provides easy access to authoritative technical
data with automatic updates as changes occur. EMSS
can operate in a connected, disconnected, and wire-
less mode and provide access to subject matter experts FAMILY OF FIELD MEDICAL
over USMC networks. EQUIPMENT (FFME)
Additionally, EMSS provides reach back capabil- Description
ity to SME/Program Office personnel to enhance and The FFME consists of medical capability sets known
assist in maintenance of weapon systems and support as Authorized Medical Allowance Lists (AMALs), Au-
equipment. EMSS is a critical enabler of logistic mod- thorized Dental Allowance Lists (ADALs), and medical
ernization efforts (Item Unique Identification and kits. These sets provide the Marine Air-Ground Task
Condition Based Maintenance). Force commander with the health-care capabilities
required to maintain the combat effectiveness of the
Operational Impact force and safely stabilize and evacuate casualties from
EMSS provides ground maintenance personnel the battlefield. There are 30 different AMALs/ADAL
with an electronic decision support tool capable of and four medical kits fielded to Marine Corps units.
wireless connectivity and access to web-based applica- AMALs, ADALs, and medical kits provide Medical Bat-
tions and technical data via Global Command Support talions, Dental Battalions, unit medical personnel, and
System Marine Corps, interactive electronic techni- individual Marines and Sailors with the equipment,
cal manuals, computer-based training, forms, and consumables, and medicine required to treat patients
files. EMSS will reduce no-evidence of failure, lower in a field or combat environment.
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chapter 3: programs
Operational Impact MARINE CORPS FAMILY OF POWER

The type of FFME that supports the MAGTF in- AND ENVIRONMENTAL CONTROL
cludes forward resuscitative care, shock trauma, and EQUIPMENT
first-responder capability sets that provide life-saving Description
care as far forward on the battlefield as possible. In The Marine Corps Family of Power Equipment
addition, FFME also includes preventive medicine ca- encompasses a portfolio program to procure, update,
pability sets designed to prevent the spread of disease. and replenish continuously more than 30,000 items
Loss of any of these capabilities would adversely af- of power equipment, including skid-mounted and
fect health-care management throughout the Marine trailer-mounted diesel generators, floodlights, power
Corps and potentially result in the loss of life. distribution sets, electrician toolkits, power supplies,
Each AMAL, ADAL, and medical kit is modeled by radio power adaptors, battery chargers, renewable
the Naval Health Research Center (NHRC), verified by energy systems, and on-board vehicle power systems.
subject matter experts, and stocked to reflect current The Marine Corps Family of Environmental Control
casualty rates and protocols. Planned enhancements to Equipment continuously procures, updates, and re-
FFME capability sets to improve the quality of health plenishes more than 8,000 items that include tactically
care provided to the warfighter include a Portable Pa- hardened Environmental Control Units, refrigerated
tient Transport Life Support System, Infrascanner for containers, and refrigeration tool kits. Both families of
the early detection of subdural hematomas, and the equipment are used to support all command, ground
Mobile Anesthesia Delivery Module. Other efforts in- combat, aviation, and logistics elements throughout
clude joint research and development efforts for tour- the Marine Corps that require tactical power and envi-
niquets and hematology analyzers. ronmental control in support of air control, communi-
cation/information systems, life support systems, and
general power/heating-ventilation-air conditioning
Program Status
requirements. Paramount in each family is fielding En-
A review with NHRC, HQMC, CD&I, MCSC, and vironmental Protection Agency-compliant equipment
subject matter experts is conducted on each AMAL, to meet stringent air quality and zero-ozone depleting
ADAL, and medical kit every four years. The AMAL/ standards, while maintaining military compatibility,
ADAL or medical kit is then updated with the latest energy efficiency, transportability, durability, and sim-
state-of-the-art medical technology and reconfigured plicity of operation.
based on current casualty rates and protocols. New
or updated equipment added to the AMAL, ADAL, or
Operational Impact
medical kit is fielded the year following a review with
Procurement of these systems will ensure that
obsolete equipment being disposed of properly.
the Command Element, Aviation Combat Element,
Ground Combat Element, and Logistics Combat Ele-
ment entities have the ability to support all require-
ments of the Marine Air Ground Task Force with de-
ployable and energy efficient equipment.
131
Program Status FAMILY OF COMBAT FIELD

Within the families of power equipment and en- FEEDING SYSTEMS
vironmental control equipment, various items are Description
replaced as determined appropriate by the life cycle The CFFS team provides material solutions that
manager, Product Manager, Expeditionary Power Sys- give the Operating Forces the capability of feeding Ma-
tems. All items are managed as acquisition or abbrevi- rines and Sailors in an expeditionary environment.
ated-acquisition programs, with multiple acquisition The Expeditionary Field Kitchen (EFK) is a rap-
programs in progress at any point in time. idly deployable, mobile, and fully self-sustaining kitch-
en capable of preparing a minimum of 500 meals up
Procurement Profile: FY 13 FY 14 to three times per day. The EFK is configured within
Quantity: 5,400 5,250 an 8-by-8 by 20-foot. International Organization for
Standardization (ISO) container for transportation
Developer/Manufacturer: and is compatible with current and project Marine
Environmental Control Units: Hunter Defense, Geneva, OH Corps transport assets (Medium Tactical Vehicle Re-
Current Tactical Generators: Dewey Electronics, Oakland, placement (MTVR) with MCC20 container trailer).
NJ; DRS-Fermont , Bridgeport, CT; The kitchen includes an array of food-serving equip-
AMMPS Tactical Generators: ONAN Cummins, ment assembled in the expandable ISO container. The
Minneapolis, MN transition from shipment mode to operational mode
includes placing mobile appliance units into a food
Battery Chargers: Bren-tronics Inc., Commack, NY
preparation and sanitation configuration.
Battery Managers and Analyzers: PulseTech Corporation,
Waco, TX
Operational Impact
Refrigerated Containers: SeaBox Inc., East Rutherford, NJ
The EFK provides a mid-level feeding system to
Cargo Containers: SeaBox Inc., East Rutherford, NJ; support expeditionary field mess operations as far for-
CMCI, Charleston, SC; and Garrett Container Company, ward as possible on the battlefield in support of the
Accident, MD scheme of maneuver and logistical requirements of the
Radio Power Adaptors: IRIS Technology, Irvine CA and Marine Air-Ground Task Force.
Graywacke, Mansfield, OH
Power Supplies: AMETEK, San Diego, CA Program Status
Renewable Energy Systems: IRIS Technology, Irvine, CA; The EFK is being fielded in FY 2013 and FY 2014
UEC Electronics, Hanahan, SC; and LM Engineering, with expected Full Operational Capability scheduled
Youngstown, OH during FY 2016.
Power Distribution: LEX Products, Shelton, CT
Floodlights: Magnum Products, Berlin, WI
Quantity:
Integrated Trailer, ECU and Generator: Magnum Products, EFK 72 34
Berlin, WI
On-Board Vehicle Power System: Oshkosh Corp., Developer/Manufacturer:
Oshkosh, WI and DRS, Huntsville, AL Sotera Defense Solutions, Easton, MD
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chapter 3: programs
133
section 9: Preparing for
Tomorrows Fight
chapter 3: programs
Introduction
We are preparing for tomorrows fight in three critical areas: cyber war-
fare; special operations; and security cooperation. Modern armed forces can-
not conduct high-tempo, effective operations without reliable information
and communications networks and assured access to cyberspace and space.
The Marine Corps Forces Cyberspace Command is the focus of our organic
cyber capabilities and capacities needed to retain speed, precision, and lethal-
ity. The Marine Corps Special Operations Command is the Corps contribu-
tion to the U.S. Special Operations Command and maintains a shared heri-
tage and strong bond with its parent service as soldiers from the sea. The
Marine Corps Security Cooperation Group capitalizes on our theater security
cooperation and partnership activities with allies and partners, providing our
leaders with strategic options to shape outcomes, prevent conflicts, strengthen
at-risk states, and deny enemy safe-havens.
135
MARINE CORPS SECURITY this by concentrating on these three SC focus areas:

COOPERATION GROUP (MCSCG) Build relationships, facilitate access and building
The Marine Corps Security Cooperation Group partner capacity (BPC).
(MCSCG) achieved full operational capability in Oc- MCSCG accomplishes its mission through six
tober 2012 as a unique command that consolidates all principal lines of effort in order to provide integrated
facets of security cooperation (SC) to include advisor security cooperation solutions:
skills, training and assessment expertise, and security 1. S ecurity Assistance/International Programs: Coor-
assistance program management. MCSCG is com- dinate and manage Security Assistance education
manded by a Marine colonel and has a total of 203 and training programs.
personnel organized into a headquarters staff, instruc- 2. F oreign Security Force Capability Based Assess-
tor group, and regionally aligned coordination, liai- ments: Conduct detailed and comprehensive as-
son, and assessment teams (CLATs). The command sessments that inform the SC Planning Cycle.
is assigned as a subordinate element of Marine Forces 3. S ecurity Cooperation Engagement Plans: Devel-
Command (MARFORCOM). op long term and enduring Security Cooperation
The MCSCG mission is to execute and enable se- Engagement Plans with our partners and pro-
curity cooperation programs, training, planning, and vide deployable planning support elements to the
activities in order to ensure unity of effort in support regional MARFORs.
of USMC and Regional Marine Component Command 4. E ducation: Provide resident and deployable instruc-
(MARFOR) objectives and in coordination with oper- tion to Marine Corps personnel assigned to manage
ating forces and MAGTFs. These include assessments, SC activities.
planning support, SC related education and training, 5. T raining: Provide SC training to Marines tasked to
and advisory support to ensure the accomplishment of conduct SC missions.
USMC and Regional Marine Force (MARFORs) Com- 6. U nity of Effort: SC coordination across USMC and
ponent Command SC objectives. MCSCG achieves Maritime services.
136
chapter 3: programs
Building PartneR
capacity (BPC)
S
ecurity Force
Assistance (SFA)
Security Assistance (SA)
Building relationships facilitate access

Key Leader Engagements Routine Visits
Mil to Mil Talks Basing / Over Flight
Exchange Programs
137
Pillar 3:
Capability & Capacity to Meet DoD
Strategic Requirements
Section 1: Amphibious and
Pre-positioning Ships
chapter 3: programs
Naval Expeditionary Capability

in the 21st Century
The United States is a Global Maritime Nation. It remains the worlds
largest economy, critically dependant on the global commons for our liveli-
hood. Over 90% of the worlds commerce travels by sea. Global populations
continue to shift to the littoral regions along the oceans coastlines; 21 of the
worlds 28 mega-cities lie within 62 miles of a coastline. Protecting our citizens,
allies and interests in this global system is necessary for both our prosperity
and security.
The sea provides the primary global common through which American
power is projected. Marines (an inherently naval force) and the amphibious
warships which carry them, use the oceans as maneuver space in order to in-
fluence potential crises from the sea without forcing escalation or aggravating
sovereignty. Amphibious forces are designed to provide a wide range of capa-
bilities from the sea. They can loiter unseen over the horizon or provide a vis-
ible deterrent. Our presence equals access, which creates options and decision
space for our Nations leaders. With modern aviation and surface connectors,
Marine forces can provide kinetic strike or responsive maneuver from hun-
dreds of miles out to sea.
141
MARITIME SUPPORT TO fare and other low to mid-intensity operations, while

EXPEDITIONARY OPERATIONS retaining the capability to fully support major combat
During the 1920s and 1930s, the Navy and Marine operations. In particular, our Maritime Prepositioning
Corps began experimenting with new concepts and Force (MPF) must develop a full at-sea arrival and as-
techniques that would change the way they conduct- sembly capability to better support maneuver opera-
ed expeditionary operations. The Navy experimented tions ashore.
with aircraft carrier operations using a converted coal
ship and two partially completed battle cruisers. The Expeditionary Naval Forces In Support
Marine Corps experimented with amphibious trac- of National Strategy
tors, close-air support, and combined arms to devel- The tri-Service A Cooperative Strategy for 21st Cen-
op doctrine, concepts of operations, and training for tury Seapower states that forward-deployed and glob-
amphibious operations. The inter-war years of ex- ally engaged Marine Corps expeditionary forces, with
perimentation and concept development resulted in a the Navy and Coast Guard, act across the full range
Navy and Marine Corps team that won the war in the of military operations to secure the United States from
Pacific during World War II. direct attack; secure strategic access and retain global
Today, we are at a similar point in the evolution freedom of action; strengthen existing and emerging
of new expeditionary capabilities, and a similar com- alliances and partnerships; and establish favorable
mitment to experimentation and concept develop- security conditions. Most significantly, these persis-
ment is shaping the Marine Corps and Navy for the tently present and combat-ready maritime forces also
21st Century. The concept of sea basing is maturing provide the Nations primary forcible-entry option in
and becoming a reality as new platforms and technolo- an era of declining access.
gies that allow us to operate more effectively from a sea The Marine Corps amphibious and preposition-
base are delivered. Until recently, Marines have been ing capabilities contribute to the Joint Forces expe-
able to conduct sea-based operations only from am- ditionary capability and fulfill the Nations maritime
phibious shipping, because todays prepositioned ma- strategic imperatives as follows:
teriel and equipment can be employed only once forces L
imiting regional conflict with forward-deployed,
are assembled ashore. Additionally, our prepositioned decisive maritime power
equipment has been perceived as a break glass in time Deterring major-power war
of war capability. It is no longer primarily reserved for Winning our Nations wars
major combat operations. Contributing to homeland defense in depth
Meeting the demands of todays security environ- F
ostering and sustaining cooperative relationships
ment means that our amphibious and preposition- with more international powers, and
ing assets must be more integrated to better support P
reventing or containing local disruptions before
steady-state operational requirements. We also must they impact the global system
eliminate the false perception that amphibious and Operating in concert with the Navy and the Coast
pre-positioning capabilities are separate and distinct. Guard, Marine Corps expeditionary forces can be
Amphibious and prepositioning capabilities are com- employed from a sea base to complement other joint
plementary and in the future will become more in- means of projecting influence and power. These forces
teroperable and mutually supportive across the range leverage the advantages afforded by our command of
of military operations. Both capabilities must evolve the seas and ability to dominate the maritime domain
to provide greater utility, particularly in irregular war- to conduct operations in the littorals. The Marine
142
chapter 3: programs
Corps core competencies are the foundation for our the size of its military footprint to match the changing
expeditionary forces significant contributions to the situation ashore.
Nations security.
Todays Amphibious Capability
Operational Role of Marine Corps Among the many capabilities provided by integra-
Expeditionary Forces tion of combat-ready Marine Air Ground Task Forces
Our strategies and concepts address the following (MAGTFs) with multi-mission amphibious ships,
requirements: the ability to maintain open and secure three are of critical importance:
sea lines of communication for our maritime nation; F orward presence to support engagement and the-
the ability to maneuver across and project power from ater security cooperation
the sea; the ability to work with partner nations and A ready force to immediately respond to emergent
allies to conduct humanitarian relief or noncomba- crises
tant evacuation operations; and the ability to conduct A credible and sustainable forcible-entry capability
persistent and sustained littoral operations along any Forward-deployed amphibious forces are unique
coastline in the world. in that they are postured to immediately respond to
Marine Corps expeditionary forces provide a bal- crises while conducting persistent forward engage-
anced and scalable set of capabilities to counter irregu- ment to prevent and deter threats, particularly in the
lar threats, respond to emerging crises, and conduct areas of instability in the littorals. Often the mere pres-
major combat operations. In this era of strategic un- ence of an amphibious force capable of delivering a
certainty, a forward deployed expeditionary force, con- powerful amphibious blow at a point and time of its
sistently engaged and postured for rapid response, is own choosing is enough to stabilize an escalating crisis.
critical for national security in the future as it is today. The inherent versatility and flexibility of amphibi-
The Marine Corps expeditionary capability is enabled ous forces exemplified by their ability to conduct
by the complementary employment of amphibious missions across the range of military operations
shipping and prepositioned equipment. Together they achieves advantages disproportionate to the resources
provide responsive and scalable options to project in- employed.
fluence and power and provide support across the full An amphibious capability creates four strategic
spectrum of operations to include engagement opera- benefits for a nation that depends on its ability to ex-
tions and crisis response. ploit its command of the seas to project influence and
The deployment of the 22d and 24th Marine power, as follows:
Expeditionary Units (MEUs) on board amphibious Increased Freedom of Action: Amphibious forces
shipping and the prepositioning ship USNS 1st Lt. can use the maritime domain as a base from which
Jack Lummus to support humanitarian and disaster- to conduct operations. They can loiter indefinitely
relief operations in Haiti in 2010 is an example of the in international waters and maneuver ashore at the
Marine Corps capability to rapidly respond to crisis. time and place of their choosing.
These forces provide a similar capability to respond D eterrence: While a standoff strike is sometimes an
at the high end of the military operations spectrum adequate response, other situations require the rapid
to create littoral maneuver space for the Joint Force. insertion of sustainable combat forces boots on
The expeditionary character, versatility, and agility of the ground to underscore the Nations commit-
Marine Corps expeditionary forces provide the Nation ment to an ally or friend.
with the asymmetric advantage of seamlessly adjusting A ssured Access: Amphibious forces contribute
143
unique and essential capabilities toward the Nations aviation-capable large-deck warships. Because of fiscal
ability to take advantage of the freedom of the high constraints, however, the FY 2012 programmed force
seas to enter a region without regard to access con- level calls for 32 ships. The increased demand for am-
straints and impediments and to sustain sea-based phibious forces thus has placed a strain on amphibious
operations almost indefinitely without need for in- shipping as the employment of amphibious forces has
theater host-government support. increased while the inventory of amphibious ships has
U
ncertainty for Adversaries: A credible forcible-en- declined. Newly delivered amphibious ships, such as
try capability compels potential adversaries to invest the San Antonio (LPD 17)-class landing platform dock
in a broad range of systems and spread their defenses ships, are more capable than the ships they replace.
over larger areas of concern. However, a ship can be in only one place at a time. Al-
The lengthy experience of the Marine Corps in though the fleet retains a responsive surge capability,
conducting forward engagement and security cooper- the constrained number of in-service ships precludes
ation operations in the littorals has dispelled the mis- fully supporting the growing demand for rotational
perception that forcible entry is the only yardstick by MEU and Global Fleet Station deployments and other
which the requirement for amphibious capability and requirements. The Marine Corps amphibious ship and
capacity is measured. More relevant metrics in todays associated ship-to-shore connector requirements are
security environment, as underscored in the 2010 Qua- highlighted in the following pages.
drennial Defense Review, are the capability to conduct
persistent forward engagement activities and provide
a crisis-response force while retaining the capability to
respond to major contingencies. Amphibious Warships
The importance of amphibious forces is highlight- Amphibious warfare ships are the centerpieces of
ed by the increased employment of Marine Corps ex- the Navy-Marine Corps presence, forcible-entry, and
peditionary forces since the end of the Cold War. From sea-basing capabilities and continue to play essential
1946 through 1989, amphibious forces were employed roles in global operations. These ships are equipped
on average 2.5 times per year; since 1990, the rate has with aviation- and surface-assault capabilities that,
increased to about 5.5 times per year. The demand for when coupled with their inherent survivability and
amphibious forces to support steady-state operations is self-defense systems, support a broad range of mission
projected to increase even more in the coming years as requirements. They provide the most formidable ex-
combatant commanders place greater emphasis on con- peditionary forcible-entry capability in the world, the
ducting sea-based persistent forward-engagement ac- development and maintenance of which is the respon-
tivities throughout their areas of responsibility. Viewed sibility of the Marine Corps under U.S. Code Title 10.
another way, combatant commanders global demand The Marine Corps operational requirement is for
for amphibious ready groups and MEUs has increased two Marine Expeditionary Brigade Assault Echelons
86 percent and 53 percent for independent amphibious (MEB AE) of forcible-entry capability reinforced with
ships during the FY 2007 to FY 2011 period. two additional MEBs from the Maritime Preposition-
The ability to meet the demand for amphibious ing Force. The two-MEB AE forcible-entry capabil-
ships with the programmed amphibious fleet is a criti- ity requires 34 amphibious warfare ships (17 ships
cal concern. When forward-presence requirements are per MEB). When forward-presence requirements are
factored in with the 2.0 Marine Expeditionary Brigade considered with the 2.0 MEB lift requirement, the
(MEB) assault-echelon lift needs, the requirement AE requirements total 38 ships. Of these 38 ships, 11
calls for 38 amphibious ships, 11 of which must be must be aviation-capable large-deck ships Landing
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chapter 3: programs
Helicopter Assault (LHA), Landing Helicopter Dock command and control complex, a hospital facility,
(LHD), or Landing Helicopter Assault (Replacement) and extensive support activities. Efforts are underway
LHA(R) to accommodate the MEBs Aviation to incorporate a well deck into the FY 2016 LHA(R)
Combat Element. platform and to incorporate changes in the basic ship
Nine large-deck ships (eight Wasp-class LHDs design to ensure optimized aviation and surface opera-
and one Tarawa-class LHA) are in service in 2012. The tions and service life.
eighth Wasp-class multi-purpose amphibious assault
ship, the USS Makin Island (LHD 8), was delivered in San Antonio-Class (LPD 17) Amphibious
2009. LHD 8 is similar to LHD 1 through LHD 7, but Transport Dock Ship
is powered by gas turbine engines and has all-electric
auxiliaries.
Amphibious Assault Ship

Replacement (LHA(R))
The LPD 17 San Antonio-class amphibious warfare

ship represents the Department of the Navys commit-
ment to a modern expeditionary fleet. The first five
ships of the class the USS San Antonio (LPD 17),
USS New Orleans (LPD 18), USS Mesa Verde (LPD 19),
The amphibious fleet is organized for persistent USS Green Bay (LPD 20), and USS New York (LPD 21)
forward presence as the foundation for other critical have been commissioned. The San Antonio-class
roles, missions, and tasks. It includes nine amphibious LPDs are replacing the remaining ships of the Austin
ready groups (ARGs), each consisting of three am- (LPD 4) class.
phibious ships. The centerpiece of the ARG is a Wasp The LPD 17s unique design expands force cover-
(LHD 1)-class or Tarawa (LHA 1)-class amphibious age and decreases the reaction times of forward-de-
assault ship. The sole Tarawa-class amphibious assault ployed MEUs. In forcible-entry operations, the LPD17
ship will be decommissioned in FY 2014. The first of helps maintain a robust surface assault and rapid off-
two transitional LHA Replacement (LHA(R)) ships, load capability for the MAGTF well into the future.
the USS America (LHA 6), began construction in 2008. The San Antonio class warships incorporate advanced
LHA 6 design modifications enhance aviation support characteristics for amphibious ships. Each ship has 699
for MV-22B Osprey and F-35B Joint Strike Fighter enhanced berths for embarked Marines, plus a surge
operations. Removal of the well deck provides for an capacity of another 101 berths. Each also has a vehicle-
extended hangar deck with two wider high-bay areas, stowage capacity of 24,600 square feet, cargo-stowage
each fitted with an overhead crane for aircraft mainte- capacity of more than 33,000 cubic feet, and a well deck
nance. Other enhancements include a reconfigurable sized for two landing craft air cushions (LCAC) or one
145
landing craft utility (LCU). Flight decks can support new command, control, communication, and navigation
operations by two CH-53E/K Super Stallions, two MV- equipment; buoyancy box and rotating machinery refur-
22B Osprey tilt-rotor aircraft, four CH-46E Sea Knight bishment; enhanced engines; and upgrades of the cur-
helicopters, or a mix of H-1 attack/utility helicopters. rent skirt system with an improved deep skirt, thereby
The ships in this class also are outfitted with two Roll- increasing the performance envelope.
ing Airframe Missile launchers for self-defense and The Ship-to-Shore Connector (SSC) program is
incorporate design features that significantly reduce developing a replacement for the in-service LCACs
their radar cross-sections when compared to previous and the LCAC service-life extension program (SLEP)
amphibious ships. as these craft reach the ends of their service lives. In
2007 the Navy Resources, Requirements Review board
Developer/Manufacturer: selected the 74 Short-Ton Air-Cushion Vehicle con-
Huntington Ingalls Industries (formerly Northrop cept in an approved Initial Capabilities Development
Grumman Ship Systems), Pascagoula, Mississippi Document as the LCAC replacement platform.
The Joint Requirements Oversight Council ap-
proved the Capability Development Document in 2010.
The contract for the detail, design, and construction of a
LANDING CRAFT AIR CUSHION SSC test and training craft was awarded to Textron, Inc.
(LCAC) / SHIP-TO-SHORE in 2012.
CONNECTOR (SSC)
EVOLUTION OF MARITIME
PREPOSITIONING
The LCAC is a high-speed, fully amphibious craft

with a design payload of 60 tons at speeds in excess of
40 knots and a nominal range of 200 nautical miles. The
LCACs ability to ride on a cushion of air allows it to
operate directly from the well decks of amphibious war- The Marine Corps prepositioning programs con-
ships and to access more than 70 percent of the worlds sist of the Maritime Prepositioning Force (MPF) Pro-
beaches, compared to 17 percent for conventional land- gram and the Marine Corps Prepositioning Program
ing craft. A service life extension program (SLEP) began Norway (MCPP-N). The MPF Program provides
in late 2000 for the 72 active LCACs, which provides ma- equipment and supplies to enable the rapid deploy-
jor refurbishment that will extend craft life to 30 years. ment and employment of two Marine Expeditionary
The goal is to carry out five LCAC SLEPs per year. Dur- Brigades (MEBs) from afloat prepositioned shipping.
ing SLEP, LCACs receive a system upgrade that includes MCPP-N provides equipment and supplies for a cri-
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chapter 3: programs
sis response Marine Air Ground Task Force (MAGTF) date the larger and more numerous equipment of the
and three theater security engagement MAGTFs from MEB. Three LMSRs are already in service with the pro-
a shore-based prepositioning site. The MPF program gram; the fourth will be integrated in February 2013.
will continue to evolve to meet the challenges of a con- While the prepositioning program provides sig-
strained fiscal environment as well as a strategic envi- nificant capability to the combatant commanders, it is
ronment with greater anti-access challenges. limited in some areas, especially the ability to conduct
Maritime Prepositioning Ship Squadron-One sea-based operations. The closure of forces requires a
(MPSRON-1) was eliminated and its ships were either secure airfield and a secure port or beach landing site in
transferred to the U.S. Transportation Commands the JOA a significant constraint to some operations.
Strategic Sealift Fleet or reassigned to MPSRON-2 or In-service MPF platforms can embark limited person-
-3. The Marine Corps and Navy collaborated exten- nel pierside, at anchor, or while in transit. However,
sively to enhance the capabilities of the two remain- the platforms lack the billeting and support services
ing MPSRONs, to include the addition of a legacy to facilitate a sea-based force. Additionally, equipment
MPF ship to each MPSRON. This enhancement at- and supplies are administratively stowed to maximize
tained a higher lift capacity of the MEB requirement all available space. This administrative dense pack-
per MPSRON, retained critical sea-basing enabling ing of the ships precludes the conduct of assembly
capabilities within each MPSRON, and maintained operations aboard MPF ships. In-service MPF plat-
the Maritime Prepositioning Forces ability to support forms can support the limited employment of forces
geographic combatant commander requirements. In from a sea base, but this requires significant planning
addition, Marine Corps afloat and ashore preposition- prior to back-loading the ships during the preceding
ing programs are programmed for other significant MPF maintenance cycle. Also, since there are no main-
changes through 2025 and beyond. Changes will occur tenance facilities aboard in-service MPF vessels, all re-
in the afloat program, where the capability to conduct constitution must be done ashore before back loading
sustained sea-based operations with limited host-na- any of the equipment or supplies.
tion infrastructure in the Joint Operating Area (JOA) Between 2013 and 2015, additional ships will be
will provide a greatly expanded set of options for the integrated into the MPSRONs. Each new platform will
combatant commanders. A detailed integration plan incrementally transform the existing MPSRONs and
has been developed to ensure the new capabilities are provide an immediate operational benefit to combat-
seamlessly incorporated into the existing program. ant commanders. Dry cargo/ammunition ships enable
The first stages of this plan have already been re- selective access to and the offload of supplies, allowing
alized. Each MPSRON has increased organic ship-to- the building of tailored sustainment packages for forc-
shore movement capability with the fielding of the es operating ashore. Mobile Landing Platforms will
Improved Navy Lighterage System (INLS). The INLS provide the capability to conduct at-sea, sea state-3
provides operability in higher sea states and greater selective offload and vehicle/cargo transfer from an
throughput capacity than the legacy lighterage it re- LMSR to ship-to-shore connector craft. During this
places. The MPF also has been recapitalized with Mili- transition period, training and exercises will focus on
tary Sealift Command (MSC) either purchasing or ter- the development of new tactics, techniques, and proce-
minating the programs leased ships. dures as well as doctrinal and organizational changes
Another major enhancement is the integration of to fully realize the enhanced ability and operational
four Large Medium-Speed Roll-On/Roll-Off (LMSR) utility of afloat prepositioning.
ships which provide more stowage space to accommo-
147
Joint High Speed Vessel (JHSV) means to move forces and supplies within that theater.
Specifically, the JHSV will provide the capability to
deliver equipment, personnel, and supplies over the
intra-theater ranges to shallow, austere, and degraded
ports. It will provide support to seabasing and will
bridge the gap between low-speed sealift and high-
speed airlift.
The JHSV lead ship USNS Spearhead (JHSV
1) completed acceptance trials in 2012 with three
additional ships in various stages of construction at
Austal USA in Mobile, AL. The current contract is
for 10 ships. Two high-speed commercial ferries,
The JHSV will provide the critical intra-theater, renamed the USNS Guam and USNS Puerto Rico
surface connector capability that will enable the joint have also been purchased. In the interim, high-
force commander to project forces and sustainment speed vessels will continue to be leased in the Pacific
at high speeds over operational distances. The JHSV Command area of responsibility to satisfy compelling
will be capable of self-deploying to the theater of op- requirements.
erations and, once in theater, provide the high-speed
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chapter 3: programs
149
150
Pillar 4:
Infrastructure Sustainment
section 1: Providing Capable
Bases and Stations
chapter 3: programs
Introduction
Logistics is a fundamental element of Marine Air Ground Task Force
(MAGTF) expeditionary operations. The MAGTF expeditionary logistics ca-
pability supports a balanced, multi-capable force that is integral to the stra-
tegic direction described in Marine Corps Vision and Strategy 2025. Marine
expeditionary forces are self-contained and self-sustained forces that have ev-
erything necessary to accomplish the mission from individual equipment
to expeditionary airfields and medical treatment facilities. These forces are
structured to meet a wide range of contingency operations and possess the
logistics capabilities needed to initiate an operation, sustain forces, and recon-
stitute for follow-on missions.
MAGTF Expeditionary Logistics includes the information systems,

equipment, and processes to train, deploy, employ, and sustain Marine forces
across the range of military operations. Enablers include:
Electronic Maintenance Support System
Family of Combat Field Feeding Systems
Family of Field Medical Equipment
Family of Power and Environmental Control Equipment
These are key for continuous MAGTF operations on a distributed battle-

field. The Marine Corps vision of the future requires fundamental changes in
the way we provide logistics support to our MAGTFs.
153
Installations and Military Infrastructure Sustainment

Construction Facilities sustainment supports the Marine Corps
Marine Corps bases and stations represent an irre- mission by ensuring facilities are maintained and re-
placeable national asset today and as far into the future paired so that they can effectively be used for their des-
as we can project. They are fundamental to combat ignated purposes. As resources overall and Military
readiness, particularly the pre-deployment training, Construction funds in particular, become more con-
launching, sustaining, and reconstituting of Marine strained, the Marine Corps will continue to rely on the
operating forces. In 2025, Marine Corps installations sound stewardship of existing facilities and infrastruc-
will provide an even higher quality training environ- ture to support mission requirements. In FY 2013, the
ment directly supporting the Total Force in Readi- Marine Corps has programmed facilities sustainment
ness through acquisition and maintenance of essential funding at 90 percent of the Department of Defense
training facilities. Additionally, those bases and sta- (DoD) Facilities Sustainment Model, resulting in a fa-
tions are and will continue to be integral to the quality cilities sustainment budget of $653 million. Even this
of life of Marines, Sailors, and their families through relatively strong commitment could result in some fa-
provision of a range of support facilities and related cility degradation according to the DoD model. Since
infrastructure. FY 2004, the Marine Corps has been able to execute
The operation and maintenance of these instal- more than 90 percent of the Office of the Secretary of
lations, as well as their future development and use, Defense Sustainment Model each year, and it is pos-
require planning, wise investment, and sound execu- sible that such opportunities to exceed our initial
tion. Numerous Corps-wide efforts are underway to programming objectives for facilities sustainment
ensure Marine Corps installations are ready, respon- will again arise in FY 2013.
sive, and capable of meeting current and future sup-
port requirements.
The Marine Corps has more than $58 billion and
Installations Energy
133 million square feet worth of facilities that are used
to train, house, and provide excellent quality of life for
Marines and their families. Examples of these facilities
are barracks, runways, sewage treatment plants, roads,
and electrical lines. These facilities are used to per-
form mission-essential tasks and must be appropriate-
ly maintained. Adequately sustaining facilities is the
highest facilities management priority.
The Marine Corps has a multi-faceted Military
Construction program that is addressing: baseline in-
frastructure improvements, operational and quality of
life projects at existing installations, and the Defense
Posture Review Initiative to move Marines to Guam.
The Marine Corps recognizes the operational im-
The FY 2013 proposal of $741 million is critical to
perative to address an energy strategy at all levels of
maintaining and improving installations and provid-
leadership and in all theaters of operation, from our
ing adequate facilities both in the continental United
Bases to the Battlefields. Critical to this is a shared
States and overseas.
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chapter 3: programs
ethos within our force that efficient use of vital re- vantage of incentives available to our private partners,
sources increases combat effectiveness. We must edu- which allows us to meet renewable energy mandates.
cate and inform everyone who lives, trains, and works Where practical, these efforts will improve energy se-
on our installations energy users about their curity for our installations and the country by reduc-
daily impact on the energy footprint and then provide ing reliance on foreign energy sources.
them with tools to manage and improve their energy
and water use. Awareness starts with an understand- Garrison Mobile Equipment (GME)
ing of the value of energy, at home and deployed, and GME provides commercially available equipment
ends with accountability. In the end, we increase in- supporting installation transportation requirements
stallation energy security while reducing the cost of such as transportation, firefighting, rescue, construc-
purchased utilities. tion, and material handling. The fleet includes over
The USMC Expeditionary Energy Strategy pro- 14,000 vehicles.
vides additional guidance and specific actions to The Marine Corps has an aggressive program for
implement the strategy. There are five key enabling petroleum fuel reduction and conservation in the GME
concepts to implementation: awareness and account- fleet. The Service repeatedly exceeds the requirements
ability; measuring and improving performance; en- of the Energy Policy Act of 1992 Alternative Fuel Ve-
ergy efficiency as a component of planning; proactive hicle acquisition requirements and has been a leader
employment of new technologies; and energy security in the Department of Defense and other Federal agen-
and environmental stewardship. These actions will cies in the adoption of efficient vehicle technologies
enable the Marine Corps to implement the Deputies and the use of alternative fuels, including electricity,
Management Advisory Group strategies to: invest in E85, compressed natural gas, hybrids, biodiesel, and
energy efficiency; develop an energy ethos; and reduce hydrogen.
conventional energy dependence.
Facilities Energy Investments

RANGE MODERNIZATION/
Our investments support enabling concepts by
TRANSFORMATION (RM/T)
putting metering and meter data management systems
Description
in place to make energy usage information available
to Marine units on our bases as well as to our facilities The RM/T program modernizes major Marine
managers. We are also making significant investments Corps live training ranges with a dynamic training
in basic facilities infrastructure to improve the efficien- system capable of real-time and post-mission battle
cy of our existing buildings and the energy consuming tracking, data collection, and the delivery of value-
systems in them. New construction is efficient and added after-action reviews. Interface with installation
cost effective to meet requirements for energy efficien- command and control training centers including
cy and sustainability. Installation Commanders will the Battle Staff Training Facility, Combined Arms Staff
make operational improvements as appropriate using Trainer, and Battle Staff Simulation Center will fa-
improved information on energy use. These efforts cilitate the production of multiple scenario events that
will provide a comprehensive approach for achieving deliver relevant and realistic training. Integrating live
energy efficiency standards and goals. and simulated training technologies, the fielded capa-
We are partnering with private companies to pro- bilities actively enhance live-fire, force-on-target, and
vide secure, cost effective, renewable power taking ad- force-on-force training through extensive after-action
155
reviews with ground-truth feedback, realistic repre- Housing

sentation of opposing forces, and enhanced range and Bachelor Enlisted Quarters (BEQ)
exercise control capabilities. Bachelor housing is one of the Commandants top
Military Construction priorities. The Commandants
Operational Impact BEQ Initiative, initiated in 2006, provided more than
RM/T aligns Marine Corps live training with the $2.7 billion in construction funds to correct barracks
tenets of Training TransformationJoint National space shortfalls, implement renovations, and provide
Training Capability and Joint Assessment and Evalu- collateral equipment. These initiatives will eliminate
ation Capability. Instrumentation allows service and existing BEQ space deficiencies and inadequate bar-
joint virtual and constructive forces to interact with racks and achieve the Marine Corps desired 2+0 as-
Marine Corps live training forces from distributed lo- signment standard by FY 2014.
cations. Eventually expanded to incorporate coalition The new BEQs will be highly modern living fa-
forces, Marine Air Ground Task Force (MAGTF) live cilities for Marines and Sailors and will include rooms
training in open and urban terrain is enhanced by pro- with improved aesthetics and bathroom configura-
viding capabilities to conduct realistic training. This tions, enhanced recreation and laundry areas and will
will exercise all battlefield operating systems, and allow be designed to optimize climate control and energy
continuous assessment of performance, interoperabil- efficiency.
ity and identification of emerging requirements.
Family Housing
Program Status By September 2007, the Marine Corps had priva-
Sponsored by the Range and Training Area Man- tized all family housing units where it was economi-
agement Division, Training and Education Command, cally advantageous and authorized (for example, mili-
and managed by Program Manager Training Systems, tary housing legislative authorities prohibit housing
Marine Corps Systems Command, RM/T is the final privatization at overseas locations). Privatization of
integrated design of live training programs of record housing was done to provide better quality homes,
that upgrade Marine Corps training capabilities in an community support facilities, and maintenance ser-
incremental manner. Development and production ef- vices that were not possible through the Military Con-
forts are under way for urban training environments, struction, and Operations and Maintenance processes
ground position location systems, instrumented tac- of the past. In early 2011, there are more than 22,000
tical engagement simulation systems, opposing force units of housing privatized and less than 1,000 Marine
threat systems (including targets), and data collection Corps-owned and -managed units remaining.
systems to instrument the live training environment at The Marine Corps has leveraged private financing
multiple Marine Corps bases and stations. to government investment at a ratio of approximately
A parallel effort is enhancing the RM/T Data Col- 4 to 1. This has enabled the Marine Corps to quickly
lection System (Marine Corps-Instrumented Training and significantly upgrade family housing infrastruc-
System) to provide interface of Improvised Explosive ture and improve housing management. As a defining
Device and Joint Counter Radio controlled Improvised metric, the family housing occupant satisfaction levels
Explosive Device Electronic Warfare System surrogate continue to be much higher than when the housing
devices with live training audiences and to extend the units were owned by the Service. Housing referral, the
R/MT Data Collection System functions from exercise process of assisting military families to find housing, is
design through playback and after-action review. still retained by the government.
156
chapter 3: programs
Constructing deficit housing will continue important developments in our Nations history and
through 2014, principally at Camp Pendleton, CA; the role of the military in that history, and embody
Camp Lejeune, NC; and Marine Corps Air Ground our shared historical experiences. Many of our instal-
Combat Center, Twentynine Palms, CA. New units lations are also located in areas with regional air and
constructed at these facilities will be modern and water quality issues that require the Marine Corps to
energy efficient, and will continue to improve the meet stringent requirements to ensure environmental
quality of life of Marines, Sailors, and their families. protection and improvement and mission success.
Effective environmental management of these re-
sources ensures mission readiness by allowing the Ma-
rine Corps to sustain and enhance these lands, while
Environmental, Natural, protecting the health of our citizens, Marines, and
and Cultural Resources the valuable resources entrusted to us by our Nation.
Stewardship Land is a finite, valuable commodity. Unless properly
The Marine Corps serves as custodian and stew-
managed, Marine Corps lands can become damaged
ard of approximately 2.3 million acres of some of the
to the point where realistic training can no longer take
most environmentally sensitive and diverse areas of
place. Marine Corps use of land must be sustainable
the country and the world, including large portions
so the Marine Corps may use its lands frequently and
of the Mojave and Sonoran Deserts, some of the last
repeatedly. In addition, the American people have
remaining sub-tropical rain forest in Asia, and numer-
placed intrinsic values on stewardship of natural and
ous fresh and saltwater waters and wetlands. These
cultural resources. These values have been translated
lands provide areas where our Marines live and train as
into laws requiring the Marine Corps to protect and
well as habitat for an abundance of wildlife species, in-
preserve human health and the environment. In most
cluding 59 federally listed threatened and endangered
instances, Federal and state laws and regulations apply
plant and animal species. These same lands contain a
to the Marine Corps in the same way they do to our ci-
diversity of cultural resources, including archaeologi-
vilian counterparts. Failure to comply with these laws
cal sites; historic buildings, structures, and objects; cul-
can lead to fines, penalties, and judicial, legislative, and
tural landscapes and resources of traditional, religious,
executive decisions denying the Marine Corps access
or cultural significance to Native American tribes or
to land for training.
Native Hawaiian organizations. These resources re-

flect thousands of years of human activity, including
157
158
Pillar 5:
Equipment Modernization
159
159
section 1: Equipping the Marine
chapter 3: programs
FOLLOW-ON TO SHOULDER ity (FOC) in FY 2016. The Rocket (FFE Round) will
LAUNCHED MULTI-PURPOSE reach IOC in FY2014 and FOC in FY 2017.
ASSAULT WEAPON (FOTS)
Quantity:
Launchers 0 0
FFE Rounds 0 0
FFE Round: Nammo Talley, Incorporated, Mesa, AZ
Launcher: Raytheon Missiles Systems, Tucson, AZ
MARINE ENHANCEMENT PROGRAM

(MEP)
Description
The Shoulder Launched Multi-Purpose Assault
Weapon (SMAW) II is the materiel solution to the
FOTS capability requirement defined in a Capability
Development Document. The SMAW II system will
consist of a new launcher to replace the existing SMAW
Mk153 Mod 0 launcher, and the multi-purpose, fire-
from-enclosure (FFE), encased round. The SMAW II
launcher will be functionally and physically compat-
Description
ible with existing SMAW legacy rounds.
The Marine Corps stood up the MEP in 1989 in
response to congressional guidance for the Corps to
Operational Impact establish programs dedicated to improving the lethal-
The SMAW II provides the Marine Corps Assault ity, comfort and survivability of the individual Ma-
Team the ability to engage targets from inside an en- rine. The primary focus of the program is on low-cost,
closure or in a confined space (e.g. alleyway), which low-visibility materiel solutions that can be rapidly
significantly improves the teams tactical flexibility fielded and that typically do not compete well against
and survivability. The system provides a lighter, more larger, high-profile items in the Department of the
maintainable, and more reliable launcher, which in- Navys budget.
corporates state-of-the art technology not resident in The MEP thus ensures improvements for the in-
legacy system. dividual Infantryman are identified and quickly tran-
sitioned into practical solutions. This goal is achieved
Program Status through an accelerated acquisition process that takes
The Launcher will reach Initial Operational Capa- advantage of commercially available technologies to
bility (IOC) in FY 2013 and Full Operational Capabil- provide lighter, more improved infantry items to the
161
Marines as quickly as possible. Depending upon when mental Items that can be executed quickly. The potential
the item is needed, its complexity, risk and cost, it can MEP initiatives for 2013 include: Small Arms Collima-
take from 90 days to two years to test, modify as appro- tor, Modular/Scalable Protection System and Enhanced
priate, procure and field the item to the Marine. Hearing Protection.
Operational Impact
Items procured and fielded under the MEP seek FAMILY OF IMPROVED LOAD
to reduce the load, increase the survivability, enhance BEARING EQUIPMENT (FILBE)
the safety and improve the lethality of the individual
Marine Infantryman across the spectrum of opera-
tional environments. MEP systems are intended pri-
marily for the Marine Infantryman within the Ground
Combat Element (GCE). When applicable, MEP items
have also transitioned to support other Military Oc-
cupational Specialties within the GCE (e.g., Combat
Engineers and Artilleryman) and across the Marine
Air Ground Task Force (e.g., Supply, Maintenance, Description
Administration and Ordnance). In recent years, the The FILBE comprises load-carrying systems and
MEP has funded several critical programs, includ- components. It is designed to provide a stable platform
ing: Field Tarp, Flame-Resistant Organizational Gear, for carrying equipment and supplies needed across
Modular Tactical Vest, Multi-Purpose Bayonet, Rifle the spectrum of individual and unit operations. The
Combat Optic, Individual Water Purification Block I FILBE includes the load carriage system for the USMC
(Miox Pen), Tactical Handbook, Unit Leaders, Small, (USMC Pack system), the holster for the service pistols
Grip Pod for the M16 and M203, Handheld Flash- (USMC Holster), the Corpsman Assault System (CAS),
light, Three Season Sleep System, Pocket Laser Range Individual Water Purification System (IWPS), sub-belt,
Finder, Marine Corps Pack, Hearing Armour (hearing body armor pouch suite, and the USMC Chest Rig.
protection), Solar Portable Power System, the Vehicle The USMC Pack system incorporates an external
Mounted Battery Charger, Patrol Planning Tool and composite frame and is designed to better integrate
the Improved Helmet Suspension/Retention System. with body armor systems. The USMC Pack system will
be fielded as a system consisting of a main pack, an
Program Status assault pack, a hydration carrier, and five sustainment
The MEP Working Group includes core representa- pouches of differing sizes.
tives from Plans, Policies and Operations, Marine Corps The USMC Holster is an integrated system us-
Combat Development and Integration, and Marine ing a modular composite holster that is replacing the
Corps Systems Command. Nominations for the MEP fielded M-12 holster. The USMC Holster will provide
initiatives come from Marines via the website, email three mounting platforms: the belt platform for gar-
and the Advocate, or through review of the U.S. Armys rison duty; the drop-leg platform to support combat
Soldiers Enhancement Program for capabilities match- dismounted use; and the Pocket Attachment Ladders
ing a Marine Corps need. Nominated capabilities must System (PALS) platform to support a chest-mounted
focus on Commercial-Off-The-Shelf or Non-Develop- position for tactical operations.
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chapter 3: programs
The CAS is a modular four-bag system that will targets from the holster implementing current combat
provide rapid access to medical equipment and con- marksmanship techniques. The CAS will enhance first
sumables. It supports first-responder capabilities tai- responder capabilities by providing the Corpsman a
lored to the duration and casualty expectations of a smaller, lighter, and efficient pack system responsive to
full range of combat and non-combat operations. The the different mission requirements.
CAS will integrate with the different USMC body ar-
mor systems and will be compatible with the USMC Program Status
Pack system. The USMC Pack system reached Initial Opera-
The IWPS is a critical element of the Marines in- tional Capability (IOC) in FY 2012 and will reach Full
dividual load. It is intended to provide the warfighter Operational Capability (FOC) in FY 2013. The USMC
with the capability to produce microbiologically safe Holster IOC and FOC were reached in FY 2012.
water from any freshwater source while operating in
austere environments. It will reduce waterborne patho- Procurement Profile: FY 13 FY 14
gens (viruses, bacteria, and protozoan cysts), sediment, Quantity:
and bad taste and odor. IWPS includes an oxidant and USMC Pack 36,071 0
ultra-filter device (pump or in-line filter). CAS 10,000 0
The Sub-Belt provides for attachment of the IWPS 130,100 14,456
USMC Holster and pouches via PALS to optimize load SUB-BELT 269,662 0
distribution and an alternative placement of pouches POUCH SUITE TBD TBD
to the chest rig and body armor systems.
The ILBE pouches are a series of robust, special- Developer/Manufacturer:
ized pouches capable of carrying the basic ammuni- USMC Pack/Sub-belt: Eagle Industries, Fenton, MO
tion load required to support and sustain the indi- Propper International, Mayaguez, Puerto Rico
vidual Marine during combat operations. The pouch CAS: TBD
suite will be a collection of individual pouches geared IWPS: TBD
toward the Marines load carriage requirements. Pouch Suite: TBD
The USMC Chest Rig provides the individual
Marine the means to carry the fighting load in a
modular system. It allows for rapid reconfiguration
of the fighting load between fielded Personal Protec- FAMILY OF INDIVIDUAL
tion Equipment (PPE) or employed in a stand-alone WARFIGHTER EQUIPMENT (IWE)
configuration. Description
The IWE consists of multiple programs that pro-
Operational Impact vide increased warfighter capability, protection, and
The FILBE program provides Marines improved sustainment in combat environments. There are more
scalability, modularity, and integration with other than 100 IWE projects within the Family of IWE. Many
fielded body armor and individual equipment. It al- of these programs were the result of Universal Needs
lows Marines to efficiently carry mission loads across Statement (UNS) requirements or requests from Ma-
the full-spectrum of combat and non-combat op- rine Corps operating forces. The Family of IWE pro-
erations. The USMC Holster allows Marines better grams include:
weapons carriage and the ability to rapidly engage Multipurpose Compact Attachable Light (MCAL);
163
Operational Impact
The IWE provides Marines individually issued
items that enhance their combat capabilities, have re-
duced weight, increase energy efficiency and provide a
unique capability to the operating forces.
Program Status
IWE programs are in various phases of the ac-
quisitions process ranging from the Engineering and
Manufacturing Development phase to Operations and
Night Vision Goggle Compatible Light; Enhanced Bed Support phase.
Net System; Handheld Flashlight; High Intensity Min-
iature Illumination System; Multi-Purpose Bayonet; Procurement Profile: FY 13 FY 14
Mechanical Breachers Kit; Martial Arts Kit; Chaplains Quantity:
Kit; Field Tarp; ILBE Waterproof Bags; Marine Corps MCAL 9,204 14,336
Wire Cutter; Marine Corps Strap Cutter; Entrenching
Tools; Collapsible Waterbag; and Engineer Tools Developer/Manufacturer:
Streamlight Eagleville, PA
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chapter 3: programs
165
section 2: Ground Combat
Tactical Vehicles
chapter 3: programs
Mobility for the 21st Century
As the middleweight force, we are light enough to the point of friction
quickly, heavy enough to carry the day upon arrival, and capable of operat-
ing independent of local infrastructure. Initiated in 2008, the Marine Corps
founded the Ground Combat and Tactical Vehicle Strategy. It provides a basis
for planning, programming, and budgeting the ground maneuver and mobil-
ity capabilities and needs for the Marine Corps as Americas Expeditionary
Force in Readiness a balanced, air-ground logistics team. We are forward-
deployed and forward-engaged: shaping, training, deterring, and responding
to all manner of crises and contingencies. This Strategy guides planning for
the right mix of vehicles capable of supporting the spectrum of operations.
167
GROUND COMBAT and TACTICAL Operational Impact

VEHICLE STRATEGY (GCTVS) The Marine Corps requires the ability to maneuver
Description and sustain combat power across the range of military
The objective of the Ground Combat Vehicle Strat- operations and in various environments, from the Arctic
egy is to field a ground combat vehicle portfolio, struc- to the desert. The combat and tactical vehicles required
tured to support three balanced Marine Expeditionary to achieve this must provide appropriate force-level ma-
Forces (MEFs). One MEF will be capable of a two-Ma- neuver capabilities, including compatibility with rotary-
rine Expeditionary Brigade (MEB) sea-based, assured- wing and surface assets, sustainability, and complemen-
access operation with one MEB in Assault Follow On tary to enhance tactical flexibility and minimize risk.
Reserve; all MEFs will be capable of conducting irregu- The GCTV strategy manages the future inventory
lar warfare and sustained operations ashore across the in heavy, medium, and light vehicle categories that are
range of military operations. Vehicles within the GCTV further divided into combat and tactical vehicle types.
portfolio will have the balance of performance, protec- Combat vehicles facilitate maneuver of combat teams
tion, payload, transportability, and fuel efficiency to while tactical vehicles facilitate the distribution of sus-
support rapid concentration and dispersion of Marine tainment material and services by logistics teams. The
Air-Ground Task Force (MAGTF) combat power, sup- three combat vehicle and three tactical vehicle categories
port strategic deployment concepts, and meet and sus- are correlated to the range of military operations and
tain worldwide Marine Corps commitments. operating environments to meet performance, protec-
tion, payload, and transportability characteristics. The
entire portfolio of vehicles will have these characteristics
to achieve the following objectives:
S upport rapid transition between concentration and
dispersion of MAGTF combat power by fielding ve-
hicles with modular and adaptable armor in multiple
capability categories
Support strategic deployment concepts by closely
managing transport weights and prepositioning ob-
jectives
P rovide capacity to meet and sustain simultaneous
Four pre-planned Marine Requirements Over- Marine Corps commitments worldwide by maintain-
sight Council decision points control execution of the ing operational availability and optimizing mix and
strategy to meet the GCTV objective. Future decision distribution across the enterprise
points will guide planning to inform Program Objective
Memoranda (POMs) 2013, 2014, and 2016 decisions re- Combat Vehicles
garding ground mobility investments. The information The Expeditionary Armored Forces Initial Capabil-
supporting each decision point will provide cost, effec- ity Document (EAF ICD) is a USMC capability-based
tiveness, and risk information on alternative courses of assessment (CBA) focused on the mounted components
action relevant to the issues challenging successful field- of the Ground Combat Element that informed the de-
ing of the future fleet.
velopment of the combat vehicle categories to support
the range of military operations. The EAF ICD and the
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chapter 3: programs
GCTV Strategy define a triad of heavy, medium, and based on a revised set of requirements, key perfor-
light combat vehicles to create a balanced force capable mance parameters, and key system attributes
of achieving desired ends in the irregular spectrum of Assessed the weight, payload, protection, and cost of
conflict while retaining core competencies against tra- the Marine Corps light vehicle fleet and determine the
ditional threats. appropriate future mix of Joint Light Tactical Vehicles,
High Mobility Multi-purpose Wheeled Vehicles (HM-
Tactical Vehicles MWV) and inform HMMWV recapitalization and
The Ground Combat Forces Light Tactical Mobility reconstitution efforts.
Initial Capability Document (GCFLTM ICD) is one of E xamined HMMWV survivability upgrade program
several service and joint CBAs and requirements docu- to leverage on-hand vehicles.
ments that informed development of tactical vehicle
categories to support military operations. To minimize
the risk associated with unprotected legacy tactical ve- ASSAULT AMPHIBIOUS VEHICLE
hicles operating in asymmetric environments, the GC- (AAV7A1) FAMILY OF VEHICLES
FLTM ICD and the GCTV Strategy define a future fleet UPGRADE
of tactical vehicles designed with adaptable armor and
improved protection accomplished through the pro-
curement of current armoring solutions.
Program Status
The GCTV Strategy is currently in its third phase
of implementation. Decision Point 1 already has in-
formed POM 2010 investments, and Decision Point 2
did the same for POM 2012 investments. A key output
of Decision Point 2 analysis is a planned 10,000 vehicle
approved acquisition objective (AAO) reduction by the
fourth quarter of calendar year 2013. Fiscal implemen- Description
tation of that reduction will inform POM 2013. The Initially fielded in 1972, the Assault Amphibious
POM 2012 endgame will set the course for key Requests Vehicle (AAV) remains the primary general-support
For Information to be addressed during Decision Points armor personnel carrier (APC) for Marine infantry.
3a and 3b, which will informing POM 2013 and POM The AAV family of vehicles consists of the AAVP7A1
2014 investments, respectively. Reliability, Availability, Maintainability/Rebuild to
The Marine Corps will continue to take a holistic Standard (RAM/RS) APC and two supporting mis-
approach to its GCTV Strategy. Actions occurring dur- sion-role variants: AAVC7A1 RAM/RS Command and
ing FY 2012 included: AAVR7A1 RAM/RS Recovery. The AAV7A1 RAM/RS
I nvested in Assault Amphibious Vehicle upgrades in family of vehicles provides ship-to-shore-to-objective
order to improve seamless ship to shore transition mobility as well as direct fire-support with organic
Accelerated the Marine Personnel Carrier program to weapons.
provide sufficient lift ashore Programmed to be replaced by a new amphibi-
Initiated the Amphibious Combat Vehicle program ous combat vehicle, the AAV7A1 RAM/RS family of
169
vehicles will continue to serve the Marine Corps until JOINT LIGHT TACTICAL VEHICLE
at least 2030. The AAV7A1 RAM/RS family of vehicles (JLTV) FAMILY OF VEHICLES (FOV)
previously underwent a series of capability enhance- Description
ments to improve mobility and reliability and to ex- The JLTV FOV is a joint Army/Marine Corps
tend the platforms service lives. program to procure the next generation of light tacti-
The AAV Upgrade Program will further improve cal vehicles and companion trailers. JLTV objectives
survivability and land and water mobility of the AAV, are to improve the mobility and payload of the light
serving as a capability bridge to fielding and replace- tactical vehicle fleet, while providing increased surviv-
ment by a new amphibious combat vehicle. This ini- ability through modular protection within the weight
tiative will improve force protection and platform sur- constraints of the expeditionary force. The JLTV
vivability by integrating technically mature upgrades program will also strive to minimize operations and
into the existing hull. These upgrades are slated for maintenance costs by maximizing vehicle commonal-
approximately 392 AAVP7A1 RAM/RS with potential ity, increased reliability, and better fuel efficiency, while
select upgrades applied to the Command and Recov- garnering additional procurement savings through ef-
ery variants. fective competition throughout program execution.
JLTVs can be configured to support multiple mission
Operational Impact packages, derived from two base vehicle configura-
The upgraded AAV will provide significant sur- tions, the 4-door Combat Tactical Vehicle and 2-door
vivability improvements through increased protec- Combat Support Vehicle. The commonality of com-
tion against current and future threats. Through im- ponents, maintenance procedures, and training among
provements in physical armor systems and supporting all configurations will minimize total ownership costs.
subsystems within the hull of the AAV, the upgraded
vehicles will increase protection to embarked Marines Operational Impact
and crew. The JLTV FOV will be capable of operating across
a broad spectrum of terrain and weather conditions.
Program Status The approved JLTV Capabilities Development Docu-
The AAV Upgrade Program will enter the acquisi- ment (CDD) identifies the capabilities of the next gen-
tion life cycle at Milestone B during FY 2013 and be- eration of light tactical vehicles required to support
gin the engineering, manufacturing and development joint forces across the full range of military operations
phase. Developmental Testing is planned for late FY and to provide a vital force enabler, multiplier, and ex-
2014 followed by Live Fire Testing in FY 2015. Mile- tender.
stone C, authorizing entrance into the Production and The joint service program is intended to replace a
Deployment Phase, is scheduled for late FY 2015 and portion of the Army and Marine Corps High Mobility
IOC in late FY 2017. Multipurpose Wheeled Vehicle (HMMWV) fleet with
JLTVs as part of the ground equipment modernization
effort. The JLTVs performance characteristics will ex-
ceed those of the armored HMMWV Expanded Ca-
pability Vehicle (ECV), and will ensure the additional
protection and mobility required by the Marine Air
Ground Task Force and joint forces. The JLTV FOV
will provide the warfighter with increased protection
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chapter 3: programs
Amphibious Combat Vehicle

(ACV)
through the use of scalable armor solutions, while re-

turning light tactical vehicle payloads lost due to the
armoring of the HMMWV fleet. The JLTV FOV will
also increase warfighter maneuver capacity by provid-
ing expeditionary mobility on the modern battlefield.
The vehicles will be transportable by CH53 rotary
wing aircraft and amphibious/Maritime Preposition-
ing Squadron ships.
Program Status
The JLTV CDD was approved by the Joint Require-
ments Oversight Council in January 2012. The JLTV
program is in the Engineering and Manufacturing De-
the objective. The ACV will possess ground mobility
velopment (EMD) phase following a successful Mile-
and speed similar to the M1A1 during sustained oper-
stone B decision in August 2012. During September
ations ashore and will possess the capability to provide
2012 EMD phase contracts were competitively award-
organic, direct fire support to dismounted infantry in
ed to AM General, Lockheed Martin, and Oshkosh
the attack. The ACV will protect the force during of-
Defense for the design and build of 22 prototypes per
fensive and defensive operations, providing 360-de-
vendor. Delivery of the vehicles will be followed by 14
gree protection against direct fire, indirect fire, mines,
months of government testing. Marine Corps Initial
and improvised explosive device threats.
Operating Capability for the JLTV FOV is scheduled
The ACV will replace the legacy Amphibious As-
for September 2017 with Full Operational Capability
sault Vehicle that was fielded in 1972 and will be more
occurring in September 2021.
than 40 years old when ACV is fielded. The ACV will
be configured in two mission role variants: Personnel
Developer/Manufacturer: AM General, Lockheed Martin,
and Command and Control.
and Oshkosh Defense
Operational Impact
The ACVs over-the-horizon launch capability
Amphibious Combat enables the Navy and Marine Corps team to project
Vehicle (ACV) power from the sea base and conduct joint forcible
Description entry if required while providing force protection
The ACV is a new-start, pre-Major Defense Acqui- for the amphibious task force. The ACV will support
sition Program that will provide an advanced genera- ship-to-objective maneuver mobility and amphibious
tion, armored, amphibious combat vehicle. The ACV maneuver by providing the capability to launch from
will be the primary means of tactical mobility for the amphibious ships at operational distances, seamlessly
Marine rifle squad both at sea and ashore. The ACV transition between sea and land domains, establish
will autonomously deliver the assault echelon from footholds where conditions preclude other types of
amphibious shipping at launch distances at or beyond entry, and enable rapid build-up of combat power
the visual horizon, with speed to enable the rapid before an enemy can react. The ACV will enhance
buildup ashore, and provide combat-ready Marines at the Ground Combat Elements tactical and opera-
171
tional mobility with a balanced level of performance, Operational Impact

protection and payload. This balance makes the ACV The MPC supports expeditionary maneuver war-
operationally relevant across the full range of military fare and the requirements of the Ground Combat El-
operations. The vehicle will be well protected against ement maneuver task force by providing a platform
the entire range of known and emerging threats while that possesses a balance of performance, protection,
maintaining robust performance requirements in sup- and payload attributes. The vehicle will be well pro-
port of the Marine Corps mission profile. tected against the full range of known and emerging
threats while maintaining robust performance require-
Program Status ments in support of the Marine Corps mission profile
The ACV is in the Material Solution Analysis Phase (30 percent on road / 70 percent off road). The MPC
of the Joint Capabilities Integration and Development is effective on land while maneuvering with other
System process. An analysis of alternatives (AoA) has wheeled and tracked combat and tactical vehicles,
been completed. The scope of the AoA included devel- possesses sufficient lethality to protect the vehicle and
opment of life cycle cost estimates for each alternative support dismounted infantry in the attack, and re-
considering major cost drivers, acquisition and sustains sufficient payload to carry the infantrys combat
tainment strategies, and fully burdened cost of energy. loads, mission-essential equipment, and days of sup-
The AoA has now paved the way for requirements re- ply. The MPC will meet the many and varied demands
finement in an effort to transition the program to the of MAGTF operations.
next phase of acquisition development. Additionally, the MPC will possess a viable tacti-
cal water mobility capability. Although not intended to
achieve operational water mobility performance levels
(e.g., the over-the-horizon maneuver capability), the
Marine Personnel MPC will use the sea in the littoral operating area as
Carrier (MPC) maneuver space, breach inland water obstacles and
Description
thereby increase the MAGTF commanders maneuver,
The MPC will be effective across the range of mili- options and the complexity of the threat faced by our
tary operations during sustained operations ashore enemies.
and reinforce the assault echelon during forcible-entry
operations. Both MPC and the new amphibious com- Program Status
bat vehicle will replace the legacy Amphibious Assault In June of 2008, the Marine Requirements Over-
Vehicles in the Assault Amphibian (AA) Battalions of sight Council validated the MPC requirement and ap-
Marine divisions. An MPC Company is designed to proved the solution as an advanced-generation eight-
lift an infantry battalion in conjunction with the in- wheeled armored personnel carrier to be integrated
fantrys organic wheeled assets. MPC will field a base into the AA Battalions. The initiative envisions a Mate-
vehicle (MPC-P) and two supporting mission role riel Development Decision in FY 2013 or FY 2014, after
variants (MPC-C (command) and MPC-R (recovery). which the program would enter the acquisition life cy-
Two MPC-Ps can transport a reinforced rifle squad. cle at Milestone B. The MPC program, once launched,
The MPC-C supports mobile battalion command ech- will rely on full and open competition throughout the
elon/fire-support coordination center functions and developmental cycle.
the MPC-R fulfills mobile recovery and maintenance
requirements.
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chapter 3: programs
HIGH MOBILITY MULTIPURPOSE improvement. Four test concepts ranging in capability

WHEELED VEHICLE (HMMWV) and cost are scheduled to be designed and built during
EXPANDED CAPACITY VEHICLE 2013 for evaluation. Upon conclusion of testing, the
(HMMWV-ECV) Marine Corps will select one SMI concept based upon
Description performance and affordability to go forward with a full
The ECV is the fourth-generation design of the and open competition for production. The Marine
HMMWV and has replaced the aging fleet of base- Corps anticipates fielding the improved HMMWV SMI
line A1 variants and some A2 variants. The HMMWV concept to the Operating Forces beginning in 2016.
was originally fielded with Marine Corps units in the
mid-1980s. Upgrades to the HMMWV ECV include Original Developer/Manufacturer:
a more powerful and environmentally compliant 6.5L AM General, South Bend, IN,
turbo engine, microprocessor controlled engine elec- HMMWV SMI Vendor: TBD
tronic start system, increased payload (500 pounds),
improved corrosion prevention, and access panels to
facilitate maintenance.
MEDIUM TACTICAL VEHICLE
REPLACEMENT (MTVR)
Operational Impact
To successfully accomplish their missions, Marine
Air-Ground Task Forces (MAGTFs) require a light tac-
tical vehicle for command and control, troop trans-
port, light cargo and shelter transport, a towed weap-
ons prime mover, and weapons platform throughout
all areas of the battlefield or mission area. In addition,
71 Marine Corps component programs use the HM-
MWV as their prime mover. For units that require
specific vehicle configurations, vehicle kits, capable of
being installed at the intermediate level of maintenance
or below are provided.
Program Status
Since February 2010, the Marine Corps has pro- Description
cured a limited number of specialty variant ECVs, as The MTVR program replaced the medium truck
the approved acquisition objective for the fleet is being fleet (M809/M939) series 5-ton trucks with state-of-
reduced. However, with plans to keep the HMMWV the art commercial automotive technology. The MTVR
fleet in the Marine Corps inventory until the year 2030, has an increased payload of 7.1 tons off-road and 15
efforts have begun on the HMMWV Sustainment Mod- tons on-road, a high-performance suspension, traction
ification Initiative (SMI) to explore concepts to restore control, central tire inflation system, automatic trans-
payload, reliability and automotive performance lost mission, and corrosion technology upgrades.
due to the increased weight of armoring. An upgraded MTVR family of vehicles includes a cargo variant
power train, brakes, suspension, axles, and wheels are (both standard and extended wheel base configura-
among those components and subsystems targeted for
173
Operational Impact
More than 1,000 MTVRs have seen service in sup-
port of Operation Iraqi Freedom, Operation Enduring
Freedom, and humanitarian-assistance and disaster-
relief missions. With its 70 percent off-road mis-
sion profile and highly survivable armor package, the
MTVR has been heavily used in contingency opera-
tions as well as missions in support of humanitarian
operations.
Program Status
The MAS is installed on all MTVR variants de-
ployed to hostile environments. The MTVR Program
tions), dump truck, a wrecker, and a tractor. The dump Office has continued to improve the MAS in response
and wrecker variants maintain maximum commonal- to Urgent Universal Needs Statements. These improve-
ity with the basic MTVR cargo chassis while perform- ments include the addition of increased underbody
ing their unique missions. The tractor variant serves as blast protection, fuel tank fire-protection kits, and
the prime mover for the Mk 970 refueling trailer and 300-amp alternator kits (e.g., for powering counter-
the M777 155mm howitzer. The Navy also uses MTVR IED technologies), as well as developing the reduc-
vehicles for Naval Construction Battalion (Seabee) op- ible-height MAS configuration. In addition, live-fire
erations. The High Mobility Artillery Rocket System testing has resulted in additional MAS upgrades for
(HIMARS) Re-supply vehicle (and associated trailer) non-reducible armored MTVRs and for the armored
is an MTVR variant that was procured as part of the troop carrier. The program office is developing ad-
USMC HIMARS program. ditional safety and crew protection upgrades, such as
The MTVR Armor System (MAS) provides com- an automatic fire suppression systems and emergency
plete 360-degree protection as well as overhead and egress windshields, in response to additional urgent
underbody protection for the crew compartment us- need statements. The program office is also working
ing Mil-A-46100 High Hard Steel and Metal Compos- with the Office of Naval Research under the Future
ite standards. It is designed for the 22-year service life Naval Capability program to develop a fuel economy
of the vehicle. The MAS can withstand small-arms fire, upgrade kit. The approved acquisition objective of the
improvised explosive devices, and mines. It includes MTVR is 8,750 vehicles. A follow-on production order
upgraded suspension, air conditioning system, re- was placed at the end of FY 2012 to procure 207 cargo
movable armored troop carrier (with ballistic glass), variants and an interservice exchange agreement with
machine gun mounts, and the Marine Corps trans- the Navy is being executed for 29 Dump Truck variants
parent armor gun shield. The reducible-height toward the goal of achieving the desired variant mix
configuration of MAS allows for removal of cab roof within the approved acquisition objective.
to accommodate maritime prepositioned shipping
space requirements. Procurement Profile: FY 13 FY 14
Quantity: 32 0
Oshkosh Defense Corporation, Oshkosh, WI
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chapter 3: programs
LOGISTICS VEHICLE SYSTEM creased distances with increased payloads. The LVSR
REPLACEMENT (LVSR) will rapidly distribute all classes of supply, while in-
cluding a self-loading and unloading capability. The
LVSR addresses one of the most significant Marine
Corps challenges in Afghanistan, that of getting sup-
plies, equipment, and logistics into the remote areas in
which Marines routinely operate.
Program Status
LVSR achieved Initial Operational Capability in
September 2009. The original indefinite delivery/in-
definite quantity contract for the LVSR was awarded
in May 2006 to Oshkosh Defense, Oshkosh, Wiscon-
Description sin. The approved acquisition objective of the LVSR is
The LVSR replaces the current Marine Corps 2,000 vehicles. Full-rate vehicle production began in
heavy-tactical wheeled vehicle, the Logistics Vehicle December 2008 and includes add-on armor B kits,
System. The LVSR cargo variant transports several car- in addition to the factory-installed integral A kit
gos, including: bulk liquids; ammunition; standardized armor. Add-on armor can be applied in the field by
containers; bulk, break bulk, and palletized cargo; and maintenance activities. By the end of FY 2012, the full
bridging equipment. The LVSR has wrecker and trac- Approved Acquisition Objective of 2000 vehicles was
tor variants as well and is being fielded throughout the procured consisting of 1489 Cargo variant, 349 Trac-
Marine Air Ground Task Force (MAGTF). The vehicle tor variants, and 162 Wrecker variants . The Program
base design includes factory-installed floor armor and Office and Logistics Command are conducting Reset
is also designed to accept an add-on armor kit for in- and Reconstitution planning which may result in ad-
creased crew protection. ditional vehicle procurements.
The vehicle is equipped with an independent sus-
pension system for superior off-road mobility in the Procurement Profile: FY 13 FY 14
most severe environments. The LVSR features an on- Quantity:
road payload capacity of 22.5 tons and an off-road Cargo variant 0 0
payload capacity of 16.5 tons. Its maneuverability is in- Tractor variant 0 0
creased by four-axle steering capabilities. The LVSR is Wrecker variant 0 0
also equipped with advanced electronics system for in-
cab diagnostics of the vehicles critical systems. It uses
a single-source lubrication system for easier mainte-
Oshkosh Defense Corporation, Oshkosh, WI
nance and has a 600-horsepower C15 engine.
Operational Impact
To successfully accomplish their mission, MAGTFs
require a heavy ground logistics distribution system
that is highly mobile, efficient, reliable, and flexible.
This system must be capable of operating over in-
175
section 3: Aviation
chapter 3: programs
Aviation Strategy for the 21st Century

Across the spectrum of military operations Marine fixed and rotary-
wing aircraft shape the battlespace, often in direct support of Marines on the
ground. The MAGTF air-ground combined-arms team has proven unequalled
in answering the Nations call across the spectrum of operations, from human-
itarian assistance to delivering ordnance on target during crisis and conflict.
Today, the priority is to replace legacy aircraft, some of which have
been flying since the Vietnam War, with far more capable aircraft. The Ma-
rine Corps challenge is to remain engaged operationally, sustaining the force
while executing a transition strategy for the future. In that regard, the FY 2013
Marine Aviation Plan is a phased plan with a ten year and beyond horizon
that incorporates force structure changes while balancing active-duty and
reserve components of the total force. Our numerous transition task forces
are critical enablers; leading the way as we transition from legacy aircraft to
new platforms.
The Marine Corps transition strategy can be separated into two mutu-
ally supportive, challenging efforts: sustain the legacy fleet and transition to
new aircraft. The Aviation Plan is our roadmap for navigating through these
challenges, to ensure our continued capability to carry out all six functions
of Marine Aviation: (1) assault support; (2) anti-aircraft warfare; (3) offen-
sive air support; (4) electronic warfare; (5) control of aircraft and missiles;
and (6) aerial reconnaissance. This living document outlines the Marine
Corps multiyear transition plan to a dramatically changed fleet, and provides
details for:
Legacy aircraft modernization and sustainment
Marine Aviation Command and Control System (MACCS)
modernization and sustainment
Aviation Ground Support (AGS) systems sustainment
F-35B and F-35C Joint Strike Fighter (JSF) transition
MV-22B Osprey transition
H-1 upgrades program (UH-1Y and AH-1Z)
KC-130J transition and Harvest HAWK system introduction
CH-53K program and heavy lift requirements
Unmanned aircraft systems (UAS) programs and upgrades
Operational support aircraft sustainment and upgrades
Common Aviation Command and Control System (CAC2S)
AN/TPS-80 Ground/Air Task Oriented Radar (G/ATOR)
Composite Tracking Network (CTN)
177
F-35B SHORT TAKE-OFF VERTICAL without reliance on external sources by using fused
LANDING (STOVL) AND C (CARRIER information from its onboard systems and/or other
VARIANT) LIGHTNING II JOINT F-35s. This capability allows shortened engagement
STRIKE FIGHTER (JSF) times, less exposure to threats, and retains the element
of surprise. Together these elements allow the pilot to
control the tactical environment using proactive tac-
tics. When operating in a less restrictive environment
the F-35 provides sensor data to Marine Air-Ground
Task Force (MAGTF) command and control agencies
to enable intelligence collection and targeting across
the force.
The F-35 brings unprecedented lethality, surviv-
ability, and maintainability never possible in legacy
fighter attack aircraft. These attributes have been
designed into the aircraft from the beginning of the
process and ensure flexibility to counter even more so-
Description phisticated threats as they emerge.
The F-35 JSF is the next generation strike weapons
system designed to meet an advanced threat, while im- Operational Impact
proving lethality, survivability, and supportability. It The F-35 JSF brings strategic agility, operational
will be the cornerstone of a multi-mission joint force flexibility and tactical supremacy to the MAGTF. The
possessing improved mission flexibility and unprece- F-35B variant unites fifth generation stealth, precision
dented effectiveness to engage and destroy both air and weapons and multi-spectral sensors with expedition-
ground threats. The F-35 is designed to participate in ary responsiveness of a Short Take-off and Vertical
a wide variety of operations from routine, recurring Landing (STOVL) fighter-attack platform. The F-35B
military activities, to Major Theater War, and peace- will replace AV-8B, F/A-18A/C/D, and EA-6B aircraft.
keeping operations. Having a single aircraft capable of performing all these
The F-35 was developed using a complete analy- missions decreases logistical requirements and in-
sis of legacy aircraft shortfalls, emerging threats, and creases operational effectiveness.
consideration of future operating locations. This ap- The F-35 is a force-multiplier for the MAGTF
proach led to an aircraft design that incorporates ad- commander. It can operate without degradation with-
vanced stealth characteristics and a powerful sensor in anti-access or highly contested airspace providing
suite that provides superior awareness to the pilot and an advanced engagement capability that is not possible
ensures increased survivability and lethality in all en- with legacy aircraft. The F-35 fuses information from
vironments. all of its sensors and displays it to the pilot on large
The F-35 has an autonomous capability to strike panoramic cockpit displays. This comprehensive and
a broad range of moving or fixed targets, either day or
intuitive display provides complete situation aware-
night and in adverse weather conditions. These tar-
ness to the pilot, showing the location and status of
gets include air and ground threats, as well as enemy
both enemy and friendly forces.
surface units at sea and anti-ship or land attack cruise
The ability for the F-35 to accomplish the entire
missiles. The F-35 can complete the entire kill chain
kill chain independently minimizes reliance on other
178
chapter 3: programs
support aircraft. This reduces logistical requirements, ability, and supportability compared to those of legacy
further decreasing strains on MAGTF resources. aircraft.
The VMFAT-501 Warlords, the first Marine
Program Status Corps JSF STOVL training squadron, stood up on April
Highlights of the F-35B program: 2, 2010 as part of the JSF Integrated Training Center
May 12: VMFAT-501 begins F-35B flight at Eglin AFB, FL. VMFAT-501 will be assigned to 2d
operations at Eglin Air Force Base Marine Aircraft Wing for operational control and ad-
September 12: 948 total F-35B flights ministrative control, but the Warlords will maintain a
October 2011: L Class ship trials command training relationship and co-location with
E
stimated Initial Operational Capability the U.S. Air Force 33rd Fighter Wing. Students are
(IOC): Late 2015 expected to start training in 2012. The Operational
E
stimated Full Operational Capability Test and Evaluation (OT&E) detachment stands up
(FOC): TBD at Edwards AFB during 2014 and commences Block
2.0 OT&E in 2015.
The Marine Corps will acquire 357 STOVL air-
Quantity: 6 6
craft and 63 CV aircraft for a total of 420 JSFs. Once
the F-35 enters service, the Marine Corps will begin
retirement of AV-8Bs and F/A-18A-Ds. All legacy tacti-
Lockheed Martin, Fort Worth, TX
cal strike aircraft platforms should be retired by 2031.
JOINT STRIKE FIGHTER (JSF) Marine Air Ground Task

TRANSITION PLAN Force Electronic Warfare
(MAGTF EW)
Description
The USMCs EA-6B Prowler will be decommis-
sioned by the end of FY 2019. This sundown plan,
combined with rapidly changing dynamics in the elec-
tromagnetic operating environment (EMOE), compels
an evolutionary approach to the complex problem set
of electromagnetic spectrum (EMS) control.
The Marine Corps will address its electronic war-
fare requirements through a concept known as MAGTF
EW, an integrated family-of-systems approach of dis-
tributed, platform-agnostic attack and receive capa-
The Marine Corps will employ the F-35B and bilities. Far from a compromise plan for the retirement
F-35C to support the six functions of Marine Corps of the EA-6B, the MAGTF EW strategy will unite air,
aviation. This remarkable breadth of employment will land, and sea-based EMS-dependent technologies to
allow the Marine Corps to decrease its tactical aviation ensure collaborative, efficient, and effective control of
inventory while increasing aircraft lethality, surviv- the EMS.
179
Reach Back Marine Air-Ground Task Force Electronic Warfare

!pera&onal Concept Graphic
Full Spectrum
Intelligence, Surveillance, and
0
01
Reconnaissance
01
10
01
11
Suppression of
10
10
Enemy Air Defenses
01
11
and battlefield
10
10
01
00
10
1 10 surveillance sensors
10
10
11
00
10
11
01
00
Information
01
10
10
01
11
10
10
Operations 10
00
01
01
01
01
01
1
00
10
10
10
01
01
01
00
0
Communications
Attack
Communications
Attack
Signal
Exploitation
FSCC
Spectrum Electronic Warfare
Surveillance Battle Management
Protection
LFOC
Maneuver Element
Electronic Warfare
Electronic Warfare
Battle Management
Battle Management
Scaled and Distributed

Electronic Warfare
2lectromagne&c 5pectrum system of systems strategy for 8a9les:ace ;ontrol
Battle Management
Ada:<=e expedi&onary po<er pro=ec&on via scala?le distri?uted e@ects
Minimized external dependencies; maximized external co>:a<?ilit@
Joint Force value via exported eects versus exported capa?ili&es
FOR OFFICIAL USE ONLY
Future growth of MAGTF EW will allow for the routing, and dynamic bandwidth allocation. SRP
progressive inclusion of technologies and capabilities contributes to MAGTF EW by providing robust EMS
from other Services and commercial vendors. At pres- maneuver and adaptability in stressed EMOEs.
ent, the following capabilities comprise the MAGTF
E
W Service Architecture (EWSA) An extensible
EW portfolio in development:
Intrepid Tiger II (IT-2) A modular, commercial- data exchange and hardware protocol intended to
off-the shelf based Electronic Warfare pod designed connect EW/SIGINT airborne nodes to ground Op-
to address irregular warfare targets. The V(1) variant erators, Cyber/EW Control Cells (C/EWCCs), and
will fly aboard tactical aircraft (TACAIR) assets, the other air EW nodes. EWSA will provide on-de-
V(2) will fly aboard unmanned aerial systems (UAS), mand EW fires in operational conditions under C/
and the V(3) will fly aboard rotary-wing airframes.
EWCC control, and will unite Air EW, Ground EW
S oftware Reprogrammable Payload (SRP) A
small-format, software-definable, multi-channel, and SIGINT via an adaptive network with multiple
radio-reprogrammable digital technology for radio waveforms. Additionally, EWSA will also provide
relay, network management/monitoring, internet basic digital interoperability between air platforms.
180
chapter 3: programs
Operational Impact MV-22B OSPREY

The Marine Corps operational dependence upon
the EMS is increasing in amount, type, density, and
complexity. Active pursuit of the MAGTF EW strategy
allows the Corps an opportunity to replace the low-
density, platform-centric EA-6B Prowler capability
with a scalable, organic, adaptable and cost-effective
system-of-systems for EMS control. This system will
be equally applicable across the range of military op-
erations. When fully realized, MAGTF EW will consti-
tute an improvement over current capabilities.
Program Status
The Marine Requirements Oversight Council ap- Description
proved the MAGTF EW Information Systems Initial The V-22 Osprey tilt-rotor aircraft, the only
Capabilities Document (IS ICD) in September 2012. such operational military aircraft in the world, is an
MAGTF EW is a distinct program of record and is advanced-technology vertical/short takeoff and land-
funded against the FY 2014 FYDP. ing (VSTOL), multi-purpose tactical aircraft that is
IT-2 Block 0 is currently deployed in early opera- replacing the current fleet of Vietnam-era CH-46E &
tional capability status on AV-8B Harriers. IT-2 Block CH-53D helicopters. The V-22 is a multi-mission air-
1 will incorporate EW Support / surveillance capabili- craft designed for use by the Marine Corps, Navy, and
ties, and the later Block X variant will move beyond Air Force.
irregular warfare targets to include counter-radar The USMC variant, the MV-22B, joins the Joint
capabilities. High-Speed Vessel (JHSV) and Landing Craft Air
SRP has demonstrated capability in live-flight Cushion (LCAC) as the sea-basing connectors neces-
tests aboard the KC-130J. The next spiral of SRP may sary to execute expeditionary maneuver warfare. Spe-
incorporate TTNT waveform capability, Link-16, and cific missions for the MV-22B include expeditionary
advanced NSA-accredited crypto capabilities. assault from land or sea, medium-lift assault support,
EWSA functionality has been demonstrated in aerial delivery, tactical recovery of aircraft and person-
tactical demonstrations, with more demonstrations of nel, air evacuation, and rapid insertion and extraction.
increasing complexity planned. EWSA is being shared The MV-22B design incorporates sophisticated
with Army EW, and interested commercial vendors, and mature composite materials technology, fly-by-
to pursue new capabilities from a normalized frame wire flight controls, advanced manufacturing pro-
of reference and to encourage its adoption by other cesses, and digital cockpits. The MV-22Bs prop-rotor
agencies. system, engine, and transmissions are mounted on
each wingtip and allow it to operate as a helicopter for
Procurement Profile: FY 13 FY 14 takeoff and landing. Once airborne, the nacelles rotate
Quantity: 0 0 forward 90 degrees, transitioning the MV-22B into a
high-speed, high-altitude, and fuel-efficient turboprop
Developer/Manufacturer: aircraft.
Various (NAVAIR, NRL, and prospective
commercial vendors)
181
Operational Impact ALE-47 dispenser, improved hover coupled features,

The MV-22B is becoming the cornerstone of Ma- an improved environmental conditioning system, and
rine Corps assault support capability, with the speed, a troop commander situational awareness station. As
endurance, and survivability needed to fight and win of January 2013, 31 Block C aircraft have been deliv-
on tomorrows battlefield. This combat multiplier ered to the fleet.
represents a quantum improvement in strategic mo-
bility and tactical flexibility for expeditionary forces. Procurement Profile: FY 13 FY 14
The Osprey has a 325-nautical mile combat radius, Quantity:
can cruise at 262 knots, and is capable of carrying 24 Block C 17 18
combat-equipped Marines or a 12,500-pound external
load. With a 2,100 nautical-mile single-aerial refueling Developer/Manufacturer:
range, the aircraft also has a strategic self-deployment Bell Helicopter Textron, Fort Worth, TX
capability. The Boeing Company, Philadelphia, PA
Program Status
The Marine Corps transition from the CH-46E to
the MV-22B continues at the approximate rate of 3 Os- H-1 Upgrades
preys delivered per month and two squadrons transi- (UH-1Y Venom/AH-1Z Viper)
tioned per year. Production of the MV-22B is based on
a block production strategy, which is designed to pro-
vide continual lifecycle and capability improvements
throughout the lifetime of the platform.
Block A aircraft are designed to serve as non-de-
ployable training aircraft, and they include software
enhancements, a nacelle reconfiguration, and addi-
tional reliability and maintainability improvements
compared to the original aircraft design. As of January
2013, 30 Block A aircraft have been delivered and are
primarily in service at Marine Corps Air Station New
River. Description
Block B aircraft are the deployable configuration The H-1 program (UH-1Y/AH-1Z) replaces the
of the MV-22B Osprey. These aircraft provide im- current two-bladed rotor system on the UH-1N and
provements in effectiveness and maintainability for AH-1W aircraft with new four-bladed, all-composite
operators and maintainers, including improved access rotor systems coupled with a sophisticated, fully inte-
to the nacelle for inspection purposes and substantial grated, state-of-the-art cockpit in both aircraft models.
reliability and maintenance improvements across the The UH-1Y and AH-1Z also incorporate new perfor-
entire platform. As of January 2013, 108 Block B air- mance-matched transmissions, a four-bladed tail ro-
craft have been delivered to the fleet. tor, and upgraded landing gear. Additionally, structur-
Block C aircraft incorporate mission enhance- al modifications to the AH-1Z provide the aircraft six
ments and increased operational capability. En- weapons stations, two more than on the AH-1W. The
hancements include weather radar, a forward-firing advanced cockpit common to both aircraft reduces
182
chapter 3: programs
fleet. The success of this effort will more rapidly re-

duce the current USMC Attack helicopter shortfall.
The UH-1Y conducted its first deployment with
the 13th Marine Expeditionary Unit (MEU) in 2009
and has been deployed to Afghanistan since October
2009. Transition to the UH-1Y is complete at Marine
Air Group (MAG)-39 and has shifted to MAG-29
on the East Coast. The first AH-1Z deployment was
with the 11th MEU in November 2011. Of note, this
is the first time the AH-1Z and UH-1Y have deployed
alongside each other; fully exploiting the benefits of
operator workload, improves situational awareness, 85 percent commonality.
and provides growth potential for future weapons and
joint interoperability. The cockpit integrates onboard Program Status
planning, communications, digital fire control, self- Ninety-two production aircraft (66 UH-1Ys and
contained navigation, day/night targeting and weap- 26 AH-1Zs) were delivered through the end of Oct
ons systems in mirror-imaged crew stations. 2012. The UH-1Y achieved Initial Operational Capa-
bility in August 2008 and the AH-1Z achieved IOC in
Operational Impact February 2011. The H-1 Upgrades overall procure-
The UH-1Y Venom (commonly referred to as ment objective is 160 UH-1Ys and 189 AH-1Zs.
Yankee) and the AH-1Z Viper (referred to as Zulu)
share 85 percent of replaceable components, which
Quantity: 28 27
significantly benefit Marine Air Ground Task Force
maintainability and supportability. The H-1 program
effectively mitigates the narrow power margins of the
Airframe: Bell Helicopter Textron Inc., Fort Worth, TX
UH-1N and the high aircrew workloads of the AH-1W
Integrated Cockpit: Northrop Grumman,
while enhancing tactical capability, operational effec-
Woodland Hills, CA
tiveness and sustainability of our attack and utility he-
licopter fleet. AH-1Z Target Sight System: Lockheed Martin, Orlando, FL
UH-1Ns are being rapidly pushed towards retire-
ment due to airframe and engine fatigue, which rou-
tinely force aircrew into flight regimes with narrow KC-130J
power margins and little room for error. Continued Description
implementation of the Yankee Forward strategy The KC-130J is a versatile four-engine tactical air-
an effort to accelerate replacement of UH-1Ns with to-air refueling and assault-support aircraft which pro-
the new UH-1Ys as quickly as possible is a top Ma- vides the only organic long-range, fixed-wing assault-
rine Corps aviation priority. Significant operational support capability to the Marine Corps. The KC-130J
demands, aircraft attrition, and the current shortfall features increased efficiency over legacy KC-130 vari-
of attack and utility helicopters, has forged the Marine ants. The Rolls Royce AE 2100D3 propulsion system
Corps build new strategy for its UH-1Y and AH-1Z with Dowty R391 advanced-technology six-bladed
183
vest HAWK, rapidly reconfigures the KC-130J aircraft

into a platform capable of performing persistent MIR,
targeting and delivery of precision fires using Hellfire
as well as Griffin and Viper strike stand-off precision
guided munitions. The KC-130J brings increased ca-
pability and mission flexibility to combat planning
and operations.
Program Status
The Marine Corps KC-130J requirement (active
and reserve) is seventy-nine aircraft. The KC-130J is
propeller system provides thirty percent more thrust, currently in production with forty-six aircraft deliv-
twenty four percent faster time to climb and twenty ered. A forty-seventh KC-130J is on contract for deliv-
percent better fuel efficiency. ery by May 30, 2014. Initial Operational Capability was
A state-of-the-art flight station and integrated ad- achieved in February 2005.
vanced defensive system enables fewer aircrew to per-
form the same missions. Other improvements include Procurement Profile: FY 13 FY 14
an advanced cargo ramp and door, capable of operat- Quantity: 0 2
ing at airspeeds up to two hundred fifty knots and an
improved air-to-air refueling system which enables in- Developer/Manufacturer:
creased fuel transfer rates without requiring the instal- Lockheed Martin Aeronautics Company, Marietta, GA
lation of the fuselage fuel tank. All active component
legacy KC-130 aircraft have been replaced with KC-
130Js. Once reserve component squadrons have transi-
tioned to the KC-130J, the Marine Corps will have one
CH-53K HEAVY LIFT HELICOPTER
Description
type, model, and series of this versatile aircraft.
The CH-53K is critical to sea-based expedition-
ary maneuver warfare for the Marine Corps of 2025.
Operational Impact As Marine Air Ground Task Force (MAGTF) equip-
The KC-130J provides tactical air-to-air refuel- ment gets heavier, demand for vertical heavy lift as-
ing for fixed-wing, rotary-wing, and tilt-rotor aircraft; sets increase. Heavier equipment, such as up-armored
rapid ground refueling of aircraft or tactical vehicles; High Mobility Multipurpose Wheeled Vehicles (HM-
assault air transport of air-landed or air-delivered MWVs), the future Joint Light Tactical Vehicle (JLTV),
(parachute) personnel and equipment; airborne com- and the Light Armored Vehicle (LAV) eliminate medi-
mand and control augmentation; pathfinder support; um-lift assets as lift platforms and increase demand for
battlefield illumination; tactical aero-medical evacua- the heavy-lift CH-53K.
tion; and is an enabler for tactical recovery of aircraft The CH-53K provides the Marine Corps with the
and personnel. ability to transport 36,000 pounds of external cargo
In response to an Urgent Universal Need, the and is specifically designed to lift 27,000 pounds of
Marine Corps has acquired a bolt-on/bolt-off Multi- cargo up to 110 nautical miles in support of future
Sensor Imagery Reconnaissance (MIR)/Weapon Mis- warfighting concepts. The CH-53K generates nearly
sion Kit for KC-130J aircraft. This kit, known as Har-
184
chapter 3: programs
Operational Impact
CH-53K maintainability and reliability enhance-
ments decrease recurring operating costs significantly,
while improving aircraft efficiency and operational ef-
fectiveness compared with the CH-53E. Survivability
and force protection enhancements significantly in-
crease protection for aircrew and passengers. The CH-
53K will transport three independent external loads
tailored to individual unit requirements and provide
the critical logistics air bridge to facilitate sea-based
and distributed operations.
three times the external lift capability of the CH-53E
under the same environmental conditions, while fit- Program Status
ting within the same shipboard footprint. Performance In 2012, the CH-53K program made significant
improvements enable vertical insertion of dual-slung progress. The Ground Test Vehicle (GTV) completed
up-armored HMMWVs, the JLTV, LAV, or three in- assembly in Oct at Sikorskys Florida Assembly and
dividually tailored resupply loads delivered to three Flight Operations (FAFO) facility in West Palm Beach,
different operating bases using the independent triple- Florida, and entered the system validation test phase.
hook external load system. The GTV will undergo tests ensuring safe operations
The CH-53K provides unparalleled lift and range of the Engineering Development Model (EDM) flight
capability under high-temperature and high-altitude vehicles. All four EDMs are currently in assembly at
austere conditions, similar to those found in Afghani- FAFO, EDM-1 is 40 percent complete and will deliver
stan, thereby greatly expanding the commanders oper- in Oct 2013, and will conduct the first CH-53K flight
ational reach. It is the only fully marinized helicopter in 2014. Milestone C is scheduled for FY16 with Initial
that can lift 100 percent of MAGTF equipment from Operating Capability scheduled for the first quarter of
amphibious shipping to inland objectives. The CH- fiscal year 2019.
53K, having more lift capacity than present day heavy- General Electric (GE) continues to make great
lift assets, becomes the aircraft of choice to minimize strides with the CH-53K GE38 engine. A new engine,
the MAGTF footprint while maximizing operational specifically developed to power the CH-53K, the GE38
efficiency. has achieved over 2400 successful test hours and re-
Major system improvements include more pow- cently completed the rigorous 1000 hour Missionized
erful engines, an increased lift capability, an enhanced Durability Testing. The GE38 (required to produce
drive train, advanced composite rotor blades, a mod- 7500 shaft-horse-power) has sustained 7760 SHP and
ern digital cockpit, improved external and internal car- peaked at a robust 8300 SHP.
go handling systems, and increased survivability and The first Marine Maintenance Detachment and
force-protection measures. The CH-53K is designed Integrated Test Team will arrive at FAFO in January
to greatly improve heavy-lift performance and sur- 2013. The maintenance detachments will function as
vivability while reducing shipboard logistical require- work center supervisors, training other Marines on the
ments, operating costs, and direct maintenance man CH-53K, and assisting in logistics support develop-
hours-per-flight hour compared to the CH-53E. ment. These Marines will also assist in the assembly of
all four EDMs and support subsequent tests. The In-
185
tegrated Test Team will work hand-in-hand with their Air Ground Task Force (MAGTF).
Sikorsky counterparts in test plan development and The Marine Corps UAS CONOPS divides UAS
implementation. requirements into three levels that coincide with the
The Foreign Military Sales (FMS) potential of various echelons of command in the MAGTF. The
this aircraft continues to grow. Milestone C marks the larger and more capable systems support higher levels
first opportunity for the U.S. Government to establish of command, whereas the smaller but more numerous
FMS contracts with foreign governments, with several systems directly support lower tactical units.
countries already expressing interest in the CH-53K. USMC UAS Requirements include the following:
M
arine Corps Tactical UAS (MCTUAS):
Developer/Manufacturer: RQ-7B Shadow
Sikorsky Aircraft Corporation (SAC), United Technologies Small Tactical UAS (STUAS): RQ-21A Integrator
Corporation (UTC), Stratford, CT Small UAS (SUAS): RQ-11B Raven
UNMANNED AIRCRAFT
SYSTEMS (UAS)
OPERATIONAL IMPACT
The Marine Expeditionary Force (MEF) and Ma-
rine Expeditionary Brigade (MEB) are supported by
MCTUAS, the largest of our UAS systems, the RQ-
7B Shadow UAS. The first system was deployed with
VMU-1 to support Operation Iraqi Freedom in Sep-
tember 2007. Employing MCTUAS electro-optical
and infrared (EO/IR) sensors, communications relay
payloads, and laser designators, commanders on the
ground have increased visual and communications
Description access within their areas of responsibility. The VMU
The Marine Corps has employed UAS since 1986. squadron supports the Marine Corps Ground Com-
Since 2001, the demand for dedicated aerial recon- bat Element (GCE) with route reconnaissance, fires
naissance aircraft has grown exponentially, and UAS integration and force-protection prior to, during, and
have played a critical part in supporting the aerial re- post-mission.
connaissance requirement. The Marine Corps has re-
fined its UAS requirements and concept of operations Program Status
(CONOPS) and has begun the procurement and field- RQ-7B Shadow programmed upgrades include
ing of improved systems at every level of the Marine tactical common data link (TCDL), UHF capability,
186
chapter 3: programs
weaponization, and a universal ground control sta- UAS (also produced by AeroVironment Inc.) to per-
tion (UGCS) that will increase joint interoperability form a user assessment for a potential add to the UAS
with other aircraft, UAS, and data systems. Procured family of systems.
as a near-term solution to shortfalls in the older RQ-
2B program, the RQ-7B provides multiple capabilities OTHER UAS APPLICATIONS
to the MAGTF. Upgrades to the RQ-7B are planned Cargo UAS has been added as an initiative to en-
through FY 2018. These upgrades will support the hance our assault support capabilities and to reduce
transition to a larger (Group-4) UAS that will provide the vulnerability of ground logistics supporting Ma-
the MAGTF with persistent ISR, strike, and electronic rines stationed at remote combat outposts. Two Lock-
warfare, on board a faster UAS platform with an im- heed Martin/Kaman KMAX Cargo UAS deployed to
proved endurance and payload capacity while main- OEF in 2011 in support of a Military User Assessment
taining an expeditionary footprint. with the VMU as a government-owned/contractor-op-
erated cargo UAS service. The MUA will help to form
Operational Impact: SUAS future CONOPS and a formal program of record that
The Marine Expeditionary Unit (MEU) and the in- will provide the MAGTF with a UAS system capable
fantry regiment are supported by STUAS, with support- of cycling five tons of supplies between a support base
ing personnel sourced as detachments from the VMU. and remote outpost within a 24-hour period.
The STUAS system is designed to provide reconnais- Electronic Attack and UAS. The Marine Corps
sance, communications relay, and target acquisition in will incorporate an electronic warfare (EW) capabil-
support of the GCE. The Marine Corps currently pro- ity into current and future UAS platforms, partly to
vides STUAS support to the GCE with the Aerosonde address the eventual retirement of EA-6B Prowlers.
UAS under an ISR services contract with AAI. This UAS EW capability will comprise a portion of
the system-of systems-approach by which electronic
PROGRAM STATUS: RQ-21A Integrator warfare capabilities are distributed across manned
The Marine Corps selected the RQ-21A Integrator and unmanned aerial systems. The system-of systems
(produced by Insitu Inc.) as a government-owned ma- approach allows the nation to move away from low-
terial solution for the STUAS requirement. As 32 RQ- density/high-demand assets (such as the EA-6B) and
21 systems are fielded, they will replace the remaining make EW ubiquitous across the battle space.
contract intelligence, surveillance and reconnaissance
(ISR) services in Operation Enduring Freedom. The Procurement Profile: FY 13 FY 14
RQ-21A program is in Engineering Manufacturing Quantity:
and Development and is planned for IOC in the fourth RQ-7B (MCTUAS) 0 0
quarter of FY 2013. RQ-21 (STUAS) 4 4

RQ-11 (SUAS) 13 0
PROGRAM STATUS: RQ-11B Raven

The RQ-11B Raven is produced by AeroVironment
Inc. In 2008, 439 RQ-11 systems began replacing the
older RQ-14 Dragon Eye. The Marine Corps has also
purchased limited quantities of the smaller Wasp III
187
AN/TPS 80 GROUND/AIR TASK G/ATOR consists of three major subsystems: the

ORIENTED RADAR (G/ATOR) radar equipment group (REG), the communications
equipment group (CEG), and the power equipment
group (PEG). The REG is integrated radar and trailer
combination towed behind a medium-tactical vehicle
replacement (MTVR) platform. The CEG is a pallet-
ized communications and radar control systems trans-
ported by the armored M1151A1 High-Mobility Multi-
purpose Wheeled Vehicle. The PEG is a pallet assembly
containing a tactical generator, cables, and ancillary
equipment transported in the bed of the MTVR.
The REG, CEG, and PEG without prime movers
are considered mission-essential equipment and are
rapidly deployable via heavy-lift helicopters, tilt-rotor
Description aircraft, KC-130s, or ground vehicles during the ini-
The AN/TPS-80 G/ATOR is a highly expedi- tial stages of operations. This system can augment
tionary, three-dimensional, short-to-medium-range sea-based air-defense sensors and command and con-
multi-role radar designed to detect low-observable, trol capabilities. G/ATOR will provide naval and joint
low-radar cross section targets such as rockets, artil- forces with an expeditionary radar and cruise missile
lery, mortars, cruise missiles, and unmanned aircraft detection capability that extends landward battlespace
systems. The G/ATOR is being developed and fielded coverage. When fully fielded, the diverse capabilities of
in three increments and will be employed by the Ma- G/ATOR and the many warfighting functions it sup-
rine Air Ground Task Force (MAGTF) across the range ports will make it a highly valued asset to the MAGTF
of military operations. The three increments will cover commander.
both ground and aviation missions and will replace
three in-service legacy radars and the functionality of Operational Impact
two retired systems. G/ATORs expeditionary, multi-role capabilities
Increment I is the air defense/surveillance radar represent the next generation of ground radar tech-
(AD/SR). It will provide real-time radar measurement nology. This radar will provide crucial enhancements
data to the Tactical Air Operations Center through the to warfighting capabilities for Marine Corps and joint
TYQ-23(V)4 Tactical Air Operations Module, TSQ-269 force commanders, as it possesses greater range, ac-
Mobile Tactical Air Operations Module, Composite curacy and detection capabilities against current and
Tracking Network, and the Common Aviation Com- emerging threats. The G/ATOR will also provide in-
mand and Control System. Increment I can also func- creased mobility, reliability and improved situational
tion as a short-range air-defense radar and will pro- awareness with the ability to act as the landward
vide fire control quality data to a future ground-based xtension of seabased defenses and enable strikes
air-defense weapon system. Increment II will fill the against inland targets.
ground weapons locating radar requirement and will
provide a counter-battery and target acquisition capa-
Program Status
bility for the Ground Combat Element. Increment IV
The AN/TPS-80 G/ATOR was designated an
is the expeditionary airport surveillance radar and will
ACAT IC by the Under Secretary of Defense for Acqui-
provide air traffic control capabilities to the MAGTF.
188
chapter 3: programs
sition, Technology and Logistics in October 2011. The is to fight other types of fires, such as brush and struc-
Department of the Navy will continue to be the lead tural fires. The P-19A is currently the Marine Corps
acquisition agency for G/ATOR. G/ATOR is currently sole tactical Aircraft Fire Fighting Vehicle capable of
in Developmental Testing (DT); the final phase of DT supporting both garrison and expeditionary air fields.
and the Operational Assessment for G/ATOR will be The P-19R ARFF vehicle will meet both the 2012
conducted in Yuma, AZ in early 2013, with a Milestone National Fire Protection Association - 414 standards
C Low-Rate Initial Production Decision to follow. The and the expeditionary firefighting and aircraft res-
approved acquisition objective is 57 units. cue requirements of the Marine Corps. This pro-
gram will replace P-19As at both Operational Force
Procurement Profile: FY 13 FY 14 (OPFOR) units and Garrison Mobile Equipment
Quantity: 2 0 (GME) Air Facilities located at the Bases and Sta-
tions. The legacy P-19A cannot be economically up-
Northrop Grumman Electronic Systems, graded to meet the mandated in the 2012 NFPA 414
Linthicum, MD standards. Most predominantly absent on the P-19As
are various crew safety-related upgrades including;
three-point crew restraints, anti-lock braking, and
roll-over warnings.
P-19A AIRCRAFT RESCUE AND The P-19R will have functional capabilities to
FIRE FIGHTING (ARFF) VEHICLE minimize the consequences of fire and emergency in-
REPLACEMENT (P-19R) cidents including: fire suppression and extinguishment
on aircraft and structures, crew extrication and rescue.
Capabilities include the ability to seat a four person
crew and meeting USMC mobility and transport-
ability requirements at base and stations, and forward
operation bases. It is equipped with fire suppression
compounds and extinguishing agents, handheld ex-
tinguishers, and specialized rescue tools to extinguish
aircraft fires, protect rescue personnel, cool explosive
ordnance, extract aircrews, and successfully accom-
plish each rescue mission.
OPERATIONAL IMPACT
DESCRIPTION
The P-19R can be transported to the area of op-
The P-19A Aircraft Rescue Fire Fighting (ARFF)
erations via strategic airlift (C-17 (Threshold) and C-5
Vehicle Replacement is intended to replace the A/
(Objective) aircraft) or surface platforms. The legacy
S32 P-19A Aircraft Crash and Structure Fire Fighting
P-19A fleet is undergoing critical readiness issues stem-
Truck, known as the P-19A. The P-19A was introduced
ming from reliability and electrical failures due to the
into service in 1984, with an intended service life of 12
age of the vehicles. The current P-19A is a maintenance
years but has been in service in excess of 28 years. The
challenge to station and wing mechanics, resulting in
primary mission of the P-19R is fighting aircraft fires
less than 75 percent material readiness levels.
and crew rescue. The secondary mission of the vehicle
189

PROGRAM STATUS
The P-19R Capabilities Development Document
has been signed by Deputy Commandant, Combat
Development & Integration, and the program should
receive its Milestone B decision in the second Quar-
ter of FY 2013. The original Authorized Acquisition
Objective (AAO) of 180 vehicles is anticipated to be
reduced to 164 based on the MIP trade space review.
The Solicitation has been approved, RFP released and
proposals are due in December of 2012. The P-19R
Initial Operational Capability (IOC) is planned for FY
2016. IOC is achieved when one MWSS has received a
complete issue of P-19Rs; the assigned mechanics and
crews have received initial training at the operator/
crew, field and sustainment levels; and sufficient repair
parts are in place to support operations. The Marine
Corps is pursuing P-19R Full Operating Capability by
FY 2020 to meet the AAO.
Quantity:
Test Articles 2 0
Low Rate Initial Production 0 4
Developer/Manufacturer: TBD
190
chapter 3: programs
191
section 4: Fire Support
chapter 3: programs
EXPEDITIONARY FIRE SUPPORT EFSS-supported units are particularly well suited for
SYSTEM (EFSS) missions requiring speed, tactical agility, and vertical
transportability. The EFSS design and configuration
ensure that its tactical mobility, in the air and on the
ground, is equal to that of the force supported.
Program Status
The EFSS Program is in production and deploy-
ment. Full rate production was approved in June
2008 and Initial Operational Capability was achieved
in March 2009, when one artillery regiment received
six EFSS. The EFSS Approved Acquisition Objective
(AAO) has been procured and will complete delivery
and fielding during 2013.
Description
The EFSS is the third and final system of the Procurement Profile: FY 13 FY 14
land-based fire-support triad that also includes the Quantity: 0 0
Lightweight 155mm Howitzer and the High-Mobility
Artillery Rocket System (HIMARS). Accompany- Developer/Manufacturer:
ing Marine Air-Ground Task Forces (MAGTFs) in all General Dynamics Ordnance and Tactical Systems,
types of expeditionary operations, EFSS is the primary St. Petersburg, FL
indirect fire-support system for the vertical assault
element of the ship-to-objective maneuver force. As
such, the EFSS mortar section the M327 120mm
Rifled Towed Mortar, the Prime Mover Weapon, the TARGET LOCATION, DESIGNATION,
Prime Mover Trailer, and Ammunition Trailer with a AND HAND-OFF SYSTEM (TLDHS)
basic load of ammunition and its crew are internal- Description
ly transportable by two CH-53 helicopters or two MV- A joint fires/combined-arms tool, the TLDHS is a
22B tilt-rotor aircraft, and possess the greatest possible modular, man-portable equipment suite that provides
range and flexibility of employment for operational the capability to quickly and accurately acquire targets
maneuver from the sea. in day, night, and near-all weather visibility conditions.
It is the first system within the Department of Defense
approved for fielding that allows observers to control
Operational Impact
Close Air Support (CAS) as well as artillery and naval
The EFSS expands the maneuver commanders
fire-support missions on a single system using digital
spectrum of fire-support options and capabilities
communications.
to successfully engage a spectrum of point and area
targets, including motorized, light armored, and dis-
mounted personnel; command and control systems; Operational Impact
and indirect-fire systems. The EFSS affords the MAGTF TLDHS enables operators to conduct target acqui-
commander increased flexibility in tailoring his fire- sition and target hand-off to fire support agencies us-
support systems to support the scheme of maneuver. ing existing and planned communications equipment
193
to support maneuver units of the Marine Air Ground MISSION PAYLOAD MODULE
Task Force. Operators are able to accurately determine NON-LETHAL WEAPONS SYSTEM
and designate a targets location and then digitally (MPM-NLWS)
transmit (hand-off) these target data to supporting-
arms elements. The TLDHS employs a laser designa-
tor for precision-guided munitions and laser spot
trackers, and it also generates accurate coordinates for
global positioning system-guided weapons, including
Excalibur rounds and Joint Direct Attack Munitions.
The primary operators are forward air controllers
(FAC) and joint terminal attack controller (JTAC) for
CAS, forward observers (FO) and joint forward ob-
servers for field artillery missions, firepower control
teams of the air and naval gunfire liaison companies,
Marine Corps Special Operations Command, and the Description
supporting training commands. The Mission Payload ModuleNon-Lethal Weap-
TLDHS is interoperable with several systems, in- ons System (MPM-NLWS) will allow Marine Corps
cluding AFATDS, Naval Fire Control System, Joint Tac- forces to conduct counter-personnel missions by
tical Common Operational Picture Workstation Gate- providing a new vehicle-mounted, non-lethal tube-
way, Common Laser Range Finder, and the PRC-117 launched munitions delivery system capable of sup-
Tactical Combat Net Radio. Tactical air control parties pressing human targets (i.e., the ability to degrade one
often employ TLDHS in conjunction with intelligence, or more functions or capabilities of a human target to
surveillance and reconnaissance assets. render it ineffective) with minimal risk of significant
injury. The MPM-NLWS will mount onto the Ma-
rine Corps Transparent Gun Shield (MCTAGS) on
Program Status
the High-Mobility, Multipurpose, Wheeled Vehicle
TLDHS Block II is in sustainment. TLDHS Block
(HMMWV) or its replacement. Increment One of
II provides extended CAS functionality for the FAC/ the MPM-NLWS will deliver an enhanced pyrotech-
JTAC via enhanced digital interfaces with the A-10, nic (thermobaric effect) munition from a tube-launch
F-16, AV-8B and F/A-18 aircraft. Block II also adds the system. Future increments of the MPM-NLWS may
ability for FOs to conduct indirect-fire missions via the include mounting the system to additional vehicles
AFATDS. Block II hardware is being refreshed in FY (e.g., Light Armored Vehicle (LAV), Medium Tactical
2013 and FY 2014. Vehicle Replacement, Joint Light Tactical Vehicle, and
naval vessels. In addition, future increments may in-
Procurement Profile: FY 13 FY 14 clude additional munitions including obscuration,
Quantity: illumination, and other rounds to provide a more
(Block II hardware refresh) 200 200 flexible response capability and enable the system to
address future emerging capability gaps.
Stauder Technologies, Saint Peters, MO
194
chapter 3: programs
Operational Impact OCULAR INTERRUPTION SYSTEM

Compared to current non-lethal weapon systems, Description
the MPM-NLWS will provide significant improve- The Ocular In-
ments primarily in range, standoff distance, duration terruption (OI) sys-
of effects, area coverage, volume of fire, and non-lethal tem will be a perma-
effects. MPM-NLWS munitions will be designed to nent replacement for
suppress personnel with minimal risk of significant the GLARE MOUT
injury and can be selectively employed in order to pro- 532P-M and LA-9/P
vide a graduated response option to scenarios involv- Green Beam Laser
ing crowd control, access or area denial, convoy opera- Systems that were
tions, or engaging a lethal threat. fielded to Marine
Corps units in the
Program Status U.S. Central Com-
The program is currently in the Engineering, mand area of respon-
Manufacturing and Development (EMD) phase of the sibility in response to
acquisition process, after receiving a favorable Mile- an Urgent Universal Need Statement. The OI system
stone B decision and approval to release the Request will be a weapons-mounted or hand-held dazzling laser
for Proposal for an EMD contract in May 2012. The employed during Escalation of Force (EoF) situations
Marine Corps will award a single contract to conduct and will provide a non-lethal, force protection/force
the EMD Phase. During this phase, the contractor application capability to warn and visually suppress
will complete the system design and provide systems targeted personnel at ranges from 10 to 500 meters.
(launchers and munitions) to the Government for for- The device will use bright light to cause visual field
mal system qualification testing. A Milestone C deci- obscuration in targeted individuals and will mitigate
sion is planned for the first quarter of FY 2015. Based the risk of inadvertent lasing through the use of auto-
on a favorable MS C decision, a contract option will matic engineering controls. It is intended to be used as
be awarded to the EMD contractor for the production a visual warning capability in order to gain the atten-
of the Low-Rate Initial Production quantities for the tion of personnel approaching lethal force-authorized
Initial Operational Test and Evaluation. Operation- zones, with an inherent capability to visually suppress
al testing is planned for the first quarter of FY 2015. as the range from operator to target decreases.
Initial Operational Capability is planned for fourth
quarter of FY 2016 and Full Operational Capability for Operational Impact
fourth quarter of FY 2017. The approved acquisition The OI device will allow personnel engaged
objective is 312 systems. in combat, stability and security, and force protec-
tion operations to employ an intense visual cue-
Procurement Profile: FY 12 FY 13 ing device to hail and warn personnel and vehicle
Quantity: 0 0 operators at safe standoff distances. This will pro-
vide commanders with a complementary, non-le-
thal hailing and warning capability in support of
their EoF missions and protect Marines against
the threat of a vehicle-borne improvised explosive
device.
195
Program Status ing, so that friendly forces may gain control, minimize
The program is scheduled to achieve a Milestone C interference, and/or accomplish a task. The next gener-
decision in FY 2014. Initial Operational Test and Eval- ation NL Untethered Personnel Incapacitation System
uation is to occur in FY 2014. A total of 1,482 systems will provide this capability at distances greater than
will be procured, with Initial Operational Capability current systems. Recent Science and Technology ex-
scheduled for FY 2015 and Full Operational Capability perimentation and research have demonstrated prac-
in FY 2019. tical, available opportunities in this area. This system
will increase the standoff distance between the Marine
Procurement Profile: FY 12 FY 13 and a potential threat, allowing more time to deter-
Quantity: 0 0 mine intent and to escalate force, if necessary.
Developer/Manufacturer: TBD Program Status

An Analysis of Alternatives is being conducted on
the Disable Point Target program.
Disable Point Target (DPT)
Description
Quantity: 0 0
Operational Forces have an immediate require-
ment for additional capabilities that provide Marines
with increased standoff when employing non-lethal
(NL) effects. There is a critical need to accurately inca-
pacitate individuals while simultaneously keeping Ma-
rines beyond the reach of a hostile threat. Currently DoD Non-Lethal Weapons
fielded individual personnel incapacitation systems Program
require Marines to be in close proximity to the threat. The Department of Defense (DoD) Non-Lethal
This close range places the Marine at greater risk and Weapons Program stimulates and coordinates non-le-
compresses the Marines decision and response times. thal weapons requirements of the U.S. Armed Services
The next generation non-lethal un-tethered personnel and is the resource sponsor for the development of
incapacitation system will permit Marines to acquire technologies to satisfy these requirements. The Com-
targets during both day and night operations at a range mandant of the U.S. Marine Corps serves as the DOD
greater than 21 feet. Non-Lethal Weapons Executive Agent.
Located at Marine Corps Base Quantico, the Joint
Operational Impact Non-Lethal Weapons Directorate serves as the Execu-
Operating forces continue to need additional ca- tive Agents day-to-day management office. The U.S.
pabilities that increase options along the use of force Armed Services work with the Combatant Command-
continuum. The capability to engage and incapacitate ers and the Executive Agent through a joint process to
point targets with precision accuracy during crowd identify requirements and coordinate the planning,
control/human shield situations or when facing am- programming and funding of non-lethal weapons re-
biguous threats is critical. The requirement to incapac- search, development, and test and evaluation. These
itate individuals refers to the capability of dissuading efforts directly support the services and U.S. Special
or rendering individuals incapable of acting or react- Operations Command in their efforts to procure and
196
chapter 3: programs
field a wide range of non-lethal capabilities. All legal personnel, and undesired damage to property in the
and arms-compliance reviews must be completed be- target area or environment. Non-lethal capabilities
fore fielding of non-lethal weapons. have matured from the days of riot batons and rubber
In the 15 years since the programs inception, the bullets, but much more needs to be done to increase
need for non-lethal weapons, devices and munitions versatility and further expand the range of non-lethal
both counter-personnel and counter-materiel options available to U.S. forces. Several new or im-
continues to grow in support of the multitude of DOD proved capabilities are currently advancing through
missions being conducted around the world. Whether the development process including the:
engaged in counterterrorism, stability and reconstruc- Vehicle Arresting Device
tion, or anti-piracy operations, U.S. forces will need to Improved Acoustic Hailing Device
be adept at employing less-than-lethal techniques to 1 2-Gauge Extended Range Marking Munition
complement lethal capabilities and to have the means Mission Payload Module
to satisfy a critical tenet common to counterinsurgency Airburst Non-Lethal Munition
operations: protection of the population. Improved Flash-Bang Grenade
In recent years, the program has achieved success Green Laser Interdiction System
in fielding programs of record and responding to ur- Ocular Interruption Device
gent operational needs. An array of non-lethal weap- Additionally, extensive research has been conduct-
ons, devices, and munitions are available now for con- ed on next generation non-lethal directed energy ca-
ducting checkpoint operations, convoys, area security, pabilities that show great promise in providing vehicle
patrols, detainee operations, crowd control, maritime stopping, vessel stopping, and area denial applications
operations, and other missions. Todays non-lethal in- at extended ranges. The DOD Non-Lethal Weapons
ventory includes acoustic hailing devices, vehicle ar- Program is committed to supporting the U.S. Armed
resting devices, electric stun guns, vehicle launched Services with a wide range of proven non-lethal weap-
grenades, multi-sensory munitions, optical distracters ons, munitions and devices to support full spectrum
and voice translation devices all proven technolo- operations in complex environments.
gies that provide reversible effects and applicability For more information, please visit: http://jnlwp.
across the spectrum of irregular operations. defense.gov.
Non-lethal weapons are explicitly designed and
primarily employed to incapacitate personnel or ma-
teriel while minimizing fatalities, significant injury to
197
section 5: Command and Control/
Situational Awareness (C2/SA)
chapter 3: programs
Introduction
The Marine Corps Command and Control (C2) Initial Capabilities Docu-
ment (ICD), approved by the Joint Requirements Oversight Council in Feb-
ruary 2008, and the Marine Corps Functional Concept for C2, approved in
2009, incorporate joint integrating concepts and C2 mandates. Together, they
articulate our goal of delivering end-to-end, fully integrated, cross-functional
capability, including forward-deployed and reach-back functions. They em-
phasize that C2 must be leader-centric and network-enabled, and that individ-
ual Marines must understand their commanders intent and be able to carry
out complex operations. The C2 ICD, Functional Concept, and the Marine
Corps Information Enterprise strategy described in this section will enable
Marine Air Ground Task Force (MAGTF) commanders to exercise effective
C2 and bring together all warfighting functions into an effective fighting force.
In addition, these programs support the ability of the MAGTFs to function in
an integrated naval environment and participate in or lead joint and multina-
tional operations.
199
MARINE AIR GROUND TASK FORCE cision making. The FY13 edition of the MAGTF C2
(MAGTF) COMMAND AND CONTROL Roadmap will address FY13-FY21 proceedings, focus-
VISION STATEMENT ing on the Program Objective Memorandum (POM)-
MAGTF C2 focuses on the simple premise of get- 15 investment cycle.
ting the right information to the right Marine at the
right time in order to make timely and informed deci-
sions. MAGTF C2 is leader-centric, network-enabled
MARINE CORPS INFORMATION
and is intended to support the continuous decision
ENTERPRISE (MCIENT) STRATEGY
making cycle of commanders at every level to ensure
The Marine Corps Information Enterprise is
they are positioned to best plan, direct, coordinate, and
defined as the Marine Corps information resources,
control. Networked C2 capabilities will connect all el-
assets, services, and processes required to achieve de-
ements of the MAGTF with joint forces and mission
cision and execution superiority, and to share infor-
partners to create unparalleled information sharing
mation and knowledge across the Marine Corps and
and collaboration, adaptive organizations, and a great-
with mission partners. The MCIENT Strategy prepares
er unity of effort via synchronization and integration
the Marine Corps for the future by establishing a vi-
of force elements at the lowest levels. Commanders
sion for the Marine Corps as an information enterprise
will have the ability to command and control disaggre-
and by providing the objectives necessary for enhanc-
gated forces across great distances to allow Enhanced
ing Service core competencies, defeating adversaries,
MAGTF Operations (EMO) down to the company
supporting allies and mission partners, and perform-
level and below. MAGTF C2 has, at its core, the fol-
ing the Marine Corps legislated role.
lowing ideas:
Commander/Leader Centric Vision
Network enabled The Marine Corps will continue to meet the chal-
Information Assurance lenges of a complex security environment, fight and
C
ollaborative, shared situational understanding win the Nations battles, and endure as the Nations
Performed by all echelons expeditionary force in readiness. To ensure these im-
C
an be performed anywhere in the operational peratives, the Marine Corps must evolve into a knowl-
environment edge-based force that leverages seamless enterprise ca-
pabilities across the spectrum of conflict in order to
MAGTF C2 ROADMAP enhance decision making, achieve knowledge superi-
The Deputy Commandant of Combat Develop- ority, and gain tactical, operational, and strategic ad-
ment and Integration has published the C2 Roadmap vantage over the Nations adversaries.
for FY 2013 (https://ehqmc.usmc.mil/org/mccdc/de-
fault.aspx). The MAGTF C2 Roadmap document is Strategy
capability-based and informs resource and acquisition Achieving the vision requires the development of
oversight requirements. This yearly update to the FY12 improved mobile, seamless, and secure communica-
baseline expands upon the previous annual version and tions and IT services across the Marine Corps Infor-
evolves in coordination with other Capability Portfo- mation Enterprise. Communications and services with
lio Management (CPM) and other elements of HQMC these characteristics facilitate collaboration, coordinated
to provide a streamlined foundation for informed de- actions, and instant or near real-time access to mission-
200
chapter 3: programs
Figure 1. MCIENT Model
critical data, information, and knowledge. To evolve the and support contractors know how to use improved
Corps into a knowledge-based force that achieves deci- enterprise governance tools, policies, and technological
sion and execution superiority in traditional warfight- capabilities to create advantage in a dynamic strategic
ing domains, cyberspace, and business mission areas, landscape.
investments in core MCIENT components are crucial. Finally, the Marine Corps Information Enterprise
Investments for the Marine Corps Enterprise Net- will embody an institutional sense and practice for le-
work (MCEN) and the Marine Corps Information veraging, protecting, and defending data, information,
Technology Environment (MCITE) will focus on en- and knowledge as decisive strategic assets. To this end,
suring their ability to more effectively deliver, display, the Marine Corps will infuse within its cyberspace capa-
and manage data, information, and knowledge across bilities an institutionalized Information Assurance (IA)
the enterprise. practice for ensuring data, information, and knowledge
These investments will emphasize better ways for
yield decisive advantage to the Corps and the Nation,
rapidly infusing emerging technologies that enhance
and not the enemy.
command and control , extend the reach of forward-de-
ployed forces, and improve organizational and tactical
agility. Investments will be planned from the perspective Characteristics
of ensuring bandwidth-limited Marines and mission Focused on Deployed Forces: In the future, the
partners have improved access to mission-critical data, location of MAGTF or other USMC forward-deployed
information, and knowledge, wherever and whenever forces will vary depending upon the operating con-
needed, and in an understandable format. Enterprise in- text, mission, and the extent to which Marines interact
vestments will also focus on workforce education, train- with internal and external organizations and individ-
ing, and professionalization programs. Such initiatives ual mission partners. The Marine Corps will leverage
will be designed to ensure Marines, Civilian Marines, multi-capable MAGTFs with Marines who are trained
201
to perform a multitude of tasks in varying operation- to define the implementations required for ensuring
al contexts and at differing levels of unit aggregation. information is visible, accessible, discoverable, and un-
MCIENT components will support these Marines by derstandable in a way consistent with the effective use
facilitating the development and fielding of mobile, of constrained bandwidth. Additionally, through pro-
seamless, and secure communications and IT services grams of record and Marine Corps IT regionalization
that provide robust collaboration tools and instant or practices, information will be distributed to deployed
near real-time access to mission-critical data, informa- forces and staged as far forward as required to ensure
tion, and knowledge. availability in a bandwidth-constrained environment.
Attuned to the Strategic Environment: The Structured and unstructured data spanning all func-
MCIENT is attuned to the strategic environment by tional areas will support the distribution, forward
facilitating the development and fielding of tools that staging, and sharing among all command echelons. Fi-
help Marines, Civilian Marines, and contractors better nally, creating a secure and seamless Information Envi-
assess, adapt to, and influence changes in a dynamic ronment requires an Enterprise Architecture (EA) that
strategic landscape. Attuning the enterprise to the integrates all Marine Corps components who manage
strategic environment requires a special emphasis on segment architectures within the MCIENT (e.g., Bat-
leveraging intelligence, including cyber-intelligence,
tlespace Awareness and Force Application).
for proactive and reactive mitigation of cyber attacks
Institutionalized Information Assurance: Insti-
and threats, and for successful execution across the full
tutionalizing Information Assurance across the Ma-
spectrum operations.
rine Corps means that Marines and systems embody
Grounded in Effective Governance: Effective gov-
a sense and capability for valuing information as a
ernance implies a mechanism for ensuring that Ma-
strategic asset. It requires a total-force approach to
rine Corps Information Enterprise capabilities are de-
ensure that IA skill sets and proficiencies are codified
veloped and fielded in support of Marine Corps goals
and ingrained through doctrine, policy, education, and
and objectives. Figure 1, the MCIENT model provides
training. IA ensures the confidentiality, integrity, avail-
a framework for integrating common functional re-
ability, authenticity, and non-repudiation of enterprise
quirements, applicable to MCIENT components, into
Information Enterprise objectives. The Marine Corps information and the information system on which the
Information Enterprise Strategy is thus the mechanism information resides. By continuing to professionalize
for leveraging the MCIENT model to influence en- the IA workforce, the Marine Corps can better leverage
terprise Force Development priorities. The MCIENT enterprise information to help negotiate and succeed
strategy provides the Marine Corps single, top-level in a dynamic security environment. Additionally, the
Information Enterprise objectives used to inform fu- Marine Corps will continue to use existing develop-
ture capability decisions, supporting plans, concepts, ment processes and continue to refine certification
and programming initiatives. and accreditation processes to ensure IA requirements
Secure and Seamless Marine Corps Information are identified and included early in a systems design
Environment: MCIENT core components enhance project. Continual refinement and incorporation of
the ability for Marines and their mission partners to emerging policies and guidance from the IA and ac-
access the information they need in austere and dis- quisitions communities will better ensure IA controls
tributed environments, whenever they need it. The are inherent to the system, thus providing superior
Director C4/Chief Information Officer of the Ma- and transparent threat protection across a wide range
rine Corps will coordinate with other organizations of missions.
202
chapter 3: programs
MCIENT CORE COMPONENTS as that encompassing all Marine Corps-owned and

Marine Corps Enterprise Network: At the foun- -operated IT including those technologies inher-
dation of the MCIENT model shown in Figure 3 is the ent and not inherent to the MCENs core operation.
Marine Corps Enterprise Network. The MCEN is de- Information technologies directly associated with op-
fined as the Marine Corps network-of-networks and erating the MCENs logical and physical infrastructure
approved interconnected network segments, which are always considered an inherent part of the MCENs
comprise people, processes, logical and physical infra- core operation, and are always considered a permanent
structure, architecture, topology, and cyberspace op- portion of the MCITE.
erations. However, information technologies not associ-
The MCEN is characterized at a minimum to in- ated with the MCENs core operation (e.g., technolo-
clude: (1) Programs of Record (PORs) that provide gies such as Smart Phones, or the Data Distribution
network services to forward-deployed forces (e.g., the System-Modular, and all end systems) are considered
Support Wide Area Network) operating in the USMC. ancillary and are therefore only considered a part of
mil namespace and in USMC-routable Internet Pro- the MCEN when they are connected to it through an
tocol (IP) addresses; and (2) Operations and Main- approved interface. Like inherent MCEN technologies,
tenance (O&M) functions that provision data trans- ancillary technologies are always considered a perma-
portation, enterprise information technology (IT), nent portion of the MCITE. The circular arrows in
network services, and boundary defense (e.g., Marine Figure 3 indicate the inextricable but often ephemeral
Corps Enterprise IT Services).
link between the MCEN and the MCITE. This distinc-
Additionally, the MCENs physical infrastructure
tion and relationship is important to note in order to
is analogous to the Defense Information System Net-
highlight the intent of the MCITE layer as an encom-
work (DISN) and the Local Exchange Carrier (LEC),
passing construct around all Marine Corps IT, whether
as it enables the Marine Corps Information Technol-
inherent to the MCEN or ancillary to it. This distinc-
ogy Environment and the flow of data, information,
tion is essential for policy matters and architecture ini-
and knowledge across the Marine Corps Information
tiatives.
Environment. The MCEN interfaces with external net-
Marine Corps Information Environment: The
works to provide information and resource sharing, as
MCIE represents the broad domain for all forms of
well as access to external services.
Finally, when end-user devices, sensors, applica- communication. It comprises Marine Corps data,
tions, and appliances are connected to the MCEN, they information, knowledge, and the management pro-
become part of the network through a relationship es- cesses for ensuring their effective distribution and use
tablished at an interface point. Interfaces, as indicat- across the Marine Corps and with mission partners.
ed by the circular arrows connecting the MCEN and The MCIE often leverages, but does not always depend
MCITE in the figure, represent an important feature of upon, technology and communications systems to fa-
the model that must be managed effectively to ensure cilitate the flow of data, information, and knowledge
component layer integration. Each MCIENT compo- across the enterprise. Therefore, the MCIE represents a
nent layer contributes to the next higher layer by pro- broad domain within which all communication takes
viding services through an approved interface. place (e.g., explicit and implicit communications).
Marine Corps Information Technology Envi- Within the MCIE data, information, and knowledge is
ronment: Figure 3 depicts the MCEN and MCITE as shared, situational understanding is achieved, and de-
inextricably linked, but distinguishes the MCITE layer cisions are made.
203
MARINE CORPS ENTERPRISE tion sharing. MCEITS operations coordinates and car-
INFORMATION TECHNOLOGY ries out proactive and reactive activities supporting all
SERVICES (MCEITS) the data, applications, and services in its environment
Description including, utility computing, dedicated server provi-
MCEITS is an enterprise information technology sioning, capacity utilization, operations scheduling,
capability that delivers value to Marine Corps decision- event and incident monitoring and resolution, prob-
makers, application owners, information managers, lem management, system backup and restoration, and
and network users. MCEITS is the enterprise comput- continuity of operations planning.
ing and communications capability in the Marine Air-
Ground Task Force command and control framework. Operational Impact
MCEITS provides enterprise Information Technology MCEITS will enable access to Marine Corps en-
services contained within a world-class application terprise data, information, applications and services. It
and data hosting environment with supporting com- will also provide a collaborative information-sharing
munications, computing network, information assur- environment across the business and warfighter do-
ance, and enterprise services infrastructure supporting mains. MCEITS includes an enterprise platform with a
net-centric operations. MCEITS enables Marine Corps common hardware, software, and facilities infrastruc-
Information Technology portfolio consolidation of ture required to support managed hosting services,
Information Technology facilities, infrastructure, and non-managed hosting services and provisioned host-
services. ing services for Marine Corps applications. MCEITS
The MCEITS service management design contains delivers and manages its hosting services at agreed lev-
industry best practices and will utilize Information els as defined by Service Level Agreements to Marine
Technology Infrastructure Library-based principles Corps application owners. It provides Marine Corps
and methods to provide capabilities to meet operating users with access to the core enterprise services neces-
forces and supporting establishment requirements. The sary to enable rapid collaboration, efficient discovery,
MCEITS System Integration Environment provides and access to trusted data and information through
Marine Corps application owners and developers with an enterprise portal framework. It provides users
formal application integration and evaluation process- quick access to all hosted applications and core enter-
es and staging environment. The application inclusion prise services by enabling single sign-on capabilities.
process includes documented, defined, repeatable pro- MCEITS is delivering an agile Information Technology
cesses supporting the migration of applications into infrastructure that can easily adapt to evolving Marine
the operational environment. The MCEITS manage- Corps software, hardware, data, services, and manage-
ment effort will provide the documents that contain ment requirements while providing an enterprise view
guidance for the successful management, evaluation into the Information Technology environment, facili-
and integration of new and modified enterprise ser- tating greater reuse of existing Information Technol-
vices into the MCEITS operations environment. ogy assets.
The MCEITS operations environment provides
the common Information Technology infrastructure,
Program Status
allowing the Marine Corps to achieve greater effective-
MCEITS achieved Milestone C on June 28, 2011
ness and efficiency in the delivery and support of its
and Initial Operational Capability on July 6, 2011.
Information Technology service operations relating to
MCEITS is proceeding with Release 2 to deliver high
data management, application support, and informa-
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chapter 3: programs
availability, disaster recovery and continuity of op- Operational Impact

erations capabilities to achieve Full Operational Marines in combat require a rapid and flexible lo-
Capability. gistics capability responsive to the 21st century battle-
field. GCSS-MC answers this critical operational im-
Procurement Profile: FY 13 FY 14 perative. Providing a deployable, single point-of-entry
Quantity: 0 0 for retail logistics transactions, GCSS-MC introduces
cutting edge enabling technology in support of logis-
tics operations, while facilitating modernization of
aged logistics processes and procedures. Key to sus-
N/A
taining deployed logistics operations is the GCSS-MC
enhancement of asset visibility and supplies account-
ability. Critical performance objectives include re-
GLOBAL COMBAT SUPPORT duced logistics response, reduced customer wait time,
SYSTEM- MARINE CORPS (GCSS-MC) and decreased dependence on forward-positioned
Description stocks. Commanders will benefit from GCSS-MC
GCSS-MC is the Marine Corps web-enabled, de- due to increased Logistics Chain intelligence vital to
ployable logistics information system that provides the effective command and control functions. Supply,
backbone for all logistics information exchanges re- Maintenance, and Distribution Marines will experi-
quired to effectively request, distribute, and maintain ence increased efficiency in planning, accountability
and expedited delivery of supplies and equipment to
critical battlefield equipment and supplies. The sys-
supported units. GCSS-MC Increment 1 contains two
tem is being fielded as an Acquisition Category (ACAT
distinct releases and will ride on the existing Marine
IAM) program also known as a Major Automated In-
Corps Tactical Data network. Release 1.1 provides for
formation Systems. To achieve this level of designa-
basic Supply, Maintenance, and Asset Tracking func-
tion, a program must exceed $365 million in research
tionalities, while Release 1.2 centers on the systems
and development funding and procurement funding ability to operate in an expeditionary logistics environ-
and be designated as Special Interest by Congress. ment in support of the Marine Air Ground Task Force
GCSS-MC is designed to initially replace three legacy by providing a cross-domain solution (i.e., unclassified
based systems; Marine Corps Integrated Maintenance and classified exchange of information) and data syn-
Management, Asset Tracking for Logistics and Supply chronization (e.g., continued operation in a discon-
and Supported Activities Supply System. As the pri- nected environment) for deployed units. GCSS-MC is
mary technology enabler for the Marine Corps Logis- tied to GCSS-Joint within the GCSS Family of Systems
tics Modernization strategy, the core of GCSS-MC is a to enable a Department of Defense system of record
modern, commercially available off-the-shelf (COTS) enabling joint logistics command and control.
enterprise resource planning software package based
on Oracles 11i e-Business Suite. With a sizable Busi- Program Status
ness Process Reengineering effort, GCSS-MC enables Increment 1: Release 1.1 has been fully imple-
the warfighter to use GCSS-MC both in garrison and mented in the III Marine Expeditionary Force Area of
while deployed, providing logistics chain reach-back Operations, which includes Okinawa, mainland Japan,
from the battlefield. and Hawaii. Release 1.1 Total Force Implementation to
205
all operational units, bases and stations in the Conti- COMPOSITE TRACKING
nental United States began in September of 2011, and NETWORK (CTN)
was completed in late 2012. Development of the de- Description
ployable Release 1.2 capability is ongoing, with fielding CTN is the adaptation of the U.S. Navy Coopera-
expected to begin during 2013. tive Engagement Capability (CEC) to satisfy Marine
Metrics collection is a strong component of GCSS- Corps expeditionary maneuver warfare requirements.
MC. Initial operations in Okinawa indicates significant The network will provide Marine Corps aviation com-
improvements in Order Ship Time, Repair Cycle Time, mand and control (C2) agencies the ability to distrib-
and Time to First Status. The full impact of these lo- ute composite tracking and fire control data to Marine
gistics enhancements will take time to assess and inter- Corps and Navy C2 and weapons systems. CTN is an
pret although initial data indicates positive results. essential element in the Marine Corps future Com-
Increment II/Future Increments: Current projec- mand, Control, Communications, Computers and In-
tions include an essential major Oracle COTS software telligence architecture.
upgrade to the e-business suite. Key system enhance-
ments for Asset Logistics Management also include Operational Impact
enhanced wholesale functionality, such as Warehouse CTN will provide the Marine Air-Ground Task
Management solutions, Item Unique Identification, Force (MAGTF) commander a sensor-netting solution
and other force multiplier capabilities to processes that will help defend friendly forces from aircraft and
and reporting. Other improvements may include In- cruise missiles. Near real-time correlation of local and
Transit Visibility and Standard Financial Information remote sensor data, via the CEC/CTN network, will
Structure accounting, along with continuous process provide the MAGTF commander precise and accurate
improvements to Supply Chain Management and data target-quality track data and will improve situational
warehousing capabilities. awareness and battlespace coverage.
Post Deployment System Support Program
(PDSS): PDSS supports GCSS-MC fielding by pro- Program Status
viding all necessary maintenance and sustainment ac- CTN has completed AN/TPS-59 Long-Range
tivities for systems in production/sustainment, and the Radar interface development. The software interface
remaining systems as they migrate from development development for Aviation C2 and Ground/Aviation
into sustainment. These activities include support of Task Oriented Radar (G/ATOR) are underway. Mile-
the GCSS-MC PDSS Model which is based on imple- stone C was achieved in the first quarter of FY 2009,
menting Information Technology Service Management and the software began Low Rate Initial Production in
within the Information Technology Infrastructure. early 2010. Initial Operational Capability was achieved
March 2011. The Approved Acquisition Objective is 25
Developer/Manufacturer: systems ten initial procurement and the remaining
Oracle USA, Inc, Redwood Shores, CA 15 dependent upon funding and required manpower
adjustments.
Quantity: 0 0
Naval Surface Warfare Center, Crane Division, Crane, IN
206
chapter 3: programs
Joint Battle Command- Developer/Manufacturer:

Platform (JBC-P) JBC-P is an Army-led partnership of the U.S. Army,
Family Of Systems Marine Corps, and the Software Engineering Directorate
Description in Huntsville, AL.
JBC-P Family of Systems (FoS) is the Marine
Corps primary battlefield Command and Control
(C2) system. It provides tactical input and output of Networking On-The-Move
battlefield digitized position location information and (NOTM) Increment 1
Situational Awareness (SA) at the company, squad, and
Description
vehicle levels. It enables enhanced combat effective-
NOTM Increment 1 is a transformational Com-
ness of friendly forces. It populates the common tacti-
mand and Control (C2) capability for all elements of
cal picture and supports development of the common
the Marine Air Ground Task Force (MAGTF). Incre-
operational picture. JBC-P FoS supports the full range
ment 1 specifically targets urgent U.S Central Com-
of military operations. JBC-P is Increment II of the
mand requirements but the program is envisioned to
Force XXI Battle Command Brigade and Below pro-
address broader requirements in an incremental ap-
gram. JBC-P builds on the experience of evolutionary
proach. Leveraging expertise and lessons learned from
development of digital battle command information
developing Mobile Modular Command and Control
systems and provides integrated, on-the-move, timely,
systems operating in Operation Enduring Freedom
relevant C2/SA information to tactical combat, com-
since 2009, Increment 1 is an Urgent Statement of
bat support and combat service support command-
ers, leaders, and key C2 nodes. JBC-P FoS provides Need based rapid acquisition and fielding program
mounted, dismounted, and command post C2/SA ca- providing robust C2 On-The-Move through wideband
pability and will become the cornerstone of the Joint Satellite Communications and terrestrial data links.
Blue Force Situational Awareness envisioned to sup- Consisting of four subsystems, Point of Presence Ve-
port the joint warfighter. hicle Kit (POP-VK) (A03877G), Staff Vehicle Kit (SV
Kit) (A03887G), Staff Kit (SK) (A04057G), and TEP
Operational Impact Modem Kit (TMK) (A03957G), NOTM Increment 1
JBC-P FoS provides the Marine squad leader, pla- provides three network enclaves, Secret Internet Proto-
toon commander, and company commander the abil- col Router, Unclassified but Sensitive Internet Protocol
ity to send and receive updated tactical information, Router and Mission Specific while incorporating Full
changes to their respective operating environment, and Motion Video, Voice Over Internet Protocol, and other
minute-to-minute changes in location of friendly forces network centric capabilities all integrated on standard
and other units within their immediate and extended USMC tactical vehicles. SV Kits and SK utilize rugge-
battlespace. dized laptops with a full suite of Joint Common Tacti-
cal Workstation software accessing the Common Tacti-
Program Status cal Picture and other C2 facilitating applications from
JBC-P FoS Increment II is scheduled for Opera- the POP-VK to the rear command operations center.
tional Test in FY 2013. Fielding will begin in FY 2014.
Operational Impact
Quantity: 0 1,354* NOTM Increment 1 enables commanders to bet-
* Procurement information is for Dismounted ter exercise C2 while OTM and Beyond Line of Site and
Initiative 1 only provides transmission paths that enable mobile forces,
207
across the MAGTF to collaborate, access information, such as a MAGTF or JTF commanders mission into
and to exchange voice, video, and data in a dynamic en- an area of operations. It provides the primary inter-
vironment while OTM and at the halt. face between subscriber equipment and the long haul
multi-channel transmission systems. JECCS facilitates
Program Status secure and non-secure voice and data communica-
IOC: March 2013 tions, switching functions, network routing, and man-
agement functions. JECCS multiplexes Marine Corps
FOC: August 2014
Tri-Band satellite systems, Tropospheric Scatter Mi-
Procurement Profile: FY 13 FY 14 crowave Radio Terminal (AN/TRC-170), and Digital
Quantity: Wideband Transmission System (AN/MRC-142) into
POP-VK 43 16 an integrated network. This integration enables access
SV Kit 85 32 to Defense Information Services Network (DISN) tele-
SK 170 6 communication services, wide and local area networks,
TMK 4 5
Secret Internet Protocol Router Network (SIPRNet),
and Sensitive but Unclassified Internet Protocol Rout-
Space and Naval Warfare Systems Command er Network (NIPRNet) networks and physical network
(SPAWAR) management services, messaging services, Internation-
Pelatron Inc. Honolulu, HI al Maritime Satellite, Global Broadcast System (GBS),
and Ultra High Frequency-Tactical Satellite (UHF-
TACSAT) capabilities.
TDN DDS-M provides an Internet Protocol (IP)-
Tactical Networking Systems based data networking capability for communications
Description support to organizations organic to a MAGTF. The
Tactical Networking Systems is a portfolio of core transit-cased DDS-M provides an extension of the
baseband networking hardware and software config- DISN, SIPRNet, and NIPRNet, as well as a coalition
ured as a family of services that facilitates end-user networking capability. It provides the backbone tacti-
services requirements of multiple security enclaves cal data communications infrastructure to the MAGTF
for Marine Air-Ground Task Force (MAGTF) tactical commander in the form of an integrated data network
communications networks. The portfolio comprises providing the capability to access a single data network
the Joint Enhanced Core Communications System enclave, authenticate users and equipment, send and
(JECCS); the Tactical Data Network (TDN), which in- receive electronic mail, share and store files, directory
cludes the Data Distribution System-Modular (DDS- services, disaster recovery/ COOP, perform required
M) Core, and Expansion modules; the Digital Techni- information assurance functions, Integrated Services
cal Control (DTC); and the Transition Switch Module Digital Network, transparent routing and switching of
(TSM). digital messages between the LAN, circuit switch, and
JECCS is the joint task force (JTF) enabler, a first- EPLRS sub networks. The DDS-M provides Marine
in integrated, processor-controlled communications Corps maneuver elements with a flexible, survivable,
and management system that provides Command and scalable, and modular IP data transport capability that
Control (C2) capabilities supporting a Marine Expe- enables access to strategic, supporting establishment,
ditionary Unit (MEU) deployment ashore or the early joint, and other service tactical data networks.
phases of a deployment by a larger command element, DTC provides a deployable technical control func-
208
chapter 3: programs
tion for the MAGTF commander. The DTC performs technical control and network management services
control and management functions over expanding for a broad range of switching and radio connectivity
digital communications systems, integrating the com- requirements.
munications assets of a node into an efficient system TDN DDS-M provides its subscribers with basic
that provides the MAGTF commander with seamless data transfer and switching services; access to strategic,
communications while making efficient use of limited supporting establishment, joint, and other service com-
bandwidth and equipment. The DTC is the central ponent tactical data networks; network management
management facility, terminating all terrestrial links capabilities; and value-added services such as message
and switch circuits for major commands. Data cir- handling, directory services, file sharing, and terminal
cuits and miscellaneous subscriber circuits are inter- emulation support. It will provide IP connectivity for
connected, as required. The DTC consists of an S-280 tactical data systems and the Defense Message System.
shelter that is modified to accommodate commercial DTC provides the resources for the technical con-
off-the-shelf (COTS), government off-the-shelf, and troller to exercise effective operational control over
non-developmental item technical control and ancil- the communications links, trunks, and groups within
lary equipment. a deployed Marine Corps network. DTC is located at
TSM provides a flexible unit level switch that re- the Marine Force Component, Marine Expedition-
placed legacy TRI-TAC switches (SB-3614, SB-3865, ary Forces (MEFs), and Major Subordinate Command
AN/TTC-42) with more robust voice and data switch- (MSC) HQ C2 nodes. Within a MAGTF node, the DTC
ing, data transport, and bandwidth management capa- can connect to multiple transmission systems such as
bilities. The TSM consists of three functional suites of satellite systems, multi-channel systems, single channel
equipment mounted in transit cases: (1) the Deploy- radio systems, and cable. From the MEF users perspec-
able End Office Suite (DEOS); (2) the Remote Sub- tive, the DTC provides the multiplexing and link man-
scriber Access Module (RSAM); and (3) the Deployable agement of four general categories of information. The
Integrated Transport System (DITS). TSM maintains DTC manages voice/circuit switches, data switches, and
USMC joint interoperability as the other services tran- dedicated circuits.
sition to COTS switching technologies. The modular TSM is employed at all levels of the MAGTF to
design of the TSM provides the capability to add or effect voice and limited data switching capability. The
delete equipment without adversely affecting existing modular design allows units to implement the system
communications architectures. A further emerging re- according to the mission needs. The equipment is op-
quirement is to incorporate a Voice over Internet Pro- erated and maintained by MSC, Marine Expeditionary
tocol (VoIP) capability. Unit, Marine Expeditionary Brigade, and MEF commu-
nications personnel. The number of TSM packages de-
Operational Impact ployed to a theater will be commensurate with the size
JECCS meets the Joint Task Force Enabler (JTFE) of the operation/contingency. The TSM equipment has
mission requirements with a first-in backbone con- been fielded to all levels of the MAGTF.
nectivity capability that accesses the Defense Informa-
tion Network Standard Tactical Entry Point, Nonse- Program Status
cure Internet Protocol/Secret Internet Protocol Router Initial Operational Capability (IOC) for Core
Network, Video Teleconference, and Defense Switch Module Suites was completed in 2012. Full Operational
Network. JECCS augments both current and some Capability (FOC) for Core Module Suites is expected
planned communications architectures and provides to take place in fourth quarter of FY 2013. IOC for
209
Expansion Modules is scheduled for the second quarter Tactical Communication

of FY 2014 with FOC occurring in second quarter of Modernization (TCM)
FY 2015. Description
JECCS underwent an IA upgrade during FY 2012 TCM is a family of radio systems that bridges
to ensure compliance with IA requirements. A series of the gap between legacy systems non-networking,
Engineering Change Proposals (ECPs) are planned dur- non-communication security (COMSEC) moderniza-
ing FY 2013 FY 2015 to preclude any obsolescence, in- tion compliant and forecasts delivery of advanced
teroperability, and information assurance issues. systems that operate Joint Networking Waveforms
DTC has undergone a system refresh, and IOC was such as Soldier Radio Waveform, Wideband Network-
achieved in 2012. FOC is expected to take place by the ing Waveform, and Mobile User Objective System
third quarter of FY 2013. (MUOS). TCM addresses the requirement to enhance,
TSM is in sustainment with replacement of obsolete improve, upgrade, and sustain tactical radios while
components being conducted through ongoing ECPs. achieving interoperability and minimizing the effects
Initial development of a VoIP capability is expected to of equipment obsolescence. TCM procurements sup-
begin during FY 2013. A comprehensive review of the port National Security Agency COMSEC moderniza-
Authorized Acquisition Objective for TSM will be con- tion requirements that must be compliant no later
cluded during FY 2013. This review is expected to re- than 2024. This entails replacing thousands of Multi-
duce quantities for DEOS and RSAM. Band Radio (MBR) systems and High Frequency (HF)
systems such as the AN/PRC-117F and AN/PRC-150.
Quantity:
Operational Impact
DDS-M 477 0
TCM provides the primary means of secure voice
JECCS 14 0
and data networked communications for mounted
TSM-DEOS 221 0
and dismounted forces. It also provides push-to-talk
RSAM 855 0
and networked radios that operate across multiple fre-
DITS 128 0
quency bands and modes of operation. TCM enables
Command and Control and Situational Awareness for
all elements of the Marine Air Ground Task Force and
DDS-M: General Dynamics C4 Systems, Taunton, MA
networked data communication down to the squad/
JECCS: SPAWAR, Charleston, SC team level.
DTC and TSM: SPAWAR, Charleston, SC
Program Status
The TCM line consists of multiple radios at various
levels of development, procurement and sustainment.
Currently in the sustainment phase are: high frequency
radios; (AN/PRC-150, AN/VRC-104, AN/TRC-209 and
AN/MRC-148), MBRs; (AN/PRC-117F and AN/VRC-
103); Tactical Handheld Radios (THHRs); (AN/PRC-
148(V)2/3, AN/PRC-152, and AN/VRC-110/112/113),
as well as the Integrated Intra-Squad Radios (IISR).
210
chapter 3: programs
Legacy systems, such as Enhanced Position Locating ity. DDS-M is comprised of both core and expansion
and Reporting System, will not be supporter after 2016. modules. Core modules include the Configuration
Radios in the procurement phase include: the MBR II; Module (CM), Communications Switch Module, LAN
(AN/VRC-117G, AN/VRC-114(V)1, and AN/MRC- Services Module, LAN Extension Module, Application
145B), Wideband THHR; and MUOS. Planning for the Server Module and Data Storage Module. Expansion
follow-on generation of IISR and HF radios to address modules include the WAN Service Module (WSM),
lifecycle and COMSEC modernization compliance is Multimedia Control Module, Multimedia Distribution
underway. Module, Enterprise Switch Module (ESM), Deployed
Information Assurance Tools Suite, and Information
Procurement Profile: FY 13 FY 14 Assurance Module (IAM).
Quantity:
MBR II 385 367
MUOS N/A TBD Operational Impact
TDN DDS-M provides extension of the Marine
Developer/Manufacturer: Corps Enterprise Network via the Global Information
Harris- Melbourne, FL Grid to forward deployed forces i.e. the last tactical
Thales- Clarksburg, MD mile. The modular packaging of the DDS-M provides
Motorola- Schaumburg, IL a take what the mission needs employment concept
Raytheon- Waltham, MA within the MAGTF.
Program Status
Tactical Data Network (TDN) Core Module Suites:
Data Distribution System- IOC: 4Q FY12
Modular (DDS-M) FOC: 4Q FY13
Description Expansion Modules:
The TDN DDS-M provides the tactical Unclassi- IOC: 2Q FY14
fied but Sensitive Internet Protocol Router, Secret Inter- FOC: 2Q FY15
net Protocol Router, and Coalition Network backbone
data communications infrastructure to the Marine Air Procurement Profile: FY 13 FY 14
Ground Task Force (MAGTF). DDS-M allows users Quantity:
to access to web surfing, send and receive e-mail, file Core Module Suites: 477 0
sharing/storage, perform required Information Assur- Expansion Modules:
ance functions, and to host mission-essential appli- WSM(V)1 0 49
cations. DDS-M provides firewalls, servers and data WSM(V)2 0 880
infrastructure components that allow tactical and de- ESM 0 62
ployed USMC forces to connect to the Defense Infor- Power Module 0 111
mation Systems Agency and Theater and USMC Enter- IAM 0 148
prise Networks. Programs such as Combat Operations CM 0 148
Center, Common Aviation Command and Control
System, and Common Logistics Command and Con- Developer/Manufacturer:
trol System utilize DDS-M for world-wide connectiv- General Dynamics- West Falls Church, VA
211
GROUND-BASED AIR DEFENSE (POMs) 2015 and 2016. The future weapon system is
TRANSFORMATION (GBAD-T) envisioned to provide continuous, on-the-move, low-
Description altitude air defense for the Marine Air Ground Task
GBAD-T is the Marine Corps only organic ground- Force (MAGTF). The program will examine future
based air defense capability. GBAD-T uses the High- capabilities, such as an integrated multi-mission tur-
Mobility Multipurpose Wheeled Vehicle (HMMWV)- ret with a gun, missiles, and directed-energy weapons,
based Advanced Man-Portable Air Defense System which support future material and technology solutions
(A-MANPADS) and the Stinger missile to defeat both and the joint on-the-move engagement sequence.
fixed- and rotary-wing threats.
Quantity:
Operational Impact
Section Lead
Employing A-MANPADS and the Stinger mis-
Vehicles 10 3
sile, the Low-Altitude Air Defense (LAAD) Battalions
Fire Unit Vehicles 41 9
provide the MAGTF low-altitude, short-range air de-
fense asset against enemy air threats. LAAD battalion
detachments deploy with Marine Expeditionary Units
Naval Surface Warfare Center Crane
(MEUs) as part of the Marine Air Control Group de-
Division, Crane, IN
tachment.
The A-MANPADS Increment I program enhances
the legacy systems command and control suite. The
hardware and software upgrade provides an enhanced AN/TPS-59A(V)3 RADAR SYSTEM
fire-control and air/ground situational-awareness ca- Description
pability to the LAAD Battalions. Increment I uses Joint The AN/TPS-59 was fielded in 1985 and is the only
Range Extension Application Protocol, a joint-certified Marine Air Ground Task Force (MAGTF) long-range,
data link, ensuring compatibility with legacy and fu- three-dimensional, air surveillance, theater ballistic
ture C2 architectures. Increment I radios are satellite- missile defense (TBMD)-capable radar. The AN/TPS-
communications capable. 59A(V)3 a is transportable, solid-state L-band radar
that serves as the MAGTFs principal air-surveillance
Program Status radar and is integrated into the TYQ-23(V)4 Tactical
In May 2009, the Marine Requirements Oversight Air Operations Module. The radar may also be con-
Council approved the GBAD Initial Capabilities Docu- figured for operation with the MSQ-124 Air Defense
ment (ICD) that validated existing capability gaps Communication Platform to provide TBM track data
against low-observable/low-radar cross-section threats. to the Joint Tactical Information Distribution System
The GBAD Analysis of Alternatives identified candidate via the Tactical Digital Information Link-Joint Service
material solutions for the Stinger missile replacement Link-16 network.
that fill the gaps identified in the GBAD ICD. The Ma- The TPS-59(V)3 is a component in the Navys Co-
rine Corps will execute a service life extension program operative Engagement Capability in the littoral envi-
of the Stinger missile to maintain a GBAD capability ronment and is the Marine Corps lead sensor in the
as a bridge to a to-be-determined weapons system to Composite Tracking Network.
be programmed for Program Objective Memoranda
212
chapter 3: programs
Operational Impact IDENTITY DOMINANCE

The AN/TPS-59A(V)3 radar system is optimized SYSTEM (IDS)
to detect and track TBMs and air-breathing aircraft tar- Description
gets that constitute threats to MAGTF operations. Ma- The requirement for an enduring Marine Corps
rine Air Control Squadrons employ the radar during biometric capability originated from urgent warfighter
sustained operations ashore and as part of the joint the- requests to support counter-insurgency operations in
ater integrated air and missile defense architecture. The Iraq and Afghanistan. The Biometric Automated Tool-
radar system supports the MAGTF commander in anti- set (BAT) is a fielded, commercial-off-the-shelf item
air warfare operations and en-route traffic control to that is fulfilling that immediate need. The Identity
a distance of 300 nautical miles and TBM surveillance Dominance System (IDS) will replace BAT with im-
to 400 nautical miles. The radar system is deployed to provements such as increased data storage and longer
Operation Enduring Freedom and in direct support of battery life.
MAGTF operations. The IDS will be a multimodal biometric system
that collects and compares unique, individual biomet-
Program Status ric characteristics to enroll, identify, and track persons
The AN/TPS-59A(V)3 Radar System is in the op- of interest and build digital dossiers on the individuals
erations and support phase. In order to maintain the for purposes that include anti-terrorism/force protec-
radar to 2025, an incremental sustainment strategy of tion, local employee screening, detention management,
engineering change proposals and technical refresh ef- civil affairs, base access, humanitarian assistance, pop-
forts will address diminishing manufacturing sources, ulation control, counter intelligence, and high-value
material shortages, and obsolescence issues. Addition- target identification. The IDS is designed as a three-
ally, per Department of Defense mandate, a Mode 5 tiered system with hardware and software including a
Identification Friend or Foe capability will be incor- server suite capability, a client suite capability, and a
porated into the AN/TPS-59A(V)3 in the FY 2014 to family of handheld capabilities.
FY 2015 timeframe.
Operational Impact
Procurement Profile: FY 13 FY 14 The primary mission of the IDS is to provide the
Quantity: 0 0 Marine Air Ground Task Force (MAGTF) and other
Department of Defense (DOD) forces with the means
Developer/Manufacturer: to identify persons encountered in the battlespace. The
Lockheed Martin Mission Systems and Sensors, capability requires the MAGTF commander be able to
Syracuse, NY collect, match, store, and share biometric data. The IDS
will enable Marines to collect biometric, biographical,
and reference information on an individual and match
this locally developed information with pre-existing
information available to the expeditionary force.
Program Status
In August 2012, a Marine Corps Systems Com-
mand Acquisition Decision Memorandum designated
the IDS as an Abbreviated Acquisition Program and
213
the Program Decision Authority to Program Manager, Program Status

Marine Air Ground Task Force Command, Control The Marine Corps CREW program was designat-
and Communications. The Marine Corps intends to ed as an Acquisition Category II program in February
be a customer of the larger DOD Biometrics program 2007 and achieved a full rate production decision in
but will maintain an interim capability until the joint March 2007. The CREW program initially acquired a
solution is available. The Army schedule for the joint total of 10,089 Chameleon and Hunter systems. This
solution shows and Initial Operational Capability for initial capability evolved into CREW 2.1, the CVRJ.
IDS-Marine Corps in FY 2019. The December 2008 approval of the Joint CREW 3.3
Capabilities Development Document and February
Developer/Manufacturer: TBD 2009 approval of the CREW Program Office Acquisi-
tion Strategy/Acquisition Plan led to the procurement
of up to 8,000 CVRJs. CVRJ and THOR III legacy sys-
tems will be maintained and sustained to meet the op-
COUNTER RADIO-CONTROLLED
erational requirements of the Combatant Commands.
IMPROVISED EXPLOSIVE DEVICE
Planned Approved Acquisition Objective for the
(RCIED) ELECTRONIC WARFARE
enduring CREW requirement is 2,410 total systems:
(CREW)
1845 Mounted and 565 Dismounted systems.
Description
The RCIED CREW systems are vehicle-mounted
and man-portable backpack active/reactive electronic Procurement Profile: FY 13 FY 14
countermeasure systems designed to counter high and Quantity: 0 0
low-powered radio controlled IEDs.
Operational Impact CVRJ: International Telephone and Telegraph (ITT),
The Marine Corps CREW program provides Ma- White Plains, NY
rines with an effective electronic warfare capability to Chameleon: General Dynamics, Falls Church, VA
counter the threat posed by RCIEDs and to improve
Thor III: Sierra Nevada Corporation, Sparks, NV
force protection. The CREW Vehicle Receiver/Jam-
mer (CVRJ) is the primary vehicle-mounted jammer,
while the Thor III dismounted system is the in-service
man-portable system. Thor III provides coverage and
protection from RCIEDs when Marines are dismount-
ed and operating outside the protective envelope of
mounted CREW systems.
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chapter 3: programs
215
section 6: Intelligence,
Surveillance and Reconnaissance
chapter 3: programs
Distributed common ground Increment I development. The DCGS-MC Capability

system-marine corps (DCGS-MC) Development Document (CDD) is anticipated to be
ENTERPRISE approved for conversion to an Information Systems
DCGS-MC, in compliance with the Department CDD by the joint staff during second quarter FY 2013.
of Defense (DOD) DCGS Family of Systems concept Approval of this updated requirements document will
and policies, is a service-level effort to migrate select enable DCGS-MC to more rapidly and efficiently inte-
Marine Corps intelligence, surveillance, and recon- grate and field emerging technologies.
naissance (ISR) capabilities into a single, integrated,
net-centric baseline. As part of the processing, exploi- Procurement Profile: FY 13 FY 14
tation, analysis, and production component of the Ma- Quantity: 0 25
rine Corps ISR Enterprise, DCGS-MC will comprise
functional capability sets that support Marine intel- Developer/Manufacturer:
ligence analysts across the Marine Air Ground Task The Space and Naval Warfare Systems Command
Force (MAGTF) and supporting establishment by Systems Center Atlantic (SSC LANT) is the lead systems
making organic and external all-source ISR data more integrator.
visible, accessible, and understandable. The DCGS In-
tegration Backbone provides foundational interoper-
ability among the Services DCGS programs.
INTELLIGENCE ANALYSIS SYSTEM
(IAS) FAMILY OF SYSTEMS (FoS)
Operational Impact Description
DCGS-MC will migrate selected legacy ISR pro- IAS FoS provides the all-source analysis capabili-
cessing, exploitation, analysis, and production capabil- ties within the Distributed Common Ground System
ities, resulting in increased unit-level and enterprise- Marine Corps Enterprise. It uses a three-tiered ap-
level capacity for ingesting sensor data, streamlined proach for receiving, parsing, and analyzing informa-
production of intelligence information, and enhanced tion from multiple sources to fuse and disseminate
management of finished intelligence products. all-source intelligence products and threat warnings.
Tier I, the Marine Expeditionary Force (MEF) IAS,
Program Status is a mobile system that supports the MEF Command
The DCGS-MC program Increment 1 achieved Element. Tier II is the Intelligence Operations Server
Milestone B during the fourth quarter of FY 2011 and that supports intelligence operations at the major sub-
was granted authority to enter into the Engineering ordinate commands within the Divisions, Regiments,
and Manufacturing Development Phase. DCGS-MC Wings, and Groups. Tier III is the Intelligence Opera-
will continue to leverage the developmental efforts of tions Workstation that supports intelligence operations
other services DCGS programs. The program acqui- at the battalion, squadron, and company levels using
sition strategy is based on incremental development client/server and web-based technology to network
optimized to rapidly introduce government and com- with intelligence sections and units at higher echelons.
mercial technologies, enterprise standards, and modu- The IW can also function as a stand-alone worksta-
lar hardware components in order to minimize costs tion in a disconnected or degraded communication
and reduce program risk. The program subsumed the environment.
Tactical Exploitation Group and Topographic Produc-
tion Capability programs during FY 2010 as part of the
217
Operational Impact ers an enhanced automated intelligence processing,

Fielding of IAS FoS has provided Marine Air analyzing, and reporting capability that improves the
Ground Task Force commanders with a mobile, all- total control and management of SIGINT and EW
source, intelligence data analysis, fusion and dissemi- capabilities, including the production and dissemina-
nation capability as well as access to time-sensitive tion of SIGINT/EW information for the Marine Air
intelligence information that is crucial to the military Ground Task Force (MAGTF).
decision-making process and battlespace awareness.
Operational Impact
Program Status
TCAC is the primary system that enables SIGINT
The IAS FoS is in the operations and support Marines to provide planning support and timely and
phase of the acquisition process. All systems are fielded accurate, fused signals intelligence to the MAGTF.
to the operating forces and Marine Reserve units. IAS TCAC is deployed in support of MAGTF operations
FoS executes periodic hardware, software, and periph- worldwide in two configurations: the TCAC Remote
eral upgrades. Analysis Workstation (RAWS) and the Transportable
Workstation.
Quantity: Program Status
Tier I 10 0
TCAC is a fully fielded, post-Milestone C program
Tier II 0 1,717
that is undergoing incremental upgrades to improve
current capabilities. Major enhancements include a
Windows Server upgrade, Full Disk Encryption, a ful-
ly integrated audio processing capability, a Semantic
Space and Naval Warfare Systems Center, Charleston, SC
Wiki with user-defined alerts, Digital Network Intelli-
is the lead systems integrator.
gence analysis capability, and integration with the Real
Time Regional Gateway.
TECHNICAL CONTROL AND Procurement Profile: FY 13 FY 14

ANALYSIS CENTER (TCAC) Quantity:
Description TCAC RAWS 15 0

Transportable Workstation 500 0
TCAC is the Marine Corps primary signals intel-
ligence (SIGINT) analysis system. TCAC satisfies the
Marine Corps requirement for a semi-automated tacti-
Space and Naval Warfare Systems Center, San Diego, CA
cal SIGINT and Electronic Warfare (EW) fusion system
is the lead systems integrator.
that can perform the processing, analysis, and report-
ing functions of the Radio Battalions (RadBn), Marine
Special Operations Intelligence Battalion, and Ma-
rine Tactical Electronic Warfare Squadrons (VMAQ).
TCAC fuses signals intelligence data from organic, the-
ater, and national collection platforms and is the focal
point of the RadBn SIGINT operations. TCAC deliv-
218
chapter 3: programs
SENSITIVE COMPARTMENTED the U.S. Army Intelligence Center & Fort Huachuca, Ariz.,
INFORMATION COMMUNICATIONS with the U.S. Army Intelligence and Security Command,
(SCI COMMS) TROJAN Management Office, serving as executive agent
Description for the system. The system is fabricated and integrated by
SCI Comms is the former Trojan Special Purpose CECOM I2WD with the largest subcontractor being Global
Integrated Remote Intelligence Terminal (Trojan SPIR- SATCOM Technologies, Gaithersburg, Md. for the satellite
IT) program and focuses on meeting broad-ranging communications subsystem.
intelligence communications requirements. SCI Com- High Band Special Intelligence Mobile Terminal (HBSI
ms is a portfolio consisting of several high-bandwidth MT): PM WIN-T, Aberdeen, Maryland (Contracting Office),
communications systems, including man-portable, HBSI-MT fabricated and integrated by General Dynamics,
palletized, and trailer-mounted variants. Each system Duluth, GA.
provides a unique, mission-specific capability. How-
HBSI Team Terminal: DJC2 Program Office, Pensacola, Fl;
ever, all systems provide the Marine Air-Ground Task
SWE-DISH: Rockwell Collins, Duluth, GA
Force (MAGTF) commander a near real-time means
to move perishable data for the production of timely,
actionable intelligence.
COUNTER-INTELLIGENCE AND
Operational Impact HUMAN INTELLIGENCE
SCI Comms provides MAGTF commanders short- EQUIPMENT PROGRAM (CIHEP)
and long-haul, deployable and secure communication Description
capabilities using existing networks and access provid- CIHEP supports the full spectrum of counter-
ers (examples include the Defense Intelligence Activ- intelligence (CI) and human intelligence (HUMINT)
ity, the Defense Information Systems Agency, or the operations with imagery, commercial satellite commu-
U.S. Army Intelligence and Security Command). SCI nications, auxiliary power, automated data processing,
communications are deployed in support of MAGTF and sensitive technical support equipment. All equip-
intelligence units worldwide and provide dedicated, ment is stored and transported in lightweight, modu-
mission critical intelligence communications. lar, and deployable cases to facilitate task organization
of equipment for assigned missions. The standardized
Program Status CIHEP software baseline provides reporting, analysis,
SCI Comms approved acquisition objective is communications, mapping, still and video image pro-
32 palletized systems, 20 mobile systems and 18 Team cessing, and Common Operational Picture applica-
terminals. tions.
Developer/Manufacturer: Operational Impact

Trojan SPIRIT LITE (V)1: U.S. Army Communications CIHEP enhances the Counterintelligence HU-
Electronics Command (CECOM) Intelligence and Informa- MINT Detachment (CHT) ability to conduct HU-
tion Warfare Directorate (I2WD) -- now part of U.S. Army MINT and CI operations in support of Marine Air
Research, Development and Engineering Command Ground Task Force missions at the tactical, opera-
(Provisional), Fort Monmouth, N.J. -- is the material devel- tional, and service levels. The equipment suite pro-
oper for the TROJAN family, including TROJAN SPIRIT vides CHTs with an organic capability to research col-
II and TROJAN SPIRIT LITE. The combat developer is lection requirements, process collected information,
219
produce intelligence reports, and disseminate those MAGTF SECONDARY IMAGERY

reports securely to supported commanders and the DISSEMINATION SYSTEM (MSIDS)
Intelligence Community. The equipment also provides Description
limited organic technical support to CI and HUMINT Marine Air-Ground Task Force (MAGTF) Second-
operations. ary Imagery Dissemination System (MSIDS) provides
the capability to capture key ground view perspective
Program Status intelligence and puts an imagery collection asset with
In fourth quarter of FY 2012, CIHEP was suc- the local commander. The MSIDS Family of Systems
cessfully granted a full rate production determination (FoS) meets three different mission profiles. The first
by the milestone decision authority to proceed with mission profile provides the MAGTF the capability to
the CIHEP Modification to Systems (Mods). CIHEP take digital imagery of named areas of interest from
Mods includes a surveillance communication, media forward positions and transmit them via organic field
exploitation, and technical support capability. CIHEP radios to tactical and theater command and control
is scheduled to return to the milestone decision au- facilities in near real time. The second mission pro-
thority to request a fielding decision by third quarter file provides all MAGTF intelligence sections, artillery,
FY 2013. The existing components within CIHEP are tank, civil affairs, Combat Engineer Battalions, logistics
in sustainment, and selected components are refreshed units and other various units the ability to take pic-
annually. tures and video for Battle Damage Assessment, Force
Protection or intelligence gathering. The third mis-
Procurement Profile: FY 13 FY 14 sion profile is to edit, manipulate, annotate, and brief
Quantity: collected imagery, and to disseminate imagery and in-
Communication Set 30 0 telligence products to adjacent or higher units.
Technical Support Set 66 0
Media Exploitation Light 86 0 Operational Impact
Module Refresh 0 166 MSIDS provides the only self-contained, hand-
Communication Suite 0 230 held, ground-perspective imagery capability to
MAGTF units and is essential in intelligence collec-
Developer/Manufacturer: tion, mission planning, battle damage assessments and
Various, including: Canon U.S.A., Inc., Lake Success, force protection.
NY; Harris Communications Corp, Rochester, NY; IDEAL
Technology Corporation, Orlando, FL; Klas Telecom, Inc., Program Status
Washington, D.C.; Panasonic Corp., Secaucus, NY; and MSIDS consists entirely of commercially available
Thales Communications, Rockville, MD. off-the-shelf components. Approximately one-fifth of
the systems components are refreshed each year. The
approved acquisition objective is 5,698 units.
Quantity:
Data Controllers 1000 0
Advanced Video Suites 65 0
Thermal Components 100 0
220
chapter 3: programs
Advanced Camera Suites 0 606 and sustainment of the VideoScout systems until the
Basic Camera Suites 0 1182 RVVT program of record systems are fielded, which
Base Stations 0 137 is scheduled for FY 2016. Milestone B is scheduled for
FY 2013, and Milestone C is scheduled for FY 2015.
Developer/Manufacturer: The Marine Corps procured a total of 599 VideoScout
Various vendors, including Canon, Epson, Sony, Panasonic, systems during FY 2010 and FY 2011 and is consider-
ITT, Bogen-Manfrotto, ViaSat, FLIR, Integrity Data Inc. ing an engineering change proposal to meet a Suite A
(Type 1) encryption requirement for VideoScout.
REMOTE VIDEO VIEWING
Quantity:
TERMINAL (RVVT)
VideoScout 0 0
Description
RVVT 0 36
The RVVT allows viewing and exploitation of
video and metadata from multiple unmanned aircraft
systems and manned LITENING pod-equipped air-
craft. As a program of record, the RVVT will replace WIDE FIELD OF VIEW PERSISTENT
the previous two generations of remote viewing ter- SURVEILLANCE (WFVPS)
minals (ROVER and VideoScout) that were fielded Description
through the Urgent Universal Need Statement process. In response to a Joint Urgent Operations Need
RVVT will also assume the operations and sustain- Statement (JUONS) from the U.S. Central Command,
ment of these legacy systems. the Marine Corps is developing and fielding a ground
receive station (GRS) with automated data handling
Operational Impact and intelligence analysis that will enable Marine Forces
RVVT provides the Marine Air Ground Task to employ a dedicated Wide Area Airborne Surveillance
Force (MAGTF) a more complete view of the battle- sensor payload on Marine Corps organic unmanned
field by allowing Marines to view video from vari- aerial system (UAS). WFVPS will be able to downlink
ous theater and organic intelligence, surveillance and wide area images from any Common Data Link (CDL)-
reconnaissance assets that are in the MAGTF area of compliant wide area system, and will direct collection
operations in a compact portable form-factor. RVVT from the Wide Focal Plane Array Camera (WFPAC).
allows Marine forward air controllers, joint tactical air In near real time, it will generate automated tracking
controllers, and commanders at regiment and below of vehicle-sized movers and perform intelligence fu-
to view real-time video, capture and exploit the data, sion on a subset of the imagery. Post-mission, WFVPS
and receive platform metadata for precision targeting will generate automated tracking of all vehicle-sized
thus increasing battlespace awareness and enabling the movers and perform intelligence fusion across the en-
warfighter to characterize and engage threats more ef- tire mission area and duration.
fectively. WFVPS is one of four multi-service programs
supporting the WFPAC quick-reaction capability in
Program Status response to the JUONS. As part of the MCISR-E, the
RVVT is in the pre-materiel solution analysis GRS will be integrated into the DCGS-MC program
phase. The current focus of the program is maintenance of record.
221
Operational Impact techniques to meet the intelligence challenges of the

This system will provide the ability to receive and 21st-century operating environment.
disseminate imagery down-linked from the wide field
of view sensor via the SIPRnet. WFVPS imagery will Operational Impact
be incorporated into multi-intelligence products at the MEIA-21 provides Marine intelligence analysts at
Intelligence Battalion. all levels within the Marine Air Ground Task Force a
strong set of applied analytic tradecraft to accurately
Program Status answer intelligence questions and provide command-
The system is scheduled for a Field User Evalu- ers with actionable intelligence. It institutionalizes new
ation during the first quarter of 2013. The evalua- and proven analytic techniques by creating a culture
tion will inform future program of record efforts. In within Marine Intelligence to structure, capture, re-
FY 2013, WFVPS will transition to a program of fine, train, archive, and disseminate analytic tradecraft.
record. Ground receive stations will be fielded to each MEIA-21 is the pathway to overcoming the analytic
Marine Expeditionary Force and to the supporting shortfalls of the present and to increasing and sustain-
establishment. ing the professionalism of Marine Corps intelligence
analysis. The creation of analytically rigorous Marine
Procurement Profile: FY 13 FY 14 Corps applied intelligence tradecraft, based on prin-
Quantity: 3 1 ciples from the social and physical sciences, will lead to
higher reliability, reduced errors, significant explana-
Developer/Manufacturer: tory power, and self-correcting techniques. Further,
Los Alamos National Laboratory, NM.
it generates new knowledge and reliable, actionable
intelligence about the enemy and the environment in
which the enemy operates.
21ST CENTURY MARINE
EXPEDITIONARY INTELLIGENCE Program Status
ANALYSIS (MEIA-21) In 2011, Marine Intelligence collected, improved,
Description and disseminated 27 individual elements of applied
MEIA-21 is a non-material analysis moderniza- analytic tradecraft for training and operational use.
tion program to improve intelligence analysis from the In 2012, Center for Marine Expeditionary Intelligence
Company Level Intelligence Cell to the Service Intelli- Knowledge (CMEIK) refined and validated 23 Struc-
gence Center. The program creates the applied analytic tured Methods and Techniques (SMATs) with an ex-
tradecraft methods used to answer mission-specific ternal Social Science Board; created nine new SMATs;
questions that lead to the production of intelligence. produced a handbook of social science theories appli-
Applied tradecraft is created by specialist organiza- cable to SMATs; and developed a framework for foun-
tions within Marine Intelligence that consolidate and dational SMATs to support and/or feed into other,
improve intelligence techniques and methods. As it is more complex SMATs. CMEIK conducted five training
developed, applied analytic tradecraft is inserted in sessions targeted at developing tradecraft facilitators at
an enterprise environment for intelligence analysts to intelligence units throughout the Marine Corps intel-
use in addressing a wide range of operational require- ligence enterprise. In addition, CMEIK collaborated
ments. MEIA-21 is the Marine Corps Director of In- with Advanced Analytics tool developers to automate
telligence analysis program to provide applied analytic some of the processes associated with SMATs.
222
chapter 3: programs
TACTICAL EXPLOITATION Team Portable Collection

OF NATIONAL CAPABILITIES System Multi-Platform
(TENCAP) Capable (TPCS-MPC)
Description Description
The mission of the Marine Corps TENCAP pro- The TPCS-MPC provides the Marine Air Ground
gram is to exploit in-service national reconnaissance Task Force (MAGTF) with integrated, semi-automat-
systems and programs by examining both technical ed signals intelligence (SIGINT) equipment. With it,
and operational capabilities, implementing training, MAGTF Marines can conduct communications intelli-
and sponsoring prototyping capabilities and concept gence, direction-finding, and computer-aided SIGINT
demonstrations to directly support Marine Corps op- analysis, as well as provide indications and warnings,
erating forces. The program objectives seek to optimize electronic warfare support, and limited cyber opera-
the tactical use of current national systems, maximize tions. TPCS-MPC is scalable to meet tactical mission
the tactical utility built into future systems, and rap- requirements, having single collection outstations for
idly deliver emerging technologies to the operating stand-alone requirements and integrated capabilities.
forces in order to provide greater access to national The primary emphasis is on rapid procurement of
systems data. commercially available off-the-shelf, government off-
the-shelf, and non-developmental item technologies
Operational Impact and systems. The program focuses on limited integra-
The TENCAP program advocates for tactical re- tion to allow rapid fielding of new capabilities to Ra-
quirements to be addressed in the development of new dio Battalions (RadBns). TPCS-MPC suites consist of
national intelligence systems. The program transitions platform integration kits (PIK) that provide the inter-
results of demonstrations and field user valuations face devices required to deploy various configurations
to the Marine Corps Intelligence Activity for Service of the exploitation modules on non-dedicated plat-
analytical use; Marine Corps Systems Command for forms, such as the Mine-Resistant Ambush-Protected
acquisition decisions; Marine Corps Combat Devel- (MRAP) vehicle.
opment Command for appropriate doctrine, training,
Operational Impact
or force structure actions; or other government orga-
nizations as appropriate. The program also supports TPCS-MPC will provide enhanced SIGINT suites
and conducts various intelligence planning and study and PIKs to enable installation of the system into
efforts as directed by the Marine Corps Director of In- RadBns and Marine Special Operations Command or-
telligence. ganic ground platforms. TPCS-MPC will be operated
in a dismounted mode, or stationary mode and mobile
Program Status modes when installed on a platform. In response to the
The Marine Corps TENCAP program moved Deputy Commandant for Combat Capabilities and
under the operational control and governance of the Integration guidance, the program office has pursued
Intelligence Department Technology Innovation Divi- development of PIKs to provide armored protection
sion during the spring of 2011. against asymmetric threats. PIK development will be
determined by existing and planned RadBn platform
assets. Planned PIK development will be the up-ar-
mored High Mobility Multipurpose Wheeled Vehicle,
the Integrated Assault Platform, the MRAP and the
Light Armored Vehicle.
223
Program Status Critical to this process is a cyber national tactical

The TPCS-MPC Block 0 achieved Full Operation- integration (NTI) model that draws on existing nation-
al Capability in 2009. TPCS-MPC achieved Milestone al authorities and capabilities to meet emerging cyber
C in May 2011 and Initial Operational Capability in requirements from the operating forces. This effort
third quarter of FY 2012. Additional systems will be will link the existing cyber capabilities already resident
delivered in second and fourth quarter FY 2013 with within the MAGTF, such as Radio Battalion, to na-
full operational capability planned for fourth quarter tional agencies and create a more responsive MAGTF
FY 2013. support process. Additionally, these cyberspace capa-
bilities, when supported by the larger Marine Corps
Procurement Profile: FY 13 FY 14 Intelligence Surveillance Reconnaissance Enterprise,
Quantity: will provide the MAGTF Commander comprehensive
Master Station 29 0 and multi-sensor support to cyberspace operations
Advanced Case 35 0 and enable the exploitation, defense, and delivery of
Modular Case 54 0 fires throughout the cyber domain.
Locate Case 73 0 HQMC Intelligence Department, Marine Forces
Work Station 236 0 Cyber Command, and other Marine Corps entities and
stakeholders have partnered with Marine Corps and
other national organizations to develop the required
policies to support this critical cyber NTI process. In-
Intelligence Support To
cluded in this process is assessing required manpower
Cyberspace Operations
growth in select cyber-related Marine Operational
Description
Specialties, reviewing cyber-related training require-
The development of Marine Corps cyberspace ments, research materiel and non-materiel solutions
capabilities is critical in ensuring Marine Air Ground to existing cyberspace capability gaps, and developing
Task Force (MAGTF) Commanders can successfully initiatives to better access and leverage existing nation-
maneuver and achieve desired effects within the cyber- al infrastructure to support the MAGTF.
space domain. MAGTF Commanders rely on timely
and accurate intelligence, and increasingly this intel-
ligence resides in the cyberspace domain. To achieve
operational objectives in cyberspace, the Marine Corps
is coordinating across multiple departments and agen-
cies to develop a codified, repeatable, and integrated
process for providing cyberspace capabilities to the
MAGTF. This process will require both offensive and
defensive capabilities which are synchronized with ex-
ternal cyberspace organizations that have capabilities
and authorities not resident in the MAGTF.
224
chapter 3: programs
225
CHAPTER 4
CHAPTER 4: MARINE CORPS ALMANAC
MARINE CORPS ALMANAC
INTRODUCTION
This chapter provides a brief snapshot of the Marine Corps at the end
of FY 2012. It includes a brief description of Marine Corps demographics,
fiscal posture, and the age of primary equipment. As such it gives some
insight into the resources that we fuse together to create the worlds premier
fighting force.
227
USMC CONCEPTS & PROGRAMS 2013
ACTIVE DUTY OFFICER ACCESSIONS
Type Number Percent
MECEP/ECP/MCP 174 10.4%

NROTC 228 13.6%
Officer Candidate Course 216 12.9%
Platoon Leader Course 566 33.9%
Military Academies 261 15.6%
Warrant Officer Program 216 12.9%
Other 10 0.6%
Total 21,822 100%
ACTIVE DUTY OFFICER AGE DISTRIBUTION
Age Number Percent

<22 22 0.1%
22 269 1.2%
23 755 3.5%
24 1,012 4.6%
25 1,215 5.6%
26 1,219 5.6%
27 1,235 5.7%
28 1,136 5.2%
29 1,103 5.1%
30 1,064 4.9%
31-35 4,683 21.5%
36-40 3,972 18.2%
41+ 4,091 18.8%
Total 21,776 100.0%
ACTIVE DUTY OFFICER GRADE DISTRIBUTION
Rank Number Percent

Warrant Officer 2,092 9.6%
Second Lieutenant 2,511 11.5%
First Lieutenant 3,657 16.8%
Captain 6,909 31.7%
Major 3,906 17.9%
Lieutenant Colonel 1,923 8.8%
Colonel 687 3.2%
General Officer 91 0.4%
Total 21,776 100%
228
ACTIVE DUTY OFFICER OCCUPATIONAL FIELD DISTRIBUTION
Primary Female Male Total

MOS Code Description Officer Officer Officer
01 Personnel & Administration 184 565 749
02 Intelligence 90 1,307 1,397
03 Infantry 0 2,594 2,594
04 Logistics 209 1,582 1,791
06 Communications 90 1,168 1,258
08 Field Artillery 0 1,068 1,068
09 Training 0 3 3
11 Utilities 3 41 44
13 Engineer 41 672 713
18 Tank & AAV 0 377 377
21 Ordnance 2 138 140
23 Ammunition & EOD 3 138 141
26 Signals Intelligence 3 38 41
28 Ground Electronics Maintenance 4 102 106
30 Supply Administration & Operations 92 676 768
31 Distribution Management 4 30 34
33 Food Service 6 35 41
34 Financial Management 35 340 375
35 Motor Transport 1 102 103
41 Marine Corps Community Services 2 11 13
43 Public Affairs 42 121 163
44 Legal Services 84 554 638
46 Combat Camera 2 20 22
48 Recruiting & Career Planning 0 15 15
55 Music 2 20 22
57 CBRN Defense 3 117 120
58 Military Police and Corrections 27 284 311
59 Electronics Maintenance 1 74 75
60 Aircraft Maintenance 29 454 483
63 Organizational Avionics Maintenance 1 134 135
65 Aviation Ordnance 2 91 93
66 Aviation Logistics 31 277 308
68 METOC Services 1 32 33
70 Airfield Services 1 37 38
72 Air Control, Support & Anti-Air 56 598 654
73 Navigation Officer 1 26 27
75 Pilot/NFOs 199 5,343 5,542
80 Miscellaneous Requirements 97 1,244 1,341
Total 1,348 20,428 21,776
229
ACTIVE DUTY OFFICER GENDER DISTRIBUTION
Number Percent
Female
1,348 6.2%
Male
20,498 93.8%
Total 21,776 100%
ACTIVE DUTY OFFICER GRADE BY GENDER
Rank # Male % Male # Female % Female Total
Warrant Officer 1 185 0.9% 16 1.2% 201

Chief Warrant Officer 2 876 4.3% 43 3.2% 919

2nd Lieutenant 2,258 11.1% 253 18.8% 2,511

1st Lieutenant 3,389 16.6% 268 19.9% 3,657

Captain 6,461 31.6% 448 33.2% 6,909

Major 3,704 18.1% 202 15.0% 3,906

Lieutenant Colonel 1,875 9.2% 48 3.6% 1,923

Colonel 668 3.3% 19 1.4% 687

General Officers 90 0.4% 1 0.1% 91

Total 20,428 100.0% 1,348 100.0% 21,776
ACTIVE DUTY OFFICER MARINE FAMILIES
Civilian Military Guard/Reserve Children/Other

Spouses Spouses Spouses Dependents
14,169 891 63 23,447
230
ACTIVE DUTY OFFICER RACIAL AND GENDER DISTRIBUTION
Black Black Hispanic Hispanic White White Other Other

Rank Female Male Female Male Female Male Female Male Total
WO/CWO 22 231 23 220 57 1,389 7 143 2,092
2ndLt 24 103 15 134 193 1,848 21 173 2,511
1stLt 8 118 21 172 187 2,717 52 382 3,657
Capt 24 279 40 348 346 5,403 38 431 6,909
Maj 26 273 17 220 129 2,988 30 223 3,906
LtCol 3 103 3 71 39 1,615 3 86 1,923
Col 1 22 9 16 623 2 14 687
Gen 6 1 3 79 2 91
Total 108 1,135 120 1,177 967 16,662 153 1,454 21,776
ACTIVE AND RESERVE ENLISTED ACCESSIONS
Non-prior Service Accessions

30,508
Prior Service Accessions
6
Total Active Accessions 30,514
Non-prior Service Accessions

5,5,450
Prior Service Accessions

4,210
Total Reserve Accessions

9,660
Total USMC 40,174
231
ACTIVE DUTY ENLISTED OCCUPATIONAL FIELD DISTRIBUTION

MOS Code Description Enlisted Enlisted Enlisted
01 Personnel & Administration 1,687 5,401 7,088
02 Intelligence 426 3,137 3,563
03 Infantry 0 31,892 31,892
04 Logistics 476 3,531 4,007
05 MAGTF Plans 41 362 403
06 Communications 1,287 13,505 14,792
11 Utilities 220 2,627 2,847
13 Engineer 355 7,986 8,341
18 Tank & AAV 0 2,899 2,899
21 Ground Ordnance Maintenance 73 4,107 4,180
23 Ammunition & EOD 201 1,939 2,140
26 Signals Intelligence 392 2,891 3,283
28 Grd. Electronics Maint. 160 4,921 5,081
30 Supply Admininstration & Operations 1,510 5,344 6,854
31 Distribution Managememt 114 464 578
33 Food Service 412 1,905 2,317
34 Financial Management 234 1,051 1,285
35 Motor Transport 783 13,071 13,854
55 Music 164 793 957
58 Military Police & Corrections 361 4,361 4,722
59 Electronics Maintenance 89 1,498 1,587
60 Aircraft Maintenance 477 4,833 5,310
61 Aircraft Maintenance (Rotary Wing) 263 7,195 7,458
62 Aircraft Maintentance (Fixed Wing) 164 3,945 4,109
63 Organizational Avionics Maintenance 373 4,393 4,766
64 Intermediate Avionics Maintenance 212 2,882 3,094
65 Aviation Ordnance 199 2,724 2,923
66 Aviation Logistics 387 1,747 2,134
68 Meteorology & Oceanography 57 412 469
70 Airfield Services 215 2,016 2,231
72 Air Control, Support & Anti-Air 133 1,907 2,040
84 Career Recruiting 8 505 513
89 SgtMaj/1stSgt 91 1,507 1,598
Total 12,593 163,824 176,417
232
ACTIVE DUTY ENLISTED GENDER DISTRIBUTION
Number Percent
Female
12,593 7.1%
Male
163,824 92.9%
Total 176,417 100%
ACTIVE DUTY ENLISTED GRADE BY GENDER
Rank # Male % Male # Female % Female Total
Private 12,553 7.7% 800 6.4% 13,353

Private First Class 18,670 11.4% 1,712 13.6% 20,382
Lance Corporal 44,708 27.3% 3,586 28.5% 48,294
Corporal 32,170 19.6% 2,719 21.6% 34,889
Sergeant 26,521 16.2% 1,973 15.7% 28,494
Staff Sergeant 15,347 9.4% 996 7.9% 16,343
Gunnery Sergeant 8,547 5.2% 540 4.3% 9,087
1stSgt/MSgt 3,754 2.3% 203 1.6% 3,957
SgtMaj/MGySgt 1,554 0.9% 64 0.5% 1,618
Total 163,824 100% 12,593 100% 176,417
ACTIVE DUTY ENLISTED MARINE FAMILIES
Civilian Military Guard/Reserve Children/Other

Spouses Spouses Spouses Dependents
72,530 6,438 463 85,554
233
ACTIVE DUTY ENLISTED RACIAL AND GENDER DISTRIBUTION
Black Black Hispanic Hispanic White White Other Other

Rank Female Male Female Male Female Male Female Male Total
Private 111 1,234 131 1,763 512 8,987 46 569 13,353
Private First Class 272 1,825 296 2,383 1,044 13,576 100 886 20,382
Lance Corporal 518 3,660 528 4,846 2,277 33,979 263 2,223 48,294
Corporal 417 3,012 418 3,300 1,604 23,961 280 1,897 34,889
Sergeant 340 2,890 382 3,688 1,023 17,759 228 2,184 28,494

Staff Sergeant 209 2,236 219 2,552 444 9,352 124 1,207 16,343
Gunnery Sergeant 119 1,434 122 1,418 241 5,069 58 626 9,087
1stSgt/MSgt 68 733 36 514 83 2,216 16 291 3,957

SgtMaj/MGySgt 24 394 9 146 28 924 3 90 1,618
Total 2,078 17,418 2,141 20,610 7,256 115,823 1,118 9,973 176,417
234
RESERVE OFFICER AGE DISTRIBUTION
Age Number Percent
<22 0 0.00%
22 7 0.17%
23 34 0.84%
24 56 1.38%
25 71 1.75%
26 91 2.25%
27 107 2.64%
28 131 3.23%
29 124 3.06%
30 125 3.08%
31-35 738 18.21%
36-40 843 20.80%
41-45 953 23.52%
46-50 600 14.81%
51-55 156 3.85%
56-60 15 0.39%
61+ 1 0.02%
Total 4,052 100%
RESERVE OFFICER GRADE DISTRIBUTION
Rank Number Percent
Warrant Officer 297 7.3%
Second Lieutenant 383 9.5%
First Lieutenant 181 4.5%
Captain 828 20.4%
Major 1,083 26.7%
Lieutenant Colonel 955 23.6%
Colonel 313 7.7%
General Officer 12 0.3%
Total 4,052 100%
235
SELECTED MARINE CORPS RESERVE OFFICER

OCCUPATIONAL FIELD DISTRIBUTION

MOS Code Description Officer Officer Officer
01 Personnel & Administration 40 116 156
02 Intelligence 28 334 362
03 Infantry 0 550 550
04 Logistics 61 329 390
06 Communications 17 210 227
08 Field Artillery 0 221 221
09 Training 0 0 0
11 Utilities 0 12 12
13 Engineer 13 154 167
18 Tank & AAV 0 112 112
21 Ordnance 0 6 6
30 Supply Administration & Operations 23 138 161
31 Distribution Management 0 2 2
35 Motor Transport 0 17 17
55 Music 0 0 0
58 Military Police and Corrections 6 53 59
68 METOC Services 0 2 2
72 Air Control, Support &Anti-Air 15 104 119
75 Pilot/NFOs 22 560 582
80 Miscellaneous Requirements 14 459 473
Total 285 3,767 4,052
236
RESERVE ENLISTED AGE DISTRIBUTION
Age Number Percent

17-18 810 2.11%
19 2,751 7.15%
20 3,637 9.45%
21 4,169 10.83%
22 4,356 11.32%
23 4,056 10.54%
24 3,899 10.13%
25 3,164 8.22%
26-30 7,432 19.31%
31-35 2,258 5.87%
36-40 1,057 2.75%
41-45 632 1.64%
46-50 225 0.58%
51-55 39 0.10%
56-60 6 0.02%
60+ 1 0.00%
Total 38,492 100%
RESERVE ENLISTED GRADE DISTRIBUTION
Rank Number Percent

Private 3,224 8.38%
Private First Class 4,711 12.24%
Lance Corporal 15,540 40.37%
Corporal 6,275 16.30%
Sergeant 5,076 13.19%
Staff Sergeant 1,896 4.93%
Gunnery Sergeant 1,153 3.00%
1stSgt/MSgt 435 1.13%
SgtMaj/MGySgt 182 0.47%
Total 38,492 100%
237
RESERVE ENLISTED OCCUPATIONAL FIELD DISTRIBUTION

MOS Code Description Enlisted Enlisted Enlisted
01 Personnel & Administration 329 1,297 1,626
02 Intelligence 37 560 597
03 Infantry 0 7,947 7,947
04 Logistics 96 1,224 1,320
06 Communications 137 3,194 3,331
09 Training 0 0 0
11 Utilities 48 706 754
13 Engineer 88 3,137 3,225
18 Tank & AAV 0 719 719
21 Ground Ordnance Maintenance 12 892 904
30 Supply Admininstration & Operations 234 1,303 1,537
31 Distribution Managememt 25 131 156
35 Motor Transport 121 3,999 4,120
55 Music 2 1 3
58 Military Police & Corrections 33 803 836
61 Aircraft Maintenance (Rotary Wing) 10 323 333
62 Aircraft Maintentance (Fixed Wing) 7 251 258
64 Intermediate Avionics Maintenance 9 129 138
68 Meteorology & Oceanography 1 22 23
72 Air Control, Support & Anti-Air 15 145 160
84 Career Recruiting 1 37 38
89 SgtMaj/1stSgt 6 207 213
99 Miscellaneous Requirements 0 0 0
Total 1,555 36,937 38,492
238
MARINE CORPS FISCAL RESOURCE OVERVIEW

(THEN YEAR DOLLARS)
Marine Corps Fiscal Resource Overview

50 48.2
Forecast
OCO BISOG 45.1 45.0 43.3
45 Baseline BISOG 5.6
1.7 2.6
OCO Green 39.8 2.5 40.0 39.0
40 Baseline Green 1.4 1.4 1.1
8.1 9.3 35.5
34.8 9.4 8.0 34.1
Updated 2013
35 0.8 7.7 32.5 33.2
31.7 7.4 7.1
$B 29.1 0.4
30 27.3 7.2 6.8 9.0 10.1
0.7 9.5 6.9 8.0
5.7 7.7
data to come
0.2 6.0 12.5 6.9
25 6.1
6.3 13.4
19.4 9.6
3.0 8.1
20 16.7 0.5 2.1
15.9
4.7
26.1 26.0
15 3.5 4.1 0.3 25.3 25.2 25.1 25.4
24.8
22.0 24.6 23.9
19.3 18.7
10 17.2 17.2 17.6
12.6 13.9
12.4
5
0 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Note 1: Prior years reflect enacted funding only

Note 2: FY12 OCO Green includes the $455M Section 9014 reductions
Note 3: Due to rounding, some numbers may not add
Last Updated: RFC 2-Feb-12
MARINE CORPS FISCAL LANDSCAPE
16.00
14.00
Updated 2013
$ in Billions
12.00
Military Personnel
10.00
8.00
data to come
Operations and
6.00 Maintenance
4.00
2.00 Military Construction/

Family Housing Investment
0.00
FY11
FY12
FY13
FY14
FY15
FY16
FY17
239
Marine Corps Fiscal Year 2013 Total Baseline TOA
MARINE CORPS FISCAL YEAR 2013 TOTAL BASELINE TOA

($ IN MILLION)
DHAMC $81
$673 $20
DHAMCR $1,033
$29
$30
FHCON
$665 $711
$298
FHOPS
$272 $1,623
Updated 2013
MCN
MCNR
MPMC
OMMC
data to come $5,983
$12,481
OMMCR
PANMC
PMC
RDTEN
RPMC
MARINE CORPS FISCAL YEAR 2013 APPROPRIATIONS

Marine Corps Fiscal Year 2013 Appropriations
$790
Military Personnel
$2,954
Operations and
Maintenance
Updated 2013
Investment
data to come
$6,255 $13,901
Military Construction/
Family Housing
240
MARINE CORPS PROCUREMENT SUMMARY ($ IN MILLION)

Marine Corps Procurement Summary ($ in Millions)
9.0 Total 7.9 8.1
Supplemental
8.0
Baseline
7.0 6.3
6.0 4.2
5.0
2.7 4.1
Updated 2013
5.0 7.2
3.8
4.0 3.1
3.4 2.7
3.0
2.0
1.6 1.4
data to come3.7 3.6
3.1 2.2
1.8 1.3
1.0 1.6 1.4 1.6 1.6 1.3 1.4

0.9 1.3
0.0
FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12
Marine
MARINE Corps
CORPS Selected
SELECTED Ground
GROUND Equipment
EQUIPMENT AGE Ages
45
Program Service Life
42 Average Equipment Age 42
40
38 Service Life Extension Program
Age of Oldest In Inventory
35
35
34
30
30
27
Updated 2013
25 26
23
22 22 22
20
data to come
20 20 19
20
15
15 15
14
12 13
10 10
7 9
8 8
5 5 4
5
3 4
0 2
AAV M T VR HMMWV LV S L AV
M777A2 M1A1 HIMARS
Replacement ACV WRECKER FAMILY HMMWV -A2 E CV LV S R LAV -A2
IOC TBD 2005 2004 2001 1999 2006 2009 2005 1991 2008
FOC TBD 2011 2010 2010 2006 2017 2012 2009 1993 2011
241
Marine Corps Selected Aviation Equipment Ages

MARINE CORPS SELECTED AVIATION EQUIPMENT AGE
Program Service Life

45 Average Equipment Age
44
Age of Oldest In Inventory
41
40 42
40 40 40 39
38 40
38 38
35 36
33
33 32
30
30 30 30
25 27
25 27
25 25
23 25 25 25
Updated 2013
21 24 23
20 22
21
20
15
14
17
data to come
16
10
10
7
5
5 4 2
3
0
AV-8B EA-6B FA-18A FA-18C FA-18D KC-130J KC-130T AH-1W CH-46E CH-53D CH-53E UH-1N UH-1Y MV-22B
Replacement F-35 F-35 F-35 F-35 F-35 N /A KC-130J AH-1Z MV-22 CH-53K CH-53K UH-1Y N /A N /A
IOC 2012 2012 2012 2012 2012 2014 2011 2007 2018 2020 2008
FOC 2025 2025 2025 2025 2025 2021 2020 2018 2020 2026 2015
242
Concepts and Programs is printed annually by the Program
Assessment and Evaluation Division, Program and Resources
Department, HQMC, 3000 Marine Corps Pentagon, Washington,
D.C. 20350-3000 under printing and distribution guidelines
established by Marines.
Postmaster: Send change of addresses to:

Commandant of the Marine Corps (P&R, PAE)
Concepts and Programs Program Manager
3000 Marine Corps Pentagon
Washington, D.C. 20350-3000
To find Concepts and Programs on the web, go to:

http://www.hqmc.marines.mil/pandr/ConceptsandPrograms.aspx
For additional copies call: 703-695-7663

The Pacific is a vast maritime theater that is vital to our nations strategic
interests. In support of our national strategy we are adjusting our Pacific
laydown to meet the challenges of the 21st century. By doing so, Marines
are uniquely suited to provide a forward and real presence as Americas
Expeditionary Force in Readiness. We will continue to strengthen relation-
ships through engagement with allies and build new partnerships across
the breadth of this region where the Marine Corps came of age.
General James F. Amos, Commandant of the Marine Corps
U.S. MARINE CORPS

The Pacific is a vast maritime theater that is vital to our nations strategic
interests. In support of our national strategy we are adjusting our Pacific
laydown to meet the challenges of the 21st century. By doing so, Marines
are uniquely suited to provide a forward and real presence as Americas
Expeditionary Force in Readiness. We will continue to strengthen rela-
tionships through engagement with allies and build new partnerships
across the breadth of this region where the Marine Corps came of age.
General James F. Amos, Commandant of the Marine Corps
FPO
U.S. Marine Corps

USMC Concepts & Programs 2013

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U.S.

Inclu d es T he Mar ine C or p s Almanac

U.S. Marine Corps

A Message from the

Concepts and Programs 2013 provides a status

update of the United States Marine Corps. Drawing

on our role as the Nations Expeditionary Force in

Readiness, we have long recognized that our continued success depends

on our capacity to prepare for, and adapt to the ever-changing global

security environment. Marines are expeditionary by nature and

maintain a high state of readiness by design. We are proud of what our

Corps in close partnership with the Navy contributes to Americas

forward presence and power projection. Combined with the unique

contributions of joint and coalition partners, these capabilities provide

America with a potent and versatile military arsenal.

of an uncertain security environment.

U.S. Marine Corps

A Message from the Commandant U.S. Marine Corps Forces Pacific

End Strength . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Section 3: Investing in the Education and

THE UNITED STATES MARINE CORPS:

The Marine Corps is Americas Expeditionary Force in Readiness

Strategic Demands and the Security Environment

Marine Corps Operations

The flexibility and utility of amphibious forces

MARINE AIR-GROUND TASK R

Command Element (CE) Logistics Combat Element (LCE)

Marine Expeditionary Brigade

Counsel for the

marine corps marine corps Program

Marine Barracks Director

DC, Manpower & DC, plans, policy

DC, Installations DC, Combat development DC, Programs

Director Director Inspector General of

Director Legislative Assistant to Director

Director Expeditionary Staff Judge Advocate Director

Operating Forces MARINE CORPS FORCES

U.S. Marine Corps Forces Command

2d 2d Marine chemical bio-

U.S. Marine Corps Forces Command Units

II Marine Expeditionary Force

II Marine Expeditionary Force 2d Tank Battalion

II Marine Expeditionary Force Headquarters Group 2d Light Armored Reconnaissance Battalion

8th Communications Battalion 2d Combat Engineer Battalion

2d Intelligence Battalion 2d Reconnaissance Battalion

6th Marine Regiment Marine Medium Tiltrotor Squadron 162

8th Marine Regiment Marine Medium Tiltrotor Squadron 365

1st Battalion Marine Medium Tiltrotor Training Squadron 204

Force Structure Changes as of 30 Sept 2013

U.S. Marine Corps Forces Command Units

II Marine Expeditionary Force (cont.)

Marine Heavy Helicopter Squadron 366 2d Marine Logistics Group

Marine Aircraft Group 31 Combat Logistics Regiment 2

Force Structure Changes as of 30 Sept 2013

U.S. MARINE CORPS FORCES, PACIFIC

III Marine Expeditionary

1st Marine 3d Marine Logistics

11th, 13th, 15th

U.S. Marine Corps Forces Pacific Units

I Marine Expeditionary Force

I Marine Expeditionary Force 3d Assault Amphibian Battalion Company D