Attachment 4 Ref 15 TSP FY16-FY21.pdf

TECOM Strategic Plan 2016-2021 1

TRAINING AND

EDUCATION

COMMAND (TECOM)

Strategic Plan

2016-2021

1 JULY 2016

TECOM Strategic Plan 2016-2021 2

1.0 SITUATION

1.1 Background

The Marine Corps has a long history as our Nation’s expeditionary, multi-capable force. We maintain this title, in large measure, due to our distinctive ability to continually adapt our priorities and operations to meet the threat. Carefully built on a balanced blend of enduring requirements (basic Marine combat skills) and emergent requirements (tailored to meet specific threats, changes to equipment, warfighting doctrine, etc.), our training and education continuum

(Annex A) progressively prepares individual Marines, units, and Marine Air Ground Task Forces

(MAGTFs) to fight across a range of military operations (ROMO).

In July 2000, with the establishment of Training and Education Command (TECOM), the Marine

Corps centralized the development and delivery of training and education in order to standardize the preparation of individual Marines and units. Today, TECOM proudly leads the execution of the Commandant of the Marine Corps’ (CMC’s) Title 10 training and education responsibilities.

In support of current force generation activities, we provide relevant and effective entry level training, Service-level MAGTF pre-deployment training, and support for both unit mission essential task list (METL) -based training at home stations and training and education assessments. Our role in future force development continues to evolve and gain more clarity through our involvement in the Marine Corps’ force development processes and activities.

Since our inception, TECOM has grown to meet training and education requirements resulting from more than a decade of combat operations in Iraq and Afghanistan. Some examples of solutions we created to meet these emergent requirements include the Center for Advanced

Operational Culture Learning (CAOCL), the Marine Corps Tactics and Operations Group

(MCTOG), and MAGTF Training Program. Now concluding over 14 years of conflict and nation-building in the Middle East, significant budget and force structure cuts challenge our programs at a time when training and education requirements continue to increase (i.e., cyber, special purpose MAGTFs). These budget reductions force us to more closely scrutinize our training and education resources and programs against our requirements.

Over the past four years, in anticipation of these cuts, we have streamlined our organizational structure, down-sized our workforce through natural attrition, and instituted more defined and transparent decision-making processes to support governance and requirements management.

We stood up the Training and Education Resource Overview Council (TEROC) to provide more rigor in terms of the level of detail we share about our programs, criteria for making resource decisions, and greater visibility of command-wide decisions and priorities. All of these efforts have one aim – to ensure that we continue to deliver the quality training programs our Marines need.

TECOM Strategic Plan 2016-2021 3

1.2 Current Situation

Demand for unique warfighting capabilities in and around littorals and additional warfighting capabilities, particularly in urban areas, is expected to grow. The Marine Corps must continue to evolve its capabilities to counter future adversaries, which will likely include a diverse array of conventional, irregular, and/or hybrid threats. Our adversaries continually seek new ways to challenge our capabilities with a diverse array of technologies, including weapons of mass destruction, cyber capabilities, and unmanned aerial systems, as well as more effective conventional means. This churn and resulting complexity of the future operating environment continually increases the training demands on the force.

While we are limited in our ability to accurately forecast long-term future requirements, or how training and education delivery will look in ten or twenty years, Annex B provides us a start.

It contains our attempt to develop a vision that addresses the future albeit it will constantly evolve as new capabilities, and associated training and education requirements, are identified. The gaps identified through Annex B are specifically named in Annexes C, D, and

G against LOE 5 and are derived from the

Force Development Strategic Plan (FDSP) Campaign of Learning and the associated

Warfighting Challenges.

For planning purposes, LOEs 1-4 address the next five years (near term) in more detail since we have greater understanding of how our enduring capabilities will be affected. The 6-30 year horizon (mid- and long-term) is less clear as it involves emergent capabilities for which no concept or doctrine has yet been developed; these are contained primarily in LOE 5. What we do know is that coordination and supervision of the training and education continuum is absolutely critical for mission readiness in this next decade. All our efforts have been deliberate and directed towards developing Marines for the fight, but they must also be coordinated. We must not let the impediment of our stovepipes get in the way, but rather find ways to communicate across these boundaries in order to present the strength of our capabilities as a whole. The future of the Marine Corps relies on TECOM’s collective ability to adapt to changing requirements, incorporate emerging technologies, and provide integrated solutions with declining resources across the training and education continuum.

Our efforts must be guided by higher guidance, a common purpose, a deliberate means to assess our programs using a common framework, and a selfless desire to do what is best for the Marine

Corps. This Strategic Plan is TECOM’s common vision (or map) and direction (or priorities). It is a core tool for coordinating both long-term planning and institutional assessment and making it part of our operational environment across TECOM.

TECOM Strategic Plan 2016-2021 4

Despite the initial budget and structure cuts, we continue to maintain our focus on the needs of the warfighter and the combatant commands so as to consistently provide effective Marines and units who are ready for the fight. While a decentralized style of operations is our strength, it also presents some challenges. Without a consistent means to effectively assess the health of our programs at improving readiness, we cannot determine the extent to which resource cuts and/or new requirements have impacted our training and education capabilities on the whole. This, in turn, prevents us from forming a common understanding of our programs beyond the cursory level, which limits our ability to reinforce (or advocate for) TECOM actions when they fall outside our individual programs.

2.0 MISSION

2.1 Mission

At its core, our mission is to provide training and education to Marines that enhances the readiness and resilience of the force. Although this may sound simple, we know it is not. As requirements change, so must our programs and standards change (across the continuum) in order to deliver a consistently relevant asset to the combatant commanders. We provide effective training and education that reflects the right balance of enduring and emergent requirements within finite training time and resources.

TECOM MISSION

To develop, coordinate, resource, execute, and evaluate training and education concepts, policies, plans, and programs to ensure Marines are prepared to meet the challenges of present and future operational environments

TECOM VISION

To provide the best possible training and education programs, facilities, cadre, and learning opportunities across the training and education competencies, with which to develop and assess our future combat leaders and operational force units in meeting the dynamic challenges of the next decade

Our value proposition to the Marine Corps is not in the programs themselves, but in what they collectively produce: individual Marines and units that are ready to answer our Nation’s call.

However, staying true to our Marine ethos, we are committed to executing our mission in a decentralized manner that capitalizes on the leadership, initiative, intellect, and innovation of

Marines and civilian Marines at all levels. To this end, we are organized to execute our mission across dispersed geographic locations which include CONUS and OCONUS sites.

TECOM Strategic Plan 2016-2021 5

Training and Education Command

(TECOM)

Marine Corps Recruit Depot

Parris Island

(MCRD PI)

Marine Corps Recruit Depot

San Diego

(MCRD SD)

Training Command

(TRNGCMD)

Education Command

(EDCOM)

MAGTF Training Command

(MAGTF-TC)

TECOM Command Element

(TECOM Headquarters

(TECOM HQ))

Figure 2-1 TECOM Organization

2.2 Core Competencies

Marine Corps’ core competencies define unique skills Marines and MAGTFs possess to meet combatant commander requirements to posture us within the Joint Operating Environment (JOE) and successfully defeat our adversaries across the ROMO.

MARINE CORPS CORE COMPETENCIES

1. Conduct complex expeditionary operations in the urban littorals and other challenging environments

2. Employ integrated combined arms across the ROMO and operate as part of a Joint or multinational force

3. Conduct Joint forcible entry operations from the sea and develop amphibious landing force capabilities and doctrine

4. Conduct persistent forward naval engagement and be always prepared to respond as the Nation’s force in readiness

5. Lead joint and multinational operations and enable interagency activities

6. Provide forces and specialized detachments for service aboard naval ships, on stations, and for operations ashore

TECOM core competencies discipline our training and education programs to contribute directly to the development and mastery of those skills.

TECOM CORE COMPETENCIES

1. Transform civilians to Marines, imbued with our Warrior ethos and reflecting the Marine Corps’ ethics and core values

2. Provide Marines with the initial skills of their assigned Military Occupational Specialty (MOS) to allow them to function in the Operating Forces (OPFORs)

3. Provide progressive education and training that will allow Marines to assume increasing responsibilities, and increase their decision-making abilities

4. Enable home station training to ensure the OPFORs are able to function as MAGTFs in Joint environments

5. Develop and execute Service-level training programs and assessments that support the readiness of MAGTFs to deploy in support of missions across the ROMO

6. Identify and establish training in those common skills that are integral to all Marines, regardless of rank or MOS, and ensure that “Every Marine is a rifleman”

TECOM Strategic Plan 2016-2021 6

By following the training and education continuum from boot camp through increasingly challenging training events in complex environments, our programs prepare Marines for combat by progressively developing and honing their warfighting skills. By using metrics and performance targets we will measure the effectiveness and efficiency of our programs and ensure limited resources result in maximum, consistent combat readiness across the Marine Corps.

3.0 EXECUTION

3.1 Commander's Intent

The intent of this document is to focus our efforts on providing high quality training and education based on more informed decisions and better coordination, regardless of restraints.

In all our actions, we must consider how our individual decisions affect our collective ability to provide quality programs for the Marine. We must keep the requirement out in front of us, coordinate with each other in more earnest, and understand the numbers. Austere environments bring tough choices. We will, in some instances, be forced to make decisions affecting either the quality of our programs, the quantity of Marines we put through them, or both. Some of these training and education decisions lie in the hands of decision-makers external to TECOM and it is our responsibility to inform them in a logical, facts-based manner. Coordination is not the goal itself, but it is the means by which we can achieve it.

3.2 Commander's Priorities

Everything we do must be focused on achieving our mission: train and educate Marines. Our

Marines and our nation depend on relevant training and education programs that prepare Marines to face life-and-death challenges. These programs must continually evolve based on requirements and the capabilities industry makes available to us.

Our priorities are:

Develop training and education capabilities that enhance leaders’ abilities to make decisions;

Train and educate the force to succeed in distributed operations and increasingly complex environments;

Better leverage modern immersive training and simulation technologies that are fully integrated with training and readiness standards;

Train and educate Marines to effectively operate in and exploit the cyber domain;

Improve our ability to assess the readiness of TECOM and existing training programs;

and, Expand gender neutral training standards across the force.

TECOM Strategic Plan 2016-2021 7

3.3 Concept of Operations

As illustrated in Figure 3-1, this plan lays out five lines of effort (LOEs) that directly support our mission. These LOEs are then supported by a descending tier of major objectives (MOs), and critical tasks (CTs) that define the necessary capability requirements we must deliver in order to execute against them. For those CTs that cannot be executed to the level required, we define the

Capability Gaps (CGs) and the dependencies to closing these gaps. At this level of detail, we can more readily assign accountability and establish timelines. More importantly, we will apply performance metrics to gauge whether we are meeting our goals and ensure commanders are satisfied with the quality of the Marines and units they receive.

Critical Tasks (CTs)

Tasks, as necessary

Capability Gaps (CGs), where applicable

TECOM VISION

To provide the best possible training and education programs, facilities, cadre, and learning opportunities across the Training and Education competencies, with which to develop and assess our future combat leaders and operational force units in meeting the dynamic challenges of the next decade

TECOM MISSION

To develop, coordinate, resource, execute, and evaluate training and education concepts, policies, plans, and programs to ensure Marines are prepared to meet the challenge of present and future operational environments

TECOM GOAL: Train and Educate the Force

Deliver high quality programs across the training and education continuum in order to prepare the force for the current and future fight, ensuring the Marine Corps meets national strategic and combatant commander requirements in a dynamic and uncertain security environment

LOE 1

Deliver MOS qualified individual

Marines through the civilian-to-Marine transformation to meet operational demands

LOE 2

Develop leaders prepared to assume leadership roles in

Marine Corps and

JIIM assignments

LOE 3

Provide standardized training to operate as a MAGTF in current and future environments

LOE 4

Leverage innovative technologies to enhance training and education

LOE 5

Adapt training and education to new capabilities

MO 1.1

MO 1.2

MO 1.3

MO 5.1

MO 5.2

MO 5.3

MO 2.1

MO 2.2

MO 3.1

MO 3.2

MO 3.3

MO 4.1

MO 4.2

MO 4.3

MO 4.4

L

IN

E S

O F

E F

F O

R T

L

O E s)

M A

J

R

B

J E

C T

IV

S

(M s)

C H

A R

T

R

L

V E

L D

E T

A

IL

Figure 3-1 TECOM Strategic Plan Taxonomy

This structure is designed to provide a useful and effective framework for monitoring and guiding TECOM in the accomplishment of this plan and its overall mission.

LOEs are statements describing what TECOM desires to accomplish during the span of this plan. They stem from our vision, mission, and enterprise goal.

MOs are broadly stated, yet sufficiently defined, attainable, and measurable statements of capabilities that are required to achieve their associated LOE.

TECOM Strategic Plan 2016-2021 8

CTs are clearly defined, measurable, and quantifiable elements of an MO. These are action statements (not capability solutions) that provide a roadmap for accomplishing

LOEs through their associated MOs. The CTs further define the “how” by assigning responsibilities and schedules to tactical level activities. CTs provide the sequencing, integration, and accountability necessary to accomplish the MOs.

Tasks provide further detail to the roadmap, as necessary. They refine the priorities of work to permit reporting assessments, thus enabling visibility and accountability of major components.

CGs represent an inability to meet or exceed a capability requirement, resulting in an associated operational risk.

Annex C specifies the organizations that are accountable for leading, supporting, or coordinating the execution of each initiative -- LOEs through CGs. This plan is dynamic and flexible, designed to incorporate changes incrementally, as required, without needing to undergo time-consuming wholesale revision. To accomplish this, we have established self-contained, “plug and play” charters in Annex D in order for Leads to articulate their CTs, Tasks, and CGs at the strategic level. As these individual missions or requirements evolve, the CT Lead is responsible for revising and submitting the associated charter through the proper TECOM staffing procedure.

This method allows the plan to remain relevant and actionable. MO Leads are responsible for using this charter as a tool to plan, budget, communicate/coordinate, and execute their program.

All TECOM personnel need to know how their daily actions contribute to the achievement of this plan and our mission.

3.4 Tasks

This plan focuses our aim point on the TECOM core competencies with specific emphasis on implementing the main objectives and critical tasks assigned in the FDSP. In doing so, we will achieve mission success by training and educating the current force and in shaping our approach to future force development. It is imperative that we focus the necessary training and education requirements to support a five domain – sea, air, land, space, and cyberspace - MAGTF.

This Strategic Plan complies with the priorities set forth in higher guidance (Annex E) and the

Joint Capability Assessments (JCAs) (Annex F). Its success in steering implementation of the goals described in Paragraph 3 is firmly rooted in our ability to sustain focus on a common command vision and integrate our solutions for the benefit of the Warfighter and our Nation.

To foster integrated actions across the enterprise, TECOM G-3/5/7 serves as the lead agent for all LOEs. MO Leads are responsible for monitoring and reporting progress against the CGs in accordance to their POA&Ms (contained in their charters). CGs are called out for purposes of closer monitoring, faster resolution, and/or risk mitigation. MO and CT Leads will report progress and performance through the G-3/5/7 as outlined in Annex G. Supporting organizations are responsible for assisting the lead in planning, developing, executing, and/or monitoring MOs, CTs, and CGs, and for other tasks assigned by the lead (e.g., reviews, input to course of action

(COA) development).

TECOM Strategic Plan 2016-2021 9

As mentioned previously, TECOM supports both force generation and force development. Some

MOs are enduring requirements that have existed since the establishment of the command while other MOs are new requirements to enable relevant training and education to better prepare

Marines for the current and emerging threats. It is fitting then, that each MO and CT is viewed through near-term, mid-term, and long-term time horizons.

A short description of LOEs and corresponding MOs follows:

LOE 1: Deliver MOS Qualified Individual Marines Through the Civilian-to-Marine Transformation Process to Meet

Operational Demands

We maintain and enhance quality programs that morally, mentally, and physically transform civilians into Marines and prepare them to serve in the operating forces. We accomplish this through entry level training, including recruit training, Schools of

Infantry and standards-based MOS training at formal learning centers. Marine officers follow a parallel process at Officer

Candidate School (OCS), The Basic School (TBS), and MOS schools. LOE 1 represents the initial transformation that continues until end of active service (EAS) or retirement.

LOE 1 has three Main Objectives:

MO 1.1: Provide basic training to recruits and evaluation of officer candidates

This MO represents the beginning of the training and education continuum with the shaping of our Marine warrior ethos, inculcating each person with our service’s core values, and imparting combat conditioning. TRNGCMD and the MCRDs at Parris Island and San Diego serve as co-lead agents for this effort.

MO 1.1 Goal: Provide each basic Marine and officer the baseline service-level understanding required to master the demands of future training and education throughout their career.

MO 1.2: Train Marines in basic infantry combat skills

This MO is unique to the Marine Corps and is not found in any of the other Services. It imparts the fact that every Marine is a rifleman; a hallmark philosophy infused into each

Marine. Successfully accomplished, MO 1.2 enables the baseline understanding of tactical level operating concepts required to facilitate mission-type orders across the

ROMO. This is primarily accomplished through the Schools of Infantry (SOIs) and TBS;

however it is reinforced via each formal learning center (FLC) throughout TRNGCMD.

TRNGCMD serves as the lead agent for this effort.

TECOM Strategic Plan 2016-2021 10

MO 1.2 Goal: Maintain the warrior ethos of all Marines, regardless of future MOS, through basic infantry skills.

MO 1.3: Deliver training programs that ensure Marines achieve basic MOS qualification and skills progression

This MO provides Marines with the necessary knowledge, skills, and aptitudes to perform the duties of their MOS and effectively contribute to their organization’s mission. Successfully accomplished, MO 1.3 enables Marines to be “brilliant in the basics,” strengthens Marines’ desire for increased knowledge and responsibility, and encourages professional growth through merit.

TRNGCMD serves as the lead agent for this effort.

MO 1.3 Goal: Deliver individual

Marines to the operating forces capable of immediately deploying with basic

MOS skills.

LOE 2: Develop Marines Prepared to Assume Leadership Roles in Marine Corps and

Joint, Interagency, Intergovernmental, and Multinational (JIIM) Assignments

This LOE provides a professional cadre of Marine leaders that are resilient, adaptive, innovative, and imbued with the creativity and moral values required to make sound tactical and ethical decisions. This is accomplished through PME and Talent Development. PME is a progressive learning system designed to educate Marines by grade throughout their career, while Talent

Development provides specialized education beyond the statutory requirements of PME.

LOE 2 has two Main Objectives:

MO 2.1: Educate Leaders to Meet the Challenges of a Complex Security

Environment

This MO is an enduring task for EDCOM / Marine Corps University (MCU) which begins with the transformation and concludes when the individual’s service obligations are satisfied. Formal PME programs for both officer and enlisted members enhance individual leadership styles, rapid critical thinking ability necessary to make sound decisions under duress, and build the competence necessary for Marines to assume increasing responsibility throughout their career. Programs other than PME provide specialized education that is critical to the future of the Marine Corps in terms of both leader development and force development. These non-PME courses support Manpower

TECOM Strategic Plan 2016-2021 11 and Reserve Affairs (M&RA) with incentives for talent management and align with

Force of the Future. Through distance learning and resident courses, TECOM provides

Marines greater access to a military education regardless of their assigned unit’s operational tempo.

TECOM also provides career-long language, regional expertise, and culture (LREC) education and training to enable

Marines to operate more effectively amongst foreign populations. We prepare individual Marines, MOS communities, and units to form

LREC-enabled MAGTFs to operate confidently across the

ROMO in foreign environments alongside a diverse community of partners and allies. EDCOM serves as the lead agent for this effort.

MO 2.1 Goal: Promote leaders’ critical-thinking and creative problem-solving abilities in preparation for positions of increased responsibility. Enable Marines with the basic, fully proficient, and master level LREC proficiency in order to provide MAGTF, Joint

Force, and Combatant Commanders the required Marine capabilities to accomplish

Mission Essential Tasks (METs) in foreign environments. Provide the benefit of a distance education that is on par with the quality of resident courses.

MO 2.2: Promote, Present, and Preserve Marine Corps History

This MO preserves and presents the cumulative operational and institutional experience of the Marine Corps as well as unit and individual achievement. Successfully accomplished, MO 2.2 serves as the primary means of honoring Marine Corps tradition, building esprit, educating current and future leaders, and transmitting our heritage to

Marines and the nation. It is imperative that we learn and study the lessons of the past to avoid repetition. Accurate history is also critical in the long-term care of our Marines to verify vital health, welfare, and veterans’ benefits related to their combat experience.

EDCOM serves as the lead agent for this effort.

MO 2.2 Goal: Record, preserve, and present the history of the Marine Corps.

TECOM Strategic Plan 2016-2021 12

LOE 3: Provide Standardized Training to Operate as a MAGTF in Current and Future

Environments

This LOE trains multi-capable units and MAGTFs to operate with JIIM forces as an integrated system. Our progressive, standards-based, and evaluated training enables Marine Corps forces to effectively integrate with Special Operations Forces (SOF) and other JIIM partners to achieve their missions in complex and dynamic operating environments. We deliver this training primarily through MAGTF-TC and the MAGTF Staff Training Program (MSTP). The process for the development of training standards falls under the MAGTF Training and Education

Standards Division (MTESD).

LOE 3 has three Main Objectives:

MO 3.1: Provide standardized service-level training in accordance with MCO

3500.11

MO 3.1 guides, synchronizes, and supports

Service-level training of units to conduct integrated MAGTF operations. This program ensures the proper training of both maneuver forces and their respective battle staffs that provide command and control.

Successfully accomplished, MO 3.1 produces effective multi-capable MAGTFs able to perform operations in complex JIIM environments against hybrid threats. MAGTF-TC serves as the lead agent for this effort.

MO 3.1 Goal: Develop operating forces capable of demonstrating tactical competence and decisive action when faced with dynamic conditions.

MO 3.2: Establish individual and collective tasks that ensure standardization of training

The Training and Readiness (T&R)

Program provides overarching service hierarchy, integration, common terminology and framework for Program of Instruction

(POI) development to the respective

Ground, Aviation, and Common Skills domains. Successfully accomplished, MO

3.2 enables standards-based training throughout the operating forces. MTESD serves as the lead agent for this effort.

TECOM Strategic Plan 2016-2021 13

MO 3.2 Goal: Provide effective individual and collective conditions and standards to successfully operate across the ROMO.

MO 3.3: Support force generation through the development and execution of pre-deployment training

This MO coordinates and publishes relevant training and education requirements specific to geographical combatant commander areas of responsibility. Inherent in this MO is the ability to consistently integrate and maintain the relevance of requirements. Successfully accomplished, MO 3.3 ensures that service, theater, skill progression, and functional training and education requirements are satisfied prior to deployment. The G-3/5/7 serves as the lead agent for this effort.

MO 3.3 Goal: Ensure individuals and organizations can effectively meet geographic combatant commander theater requirements.

LOE 4: Leverage Innovative Technologies to Enhance Training and Education

LOE 4 leverages modern, immersive training and simulation technologies to ensure Marines encounter their first tactical and ethical dilemmas in a training event vice actual combat. We support home station unit training by providing units with access to modernized ranges and other

LVC training capabilities.

LOE 4 has four Main Objectives:

MO 4.1: Increase skill levels and confidence of individuals and units through more repetitious and realistic training using modern simulations-based capabilities

MO 4.1 fulfills the 36th CMC Planning

Guidance to leverage modern technologies in order to enhance training and education.

“Our investment in training systems will reflect the priority we place on preparing for combat and be fully integrated with training and readiness standards.” Successfully accomplished, it reduces training risk, enhances personal relative experience, and creates training efficiencies through repetition of action in complex environments. Training and Education Capabilities Division (TECD) serves as the lead agent for this effort.

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MO 4.1 Goal: Live training opportunities are invaluable; where feasible, expand training opportunities, reduce training costs, improve safety, and maintain high levels of proficiency and readiness by employing innovative simulations and simulators.

MO 4.2: Provide ranges and training areas that meet OPFOR live training requirements

Marine Corps ranges support Marines achieving and maintaining combat readiness and enhance their live-fire and combined arms training. Our single, integrated program modernizes and sustains current ranges and develops new ranges. TECD serves as the lead agent for this effort.

MO 4.2 Goal: Provide the necessary environment to train Marines across a spectrum of weapons and combined arms operations.

MO 4.3: Enhance student learning at Formal Learning Centers (FLCs) through the use of technology

MO 4.3 addresses the research and incorporation of evolving technological advances that are relevant for the delivery of training and education across the continuum at FLCs.

Successfully executed, it complements existing technological capabilities to provide 21 st century training and education to our Marines. The G-6 serves as the lead agent for this effort.

MO 4.3 Goal: Improve training and education effectiveness and rate of learning through advanced technological support.

MO 4.4: Improve training realism through the use of immersive training environment capabilities in order to deliver more effective and challenging training

This MO enhances training by building operational context to facilitate rapid and effective tactical decision making. It also provides training alternatives when live training opportunities are limited or the

TECOM Strategic Plan 2016-2021 15 projected operational area is inaccessible; an example includes operating in complex urban environments. Successfully executed, MO 4.4 enables the training and education of individuals and collective units throughout the continuum. TECD serves as the lead agent for this effort.

MO 4.4 Goal: Leverage modern immersive training and simulation technologies to ensure Marines encounter their first tactical and ethical dilemmas in a training event vice actual combat.

LOE 5: Adapt Training and Education to New Capabilities

LOE 5 develops, assesses, and institutes training and education programs that address capability gaps and future operational requirements. This is accomplished primarily through internal coordination, integration, and cooperation between TECOM and Capability Development and

Integration (CD&I) staffs. The force development process forecasts future development of training and education programs and initiatives. We, in turn, evolve and adapt our existing training and education capabilities to support the new operational capabilities introduced through force development.

LOE 5 has three Main Objectives:

MO 5.1: Provide lessons learned to the service in order to drive corrective actions

This MO provides Marines with performance data, training assessments, after-action reports, briefings, forums, etc. that offer visibility on current operations and allow us to identify trends, make Doctrine, Organization, Training, Materiel, Leadership and

Education, Personnel, and Facilities (DOTMLPF) process recommendations, inform decisions and resolve issues, and promulgate lessons learned across the Marine Corps and

Joint community. Successfully executed, MO 5.1 reduces operational risk by informing and shaping our tactics, techniques, and methods in order to efficiently and more consistently enhance readiness. The G-3/5/7 serves as the lead agent for this effort.

MO 5.1 Goal: Identify required enhancements and/or gaps to current capabilities.

MO 5.2: Develop emergent training and education capabilities that enable Marines to operate successfully in future environments

This MO supports the future force by changing or adding training and education programs and initiatives in order to address new capabilities across the DOTMLPF process, to include entirely new methods of operating (derived from emerging concepts).

Successfully executed, MO 5.2 ensures the continuous delivery of timely, relevant training and education to Marines in order to effectively accomplish missions across the

ROMO. The G-3/5/7 serves as the lead agent for this effort.

TECOM Strategic Plan 2016-2021 16

MO 5.2 Goal: Maintain training and education relevance consistent with the doctrine, tactics, and employment options of future environments.

LEAD SUPPORT

LOE 1.0: Deliver MOS Qualified Individual Marines Through the

Civilian-to-Marine Transformation to Meet Operational Demands

G-3/5/7

MO 1.1 Provide basic training to Recruits and evaluation of Officer Candidates MCRDs TRNGCMD

MTESD

MO 1.2 Train Marines in basic infantry combat skills

TRNGCMD MCRDs

MTESD

MO 1.3 Deliver training programs that ensure Marines achieve basic MOS qualification and skills progression

TRNGCMD MCRDs

MTESD

LOE 2.0: Develop Marines Prepared to Assume Leadership Roles in

Marine Corps and JIIM Assignments

G-3/5/7

MO 2.1 Educate leaders to meet the challenges of a complex security environment

EDCOM M&RA

MO 2.2 Promote, present, and preserve Marine Corps history EDCOM

LOE 3.0: Provide Standardized Training to Operate as a MAGTF in

Current and Future Environments

G-3/5/7

MO 3.1 Provide standardized service-level training in accordance with MCO

3500.11

MAGTF-TC MSTPD

MTESD

MO 3.2 Establish individual and collective tasks that ensure standardization of training

MTESD TRNGCMD

MAGTF-TC

MO 3.3 Support force generation through development and execution of pre-deployment training

G-3/5/7 MAGTF-TC

LOE 4.0: Leverage Innovative Technologies to Enhance Training and

Education

G-3/5/7

MO 4.1 Increase skill levels and confidence of individuals and units through more repetitious and realistic training using modern simulations-based capabilities

TECD G-6, G-3/5/7,

MTESD,

TRNGCMD,

OPFORs, PP&O

MO 4.2 Provide ranges and training areas that meet OPFOR live training requirements

TECD

MO 4.3 Enhance student learning at FLCs through the use of technology G-6

MO 4.4 Improve training realism through the use of immersive training environment capabilities in order to deliver more effective and challenging training

TECD

LOE 5.0: Adapt Training and Education to New Capabilities G-3/5/7

MO 5.1 Provide lessons learned to the service in order to drive corrective actions

G-3/5/7 MSTPD

MO 5.2 Develop emergent training and education capabilities that enable

Marines to operate successfully in future environments

G-3/5/7 G-6

Others TBD

Table 3-1 LOE and MO Assignment Summary

TECOM Strategic Plan 2016-2021 17

3.5 Opportunities

While some MOs in this plan may appear to re-iterate the status quo, they reflect the importance and enduring nature of programs designed to produce Marines of a specific caliber. Other MOs reflect enhancements to existing programs that increase their effectiveness and relevancy.

Our programs will continuously strive to balance training quality and demand within resource limitations. The use of technology to deliver training and education can contribute to greater efficiency and effectiveness, reduced costs, and meet specific challenges of live training such as encroachment and environmental pressures. Our performance measures will help us identify and quantify gaps and risks.

We have adjusted to significant structure changes and loss of contractor support. Over the next five years, we must continue to attract and retain quality personnel who can thrive in our military environment and understand how to address changing requirements without increasing the learning curve. We are committed to working as a cohesive team of military, civilians, and contractors to bring the best training and education programs to the Marine Corps.

4.0 ADMINISTRATION AND LOGISTICS

4.1 Understanding Performance

Our operating force's ability to respond to a rapidly-changing operational environment relies on ready, high performing Marines. Methods of determining readiness and performance levels, through broader institutional metrics and indicators, are evolving and must be incorporated consistently across our programs to improve training and education and, as a byproduct, make our analysis more complete and efficient. Our end state is to ensure we are consistently (and efficiently) providing well-trained Marines to combatant commanders.

In order to “inspect what we expect” and ensure our collective decisions result in the best quality training and education programs, our internal performance management methodology assesses and informs our training and education capabilities in terms of quantity (e.g., throughput, capacity), quality (effectiveness), and relevance (aligned to current and emergent requirements) in enhancing operational readiness.

Performance management is the use of goals, measurement, evaluation, analysis, and data-driven reviews to improve results of programs as well as the effectiveness and efficiency of

Marine Corps activities.*

*NOTE: Definition derived from Marine Corps Strategic Health Assessment (MCSHA)

TECOM Strategic Plan 2016-2021 18

4.2 Metrics for Assessing Performance

The MOs within this plan are broadly stated yet sufficiently defined, attainable goals with measurable outcomes. Additionally, the CTs are clearly defined, measurable, and quantifiable statements of action that must be completed and/or sustained. Assessing our performance in these areas will allow us to properly gauge our baseline and deliberately guide our actions to the achievement of predetermined, common goals. Our alignment to the FDSP also aids us in meeting similar reporting requirements to Marine Corps leadership, thus avoiding duplication of effort.

To a large extent, TECOM already collects performance data through exercise assessments, seat counts, time awaiting training, attrition, MCCLL interviews and reports, etc. The question is not whether the data is useful within the program that collected it, but what is it telling us, on the whole, about our training and education capabilities, in terms of broader trends or opportunities.

Many of our current metrics were not designed to be meaningful at the institutional level. We will continue to work as a command to refine our command-level metrics and use these existing sources of performance data to assess our baseline and way forward.

4.3 Managing Performance

The G-3/5/7, to the extent possible, seeks to reduce the workload related to the collection, analysis, and reporting of metrics by using existing reporting tools and metrics that make sense at the command level. All MSCs are accountable for the integrity of their data and will be responsible for reporting on a routine basis. The G-3/5/7 analyzes and facilitates the reporting of strategic information to senior leadership.

Annex H contains more description around the performance management requirement and its mandate from higher leadership. Assessment reporting templates, timelines, and instructions will be published subsequent to publication of the TECOM Strategic Plan.

5.0 COMMAND AND SIGNAL

5.1 Maintaining and Updating the Plan

This is a living document and will be reviewed and updated as necessary. Regular reviews will ensure it remains at the focal point of our combined efforts and aligned to overall strategic guidance as our political, economic, and operational environment continually changes. Some sections will be updated on an as-needed basis. New Commanding Generals will document their command priorities in the cover letter portion of the plan within 90 days of assuming command.

To reduce the administrative cost, portions will be updated outside of the tri-annual cycle to reflect new or maturing MOs.

For questions or to provide input to this plan, contact the TECOM G-3/5/7 Deputy Director.

TECOM Strategic Plan 2016-2021 19

PURPOSE OF THE ANNEXES FOR THE TECOM STRATEGIC PLAN

The purpose of the annexes is to provide guidance and general programmatic information to those who are accountable for the execution and/or resourcing of this plan, whether directly or as a coordinating entity. All others are not required to read them. Those who fall in the first category will most likely only need to read the sections that apply to their organization. Senior leadership, who are accountable for the execution and/or resourcing of the entire portfolio of TECOM programs, will read the entire collection of annexes over time.

These MOs and CTs map directly to higher guidance and represent defensible requirements. The

Strategic Plan serves to codify these requirements in a single document approved by CG, TECOM.

In order for this plan to begin to be executable, the annexes provide the roles, resources (lines of funding), timelines, and performance data that good stewards of Marine Corps programs require to guide their strategic direction and outcomes. It is the responsibility of each lead organization to develop, execute, and oversee more detailed action plans to make this plan come to fruition. No document can integrate

TECOM’s training and education, but people can. This document provides the information necessary for people to take the appropriate actions to ensure our training and education remains relevant, effective, and efficient for our Marines.

TECOM Strategic Plan 2016-2021 A-1 Annex A Marine Corps Training and Education Continuum

ANNEX A

MARINE CORPS TRAINING AND EDUCATION CONTINUUM

N a v a l O p s

E x p e d it io n a ry

W a rf ig h ti n g

C ri s is

R e s p o n s e

OSD InitiativesOPLANS Joint Initiatives

Standards Based + METs Focuses = READINESS

Common Skills Training

Entry Level

Training

(MCRDs)

(TRNGCMD)

Service Level

MAGTF

Training

(MAGTF-TC)

Block 1 Block 2 and 3 Block 4

Deploy /

Employ

Professional Military Education

(EDCOM)

Unit Training

Initial / Skill Progression /

Functional Training (TRNGCMD)

Doctrine

Lessons

Learned

TECOM Strategic Plan 2016-2021 B-1 Annex B TECOM Vision

ANNEX B 1

TECOM VISION 2

A. Situation 4

From the beginning of the 20 th Century to the present the United States has had the protection afforded by 5 two oceans which minimized any real threat to the home land, and our armed forces have enjoyed 6 technical, materiel, numerical, and air superiority over our enemies. As we look to the future these 7 characteristics of geographic advantages and past conflicts are no longer certainties. Today the seas no 8 longer afford the same protection and enemies threaten us not only physically but also in cyber space. 9 Potential adversaries are now able to procure off the shelf technologies that in many cases rival our own 10 capabilities. Our reduced industrial base and the fiscal challenges of future federal budgets will also 11 impact our ability to over-match future adversaries in many areas that we have in the past taken for 12 granted. 13

We must recognize these potential changes and adapt to ensure that we are prepared to not only meet 14 these challenges but continue to dominate potential adversaries across the range of military operations. 15 Victory will not be won solely through better technology – our greatest asset is, and will continue to be, 16 our people and the abilities they bring to the fight. 17

Training and education shapes the human dimension during peacetime in anticipation for when the Nation 18 calls. Our training and education must continually change to foster critical thinking, innovation, and 19 leave behind the notions of “this is the way we’ve always done it.” While combat has a way of breeding 20 innovation, we must not wait for that inspiration on the battlefield. For one, we may not get that time and 21 secondly that growth will come at the expense of the blood and sacrifice of our Marines. From the first 22 day of basic training, we must constantly improve our Marines’ ability to rapidly adapt to increasingly 23 dynamic and ambiguous warfighting conditions by exposing them to realistic, challenging, and relevant 24 operational situations. Our enemies are adapting and we must remain ahead of them if we are to succeed 25 in future conflicts. 26

B. Vision 27

Our Marines must be conditioned, both physically and mentally, not only to anticipate and plan for 28 chaotic environments, but also to thrive in them to accomplish their mission. The strength and resilience 29 of our force relies on our adherence to basic tenets. First, we must ensure every Marine possesses the 30 skill and knowledge needed to win on the battlefield. We must also ensure every Marine possesses the 31 critical thinking and problem solving skills that enables us to execute our warfighting doctrine. As we 32 anticipate an increased need for distributed operations, it is imperative that our Marines have the physical 33 strength and initiative to execute the necessary actions to accomplish the mission, whether in the absence 34 of instructions, vague instructions, and/or instructions that are no longer applicable in the face of 35 changing situations. We must ensure our Marines possess a strong moral compass by which to wield 36 ethical and disciplined applications of force and an understanding of the strategic implications of their 37 decisions. We must educate them in culturally diverse perspectives to inform their decisions and actions 38 and how these may play out in the global news networks. As a culture, we must mentor our young 39 Marines and encourage logical thinking, unconstrained by pre-existing positions, that creates timely and 40 innovative solutions to problems under pressure. 41

TECOM Strategic Plan 2016-2021 B-2 Annex B TECOM Vision

Of course we do not operate as individuals but as units. As such, we must ensure our units possess an 42 inherent ability to operate when dispersed or distributed within the clear understanding of mission orders. 43 This begins with a progressive training continuum that prepares Marines in standardized tasks and 44 culminates in training events that place them in unexpected and challenging situations, forcing them to 45 think outside the box to solve tactical and ethical dilemmas. Our training must be realistic and immersive 46 in order to prepare for the chaotic environments and pressure we will face to include the human, cultural, 47 and political aspects of conflict. In all our instructions, we must encourage units to devise and execute a 48 timely, aggressive, and effective solution – not wait for the “right” solution. Through frequent repetition 49 applied in varied and changing conditions, we will not only be “brilliant in the basics”, but more 50 importantly know how to apply those techniques in innovative and adaptive ways that will allow us to 51 outpace the enemy’s decision cycle. 52

Achieving this requires training and education programs that are adaptive, innovative, and complementary 53 in order to deliver effective and timely solutions to emerging requirements. 54

C. Ends 55

We must continue to develop individuals and teams that can meet and overcome the challenges of future 56 operating environments. To do this we must focus on the following key factors (KFs): 57

KF 1: Ensure Marines are able to think on their feet and exploit opportunities to gain the advantage in 58 current and future operational environments, by: 59

Enhancing the ability to make timely and appropriate decisions; 60

Encouraging professional development and intellectual curiosity; 61

Establishing a culture that willingly challenges current constructs at all levels and 62 proffers recommended changes without fear of retribution or ridicule; and, 63

Providing Marines the opportunity to make honest mistakes without career-ending 64 consequences. 65

KF 2: Train in progressive and demanding environments that ensure units are prepared to operate under 66 the tenets of maneuver warfare, by: 67

Providing relevant, increasingly demanding, repetitive, and realistic training events; 68

Regularly participating in force-on-force exercises that pits units against thinking 69 adversaries and which permit the greatest amount of freedom and innovation by all 70 participants; and, 71

Using simulators/simulations in order to enhance live training and address those tasks 72 which otherwise are not able to be trained repetitively due to safety, high costs, or 73 other factors. 74

These KFs support Expeditionary Force-21, other Marine Corps operating concepts, and higher level 75 policy that define how the Marine Corps will organize and fight while operating as part of joint forces 76 with interagency, intergovernmental, and multinational partners. 77

TECOM Strategic Plan 2016-2021 B-3 Annex B TECOM Vision

D. Ways and Means 80

KF 1: Ensure Marines are able to think on their feet and exploit opportunities to gain the advantage in…