M6739923R0002 Marine Corps Tactics and Operations Group and Training and Education Command Instructors and Training.pdf

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M6739923R0002

Section SF 1449 - CONTINUATION SHEET

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0001 1 Each Mobilization & Post Award Conference

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PERFORMANCE WORK STATEMENT

Base Contract Performance Work Statement (PWS)

For Marine Corps Tactics and Operations Group (MCTOG) Support Services

1 Introduction

1.1 Mission, Vision, and Critical Capabilities

1.2 Background

1.3 Formal Learning Center

1.3.1 Advanced Individual Training

1.3.1.1 Advanced Maneuver Warfare Course

1.3.1.2 Network Engagement Course

1.3.1.3 Prepare for Combat Course

1.3.1.4 Ground Combat Element Commander’s Course

1.3.2 Advanced Collective Training

1.3.2.1 Fleet Support Training

1.3.2.2 Battle Staff Training Exercise

1.3.2.3 Reserve Mobile Battle Staff Training

1.3.2.4 External Training Exercise Support

1.3.3 MCTOG Supporting Departments

1.3.3.1 Doctrine and Training Support

1.3.3.2 Emerging Concept Development and Innovation

1.3.3.3 Advanced Training Department

1.3.3.4 Education and Learning Department

1.4 Summary

1.5 Scope

1.5.1 Detailed Requirements

2 Applicable Documents

2.1 Joint Publications

2.2 Department of Defense Publications

2.3 Department of the Navy Publications

2.4 Marine Corps Publications

2.5 Availability of Documents

3 Requirements

3.1 General Requirements

3.1.1 Non-Personal Services

3.1.2 Business Relations

3.1.3 Contractor Personnel, Disciplines, and Specialties

3.1.4 Resource Requirements

3.1.4.1 Marine Corps Enterprise Network

3.1.5 Security Requirements

3.1.5.1 Eligibility for Access to Classified Information

3.1.5.2 Qualified U.S. Contractors

3.1.6 Common Access Card

3.1.7 Visit Requests

3.1.8 Safety

3.1.8.1 Accidents and Mishaps

3.1.9 Hours of Work/Place of Performance

3.1.9.1 Short-Notice Support Requirements

3.1.10 Dress and Conduct

3.1.11 Travel

3.1.11.1 Foreign Travel

3.1.12 Privacy Act Information

3.1.13 Release of Information

3.1.14 Program Management

3.1.14.1 Program Management Plan

3.1.14.2 Contractor’s Progress, Status, and Management Report

3.1.14.3 Mobilization/Phase-Out Period

3.1.14.3.1 Mobilization

3.1.14.3.2 Phase-Out

3.1.14.4 Performance Requirement Summary (PRS)

3.1.14.5 Conferences and Reviews

3.1.14.5.1 Post Award Conference

3.1.14.5.2 Quarterly Program Management Reviews

3.1.14.6 Data

3.1.14.6.1 Data Rights

3.1.14.6.2 Data Management

3.1.14.7 Key Personnel

1 INTRODUCTION

1.1 MISSION, VISION, AND CRITICAL CAPABILITIES

Marine Corps Tactics and Operations Group’s (MCTOG’s) role is to optimize the ground combat element’s (GCE’s) preparation for, and performance in, the operational environment from its vantage point between the Fleet Marine

Forces (FMF) and supporting establishment. It does so by executing MCTOG’s given mission through an enduring vision framework that enables adaptation.

MISSION: MCTOG provides advanced individual training to designated operations and intelligence personnel and advanced collective staff training, leads doctrine and training standard development and refinement, and examines emerging concepts and technology to enhance operational readiness and interoperability in support of the Marine

Air Ground Task Force Training Command (MAGTFTC).

The MCTOG vision articulates a “future state” of our mission and provides us with an enduring identity beyond personnel changes and short-term priorities. It establishes the command’s approach and identity, providing direction and prioritizing efforts, thus forming the enduring contours of what MCTOG should do, and should not do. It is the anchor to our strategic planning efforts.

VISION: As the nexus of the GCE, MCTOG provides training and education in maneuver warfare and other critical operational and training aspects to enable the GCE’s effectiveness in any operational environment.

Our vision is realized as we:

• Develop students and GCE battle staffs to integrate the MAGTF and the Joint, Interagency, Intergovernmental, and Multinational (JIIM) capabilities within multi-domain combined arms methods to solve complex tactical problems,

• Integrate and align best practices, doctrine, and training standards to support the development and employment of Force Design 2030,

• Identify and evaluate emerging concepts for further research, development, optimization, and implementation, and

• Interweave Fleet needs, GCE responsibilities, and Service proponents to ensure priorities, requirements and actions reside in common purpose.

MCTOG has learned that executing our mission with excellence requires four “critical capabilities:” (1) staff and faculty development; (2) the curriculum; (3) the learning environment; and (4) the innovation network. These critical capabilities are interconnected and mutually dependent. They cross each department and staff section and can be strengthened even in resource constrained environments. These critical capabilities help focus MCTOG by addressing organizational aspirations that shape both daily activities and strategic action.

1.2 BACKGROUND

On May 27th, 2008, the 33rd Commandant of the Marine Corps, General James T. Conway, directed the activation of MCTOG and the establishment of the GCE Operations and Tactics Training Program (OTTP). MCTOG was created under the cognizance of the Commanding General, Training and Education Command (TECOM) as a tenant organization aboard Marine Corps Air Ground Combat Center (MCAGCC) Twentynine Palms, CA, to provide the

GCE with a training and education institution that provides advanced individual and collective training while simultaneously providing a critical link to the foundational underpinnings of lessons learned. In April 2009, MCTOG became a subordinate organization to MAGTFTC.

1.3 FORMAL LEARNING CENTER

MCTOG is established as a formal learning center (FLC) and is governed by applicable Navy-Marine Corps and

TECOM Orders in the management and operations of a FLC. MCTOG is currently responsible for nine advanced individual training (AIT) programs of instruction (POIs) and multiple advanced collective training (ACT) events as a FLC.

1.3.1 ADVANCED INDIVIDUAL TRAINING

1.3.1.1 ADVANCED MANEUVER WARFARE COURSE

MCTOG’s main effort is the execution of the Advanced Maneuver Warfare Course (AMWC), formerly referred to as the Tactical MAGTF Integration Course (TMIC). The AMWC trains and certifies operations and tactics instructors (OTIs) and intelligence tactics instructors (ITIs). The AMWC is a formal learning program that is governed by Marine Corps Order (MCO) 1553.2D, Marine Corps Formal School Management Policy, and is the umbrella course that includes four POIs.

There are two categories of OTI: OTI—officer (OTI-O) and OTI—chief (OTI-C), each with their own POI. The training continuum associated with each billet is unique to that billet's skill set, which are defined by the individual training and readiness (T&R) tasks contained in NAVMC 3500.108B, Marine Air-Ground Task Force Planner

Training and Readiness Manual. The OTIs are proponents of standardization and assist the commander in preparing the unit for operations through enhanced planning, execution, and assessment skills. The OTIs also assist commanders by identifying unit specific training requirements and deficiencies as a result of the evolving operational and threat environment.

There are also two categories of ITI: ITI—officer (ITI-O) and ITI—chief (ITI-C), each with their own POI. The training continuum associated with each billet is unique to that billet's skill set, which are defined by contained in

NAVMC 3500.108B. The ITIs are proponents of intelligence integration and assist the commander in preparing the unit for operations through intelligence planning and intelligence support. The ITIs also assists commanders by identifying unit specific training requirements and deficiencies as a result of the evolving operational and threat environment.

The OTIs and ITIs are produced through the AMWC, which MCTOG typically conducts three times a year, or as required, to meet throughput demands of the operating forces. All GCE regimental and battalion operations officers, operations chiefs, intelligence officers, and intelligence chiefs are required to be certified, through completion of the

AMWC, prior to being assigned to their respective billets. Upon graduation, these key individuals are awarded a necessary military occupational specialty (NMOS).

1.3.1.2 NETWORK ENGAGEMENT COURSE

The Network Engagement Course (NEC) provides the necessary tactics, techniques, and procedures (TTP) to understand and engage friendly, neutral, and threat networks. This includes their formation, behavior, and likely responses within the operating environment to support adapting military operations across the competition continuum through conflict. Combining operations, intelligence, and fires professionals, this course continues to explore complexity within the operating environment, incorporating into training the required capabilities and tenets identified in the emerging Joint Concept for Human Aspects of Military Operations (JC-HAMO). Network engagement advisors use critical thinking and understanding of how socio-cultural factors affect the most common decision-making models, within the five main planning and execution processes. The NEC emphasizes four main behaviors that include critical thinking, assessing and adapting to the operating environment, clear and concise communication, and collaboration and teamwork. The course instills habits of thought into each practical application as an operational planning team (OPT) working immersive scenarios.

The NEC minimizes the use of lecture and focuses on structured practical exercises, small group facilitated discussions, collaborative analysis and synthesis, and teach-backs to reinforce adult learning. The course consists of modules in critical thinking, planning processes integration, understanding the operating environment, network analysis, engagement and targeting, and operational assessment through multiple scenarios, from stability, competition scenarios, and case studies.

1.3.1.3 PREPARE FOR COMBAT COURSE

The MCTOG Prepare for Combat (P4C) course aims to create a prepared force that understands both the readiness continuum and maneuver warfare principles. The P4C course brings into focus what commanders and units must do in order to effectively and intentionally design, manage, conduct, and assess unit training. Additionally, the P4C course curriculum closes the gap between the technical and adaptive nature of combat, enhancing a unit’s ability to develop the behaviors necessary to fight and win. As of fiscal year (FY) 22, the P4C course replaces the Unit

Readiness Planning Course (URPC). Unlike the legacy URPC, the P4C course is broken down into three target population specific courses designed for each level of unit leadership and staff within a battalion or squadron.

Additionally, the P4C course will train formal schoolhouse staffs on the P4C course curriculum, so that it can be incorporated into their own POIs. The P4C course is designed for a Marine Corps-wide audience and is not specific to any military occupational specialty (MOS) or occupational field. With the target population specific design of each course, the P4C course curriculum incorporates the essential aspects of unit training management and design methodology for each level of leadership. This ranges from Marine Corps Training Information Management

System (MCTIMS) user familiarity at the individual level to unit training design and planning at the highest levels.

1.3.1.4 GROUND COMBAT ELEMENT COMMANDER’S COURSE

The Ground Combat Element Commander’s Course (GCECC) provides a four-day, intense experiential learning experience focused on tactics, training, and thinking like a commander in the context of maneuver warfare. The course builds upon and shapes current individual leadership expertise and tactical prowess by providing commanders with new mental models and an opportunity to reflect and refine one's view of command. For this course, we define mental models as frameworks for assessing and approaching problems. These mental models will be necessary for developing commanders with the adaptive capacity to reason, sense-make, and problem solve as ground combat commanders. The drive behind introducing new mental models is to help the commanders to adjust from direct to indirect leadership skills. In direct leadership, the leader's span of control is sufficient to meet the dynamics of command. Typically, this leadership approach is sufficiently effective below the battalion level.

However, at the battalion level and above, a commander who is overly reliant on a direct leadership approach will be overmatched by the dynamic complexity found at these levels of command. Therefore, introducing indirect leadership skills and tools in mental models is necessary to provide 'how to think' versus 'what to think' skills.

1.3.2 ADVANCED COLLECTIVE TRAINING

Advanced collective training is the method by which MCTOG assists commanders, OTIs, and ITIs in training their units in advanced collective staff training. The battle staff training (BST) program is nested with the Marine Corps individual training continuum and other staff training organizations, such as Expeditionary Warfare Training Group and Expeditionary Operations Training Group. This design allows MCTOG to support the commander by providing key resources and GCE SMEs to the unit’s OTI and ITI by reinforcing and building upon the unit’s capability.

Marine Corps Tactics and Operations Group’s focus is on the regimental and, battalion, company level leadership, and staff with specific emphasis on problem framing, deliberate and rapid planning, information management, assessment, and integration of non‐organic assets and enabler support encountered in the various operating environments.

1.3.2.1 FLEET SUPPORT TRAINING

The key resources of fleet support training include:

a. Academic packages in support of the unit OTIs and ITIs specifically tailored to the unit’s training needs and approved mission-essential task list (METL).

b. Operations and tactics instructors and intelligence tactics instructors having access to a resource library and collaborative environment of standing operating procedures (SOPs), best practices, and training resources.

c. Ability to ingest, map, model, and build the adaptive systems present in the operational environment across domains and modify them to achieve training objectives.

1.3.2.2 BATTLE STAFF TRAINING EXERCISE

MCTOG supports the GCE by providing training through a comprehensive, but adaptable exercise life cycle delivered to commanders and staffs at the regiment and battalion level three times per year. The venue for a battle staff training exercise (BSTX) addresses operations across the competition to conflict continuum, utilizing a variety of scenarios and exercise events tailored to the commander’s exercise objectives. During each exercise, MCTOG pits the training audience against skilled and determined adversaries capable of sophisticated action in a complex, hybrid threat environment to advance the warfighting skills of commanders, their staffs, and subordinate organizations.

The standard BSTX involves a force-on-force training event. The event normally focuses on a constructive simulation ran in a computer modeling and simulation system. MCTOG develops and maintains a library of scenarios based on the commander’s training goals and objectives. The BSTX normally consists of an MCTOG-led series of events building to a final exercise. If the exercise or the exercise objectives and training goals require events beyond what the model can provide, MCTOG can script the required additional events to inject into the scenario.

The key resources will include:

a. Training venue support offered at home station or at MCTOG’s facilities located in Twentynine Palms, CA.

b. Battle staff training exercises will support O-6 level headquarters and subordinate battalion headquarters from the GCE.

c. Providing training at up to three geographically separate locations.

d. Providing command post and/or mission rehearsal exercises support tailored to the unit’s approved METL and anticipated operating environment.

e. The ability for units to integrate service, joint, special operations forces, interagency, intergovernmental, and multinational assets.

f. Scenario development that can replicate a variety of multi-domain operating environments across the spectrum of competition to conflict.

g. Providing high fidelity simulations interfaced with the units command and control systems.

1.3.2.3 RESERVE MOBILE BATTLE STAFF TRAINING

The battle staff training program (BSTP) is in support of both the active duty and reserve components of the GCE.

However, the way MCTOG supports the reserve component is tailored specifically to meet the training continuum, time available, and cycle of the reserve forces. Reserve GCE regiments and battalions only meet episodically throughout the year. The typical unit will train once a month for two to three days for nine months and culminate with an extended training period of 14 days. To support the reserve GCE units with staff training support, MCTOG leverages its individual mobilization augmentee (IMA) detachment. To efficiently and effectively support the training of the GCE reserve staff, the MCTOG IMA detachment requires a mobile staff training support capability to conduct reserve mobile battle staff training (RMBST).

MCTOG supports the Marine Corps Forces Reserve GCE BSTP by providing a mobile exercise simulation platform at venues for selected reserve units in order to facilitate battalion‐level staff training using their own combat operations center (COC) at the unit’s home training station. Historically, this has been conducted with larger exercises coordinated through a simulation center venue and its associated staff to run the event. The requirement to exercise the collective staff and the associated COC equipment is currently inhibited due to the limited availability of simulation centers and their staffs at these remote locations.

1.3.2.4 EXTERNAL TRAINING EXERCISE SUPPORT

MAGTFTC executes the Commandant's service level training program. This program is composed of ACT at the battalion level, AIT, and BSTP. The program is composed of the Integrated Training Exercise (ITX), the Adversary

Force Exercise (AFX), the Mountain Exercise (MTX), and the Marine air-ground task force Warfighting Exercise

(MWX). The ITX is a live fire, combined arms based 30-day program that allows FMF units to progress from squad to battalion and some regimental level operations, all based on current training and readiness standards. Units are provided an assessment of each event to enhance their Defense Readiness Reporting System-Marine Corps (DRRS-

MC) readiness reporting. The AFX facilitates the preparation of a standard FMF unit to become a thinking peer adversary in the MWX and is generally a 25-day event. Units still utilize Marine Corps TTP, but are enabled to provide capabilities to replicate a peer threat and enhance the competitive environment MAGTFTC seeks to establish. The MTX is an environmentally based 30-day exercise that creates challenging terrain in terms of altitude, mountains, and cold weather skills. The MWX is a five-day force on force exercise that focuses on competition between peer adversaries in a multi-domain training environment. The ITX, AFX, and MWX take place generally at

MAGTFTC in Twentynine Palms, CA. The MTX takes place primarily at Marine Corps Mountain Warfare Training

Center (MCMWTC) in Bridgeport, CA. Both the FMF units assigned to AFX and MTX are offered the opportunity to complete a 10-day live fire package with many of the same events that are a part of the ITX, all supported by the tactical training exercise control group (TTECG).

Each service level test (SLT) is about 60-days in length. The ITX is synchronized with the execution of the twice-annual Weapons and Tactics Instructor Course (WTI) conducted at Marine Aviation Weapons and Tactics Squadron

One (MAWTS-1) in Yuma, Arizona. This allows the most efficient use of the aviation assets assigned to both ITX and WTI, yielding better support to both exercises. All MAGTFTC advanced individual training courses are scheduled to not overlap with SLT but support the development of graduates for participating units. The BSTP events are done in conjunction with the SLT or done in a scheduled manner so that all battalion and above units have the opportunity to conduct battle staff training before participating in the SLT.

The training environment for all services associated with this contract are primarily focused on providing the highest level of professional after-action review (AAR) to each and every unit participating in the SLT. The AAR takes on multiple forms. Individual events will be debriefed after each event. During MWX, the subject matter experts

(SMEs) and other observers can provide immediate feedback to their assigned unit in order to provide an opportunity for that unit to immediately adapt and improve their performance. After the MWX, a facilitated AAR session will be conducted utilizing all the information available in a discussion with all exercise force participants.

Each element of the MAGTF and some other breakout AAR's will be done in conjunction with a main facilitated after action review (FAAR). All of these reviews are designed to provide for the best feedback to the units for their use going forward. Lastly, the MAGTFTC team will build a written comprehensive final exercise report to provide to not just the units, but the enterprise.

The Contractor shall support all external training exercises in five major areas:

1. Senior leader mentors. Utilizing a base of retired former commanders, MAGTFTC seeks to pair up an experienced senior mentor with each battalion and above commander during the MWX. The senior mentor shall provide firsthand, experienced observation of the exercise and provide a methodology to have constant improvement, not just after the exercise but during the exercise. One of the senior mentors should be a retired general officer and the ideal composition of the remaining are former retired commanders at the

0-6 level. These mentors would align with their unit as soon as practical to be involved and observe the planning, execution, and after-action process supporting the MWX.

2. After action review during ITX. This support is predominantly the video and audio capture of live fire events at ranges 400, 410A, and 230. These ranges are the premier company level live fire ranges testing core competency. Video can be by both unmanned aircraft system (UAS) and fixed or mobile cameras. The video integration must be done within 60 minutes of the completion of each run. The position location information must be captured as well to create an integrated AAR capability for the unit debrief.

3. Exercise control (EXCON) support. This support requires multiple SMEs to be applied to support the

EXCON apparatus with unique skills. The skill sets are aviation command and control (C2), operations in the information environment (OIE), and general AAR collection.

4. Mobile video collection teams. This capability primarily supports capturing the significant events during

MWX in order to better support the AAR. Teams utilize small UAS' and move to where they need be located in order to capture potential AAR video.

5. Fixed and mobile video support. This is primarily accomplished through ground mounted cameras that can be placed where a critical event is about to take place. The product facilitates the AAR.

1.3.3 MCTOG SUPPORTING DEPARTMENTS

1.3.3.1 DOCTRINE AND TRAINING SUPPORT

MCTOG synchronizes GCE doctrine, T&R events, and training programs. This support provides for the synchronization of GCE doctrine and T&R tasks and training programs, in conjunction with the supported commands, MAGTFTC, TECOM, and Marine Corps Combat Development Command—Combat Development and

Integration. MCTOG is the critical link between the GCE proponents, stakeholders, supported commands, and the means by which the GCE doctrine, TTP, training standards, curricula, and institutional training programs are established and kept current. MCTOG will serve as the organization of primary responsibility in developing standardized GCE individual and collective capabilities that are linked to doctrine, T&R standards, best practices, current TTP, and emerging requirements. MCTOG will remain engaged in supporting the ground combat community through participation in various venues, symposiums, wargames, and working groups such as:

1. Ground Combat Conference and Board and operational advisory groups (OAGs). MCTOG will provide expertise and advice to the Ground Combat Conference and Board process through their participation in

Marine Gunner’s Symposiums, and OAGs, as well as the Intelligence OAG and the Marine Corps

Intelligence, Surveillance, and Reconnaissance Enterprise.

2. Doctrinal and warfighting publication reviews, rewrites, and synchronization. MCTOG has been assigned specific doctrinal responsibilities and signature authorities that ensures timely and current doctrine is developed and synchronized across Marine Corps, Joint, multi‐service, and Allied organizations.

3. Ground combat element school curriculum and training program reviews. MCTOG will provide review support on key GCE school curriculum and training programs.

4. T&R Manual reviews, rewrites, and synchronization. MCTOG will provide analyst support to TECOM, the

Mission Essential Task Governance Board, and the MAGTFTC Standards and Training Division on the development and maintenance of ground combat related T&R and other related manuals, as well as provide coordination for the development and maintenance of ground combat billet syllabi.

1.3.3.2 EMERGING CONCEPT DEVELOPMENT AND INNOVATION

MCTOG, as the nexus of the GCE, remains externally focused on facilitating integration between the supporting establishment and the FMF. Emerging Concept Development and Innovation (EC&I) supports this by participating, observing, and advising external entities on the latest emerging concepts while advising MCTOG course leads on the most current information across the Marine Corps. They retain the ability to rapidly orient and develop practical solutions for MCTOG in its support to the GCE.

1.3.3.3 ADVANCED TRAINING DEPARTMENT

Marine Corps Tactics and Operations Group’s Advanced Training Department (ATD) has three primary lines of effort:

1. Building, refining, and executing designated MCTOG advanced individual training courses, including the

AMWC, NEC, and P4C course.

2. Supporting MCTOG advanced collective training events, including MWX, BST, and Mobile Training

Team (MTT), with observer/controllers and designated SMEs.

3. Executing an effective, intentional instructor development program (IDP) in order to provide high quality maneuver warfare instructors to support MCTOG advanced individual training and advanced collective training events, while also returning improved GCE staff non-commissioned officers and officers to the

FMF.

The focus of requirement support in ATD is the current construct for the adult learning methodology (ALM) program, IDP, and wargame development support.

1.3.3.4 EDUCATION AND LEARNING DEPARTMENT

MCTOG’s Education and Learning Department (ELD) provides formal school oversight of curriculum development, assessment, instructional, and staff and faculty development. The ELD utilizes a blended staff of uniformed, Government civilian, and contract academic SME’s to support the command in these efforts.

1.4 SUMMARY

MCTOG’s long-range plan (LRP) is part of a broader planning, execution, and assessment framework. As a FLC, MCTOG never reaches a final, future end state, but rather provides continuous services that adapt and evolve over time. Therefore, MCTOG must iteratively improve, adapt, and contribute to the growth of the FMF and supporting establishment. As such, planning, execution, and assessment are cyclically based on recent activity and observations that inform subsequent planning and development.

To successfully accomplish this mandate, MCTOG requires robust support services across a broad spectrum of areas. The FLC requires support for curriculum development, course design, SME’s to support instruction, and a host of enablers to support the simulated exercises the fleet are evaluated in. These enablers include requirements across the joint, inter‐agency, inter‐governmental, and multi‐national arenas. Additionally, MCTOG must have a robust exercise design and exercise control support capability to create the immersed, simulated operational environment. This support includes threat emulation, information operations, cyber, social media, and the host of program of record command, control, communications, computers, intelligence, surveillance, and reconnaissance

(C4ISR) capabilities. Lastly, MCTOG requires support for organizational functions, such as assessment and data analysis, information and knowledge management (IKM), administration, and maintenance management.

1.5 SCOPE

This contract is for training support of the Marine Corps authorized programs or projects of record in fifteen technical areas that are implemented across the MCTOG program and TECOM. The fifteen technical areas are:

1. Exercise design.

2. Exercise management.

3. Modeling and simulation support.

4. Operations in the information environment support.

5. Support to the Formal Learning Center (FLC).

6. Prepare for Combat (P4C) course.

7. Network Engagement Course (NEC) support.

8. Command, control, communication, and computers/communication electronics maintenance management support.

9. Command, control, communication, and computers/cybersecurity support.

10. Command, control, computers, communications, cyber, intelligence, surveillance, and reconnaissance

(C5ISR).

11. Information technology management support.

12. Website design and information management support.

13. Doctrine management.

14. Ground combat element T&R support.

1.5.1 DETAILED REQUIREMENTS

The contractor will be issued specific task orders related to the background above and related to the below scope.

The subparagraphs are examples to further illustrate the work to be performed under this contract and are not all inclusive.

The contractor shall:

1. Facilitate courses in support of MCTOG formal schools.

2. Assess course effectiveness.

a. Analyze course effectiveness (e.g. end of course critiques, student surveys) and provide recommendations for course/curriculum changes as necessary.

b. Research best practices and innovations and make recommendations on new approaches for MCTOG’s programs of instruction.

3. Support exercise control cells and response cells (Company - Marine Expeditionary Brigade (MEB), Intelligence Operations Center (IOC), Ops Center, Fires and Effects Coordination Center (FECC), etc.).

a. Provide support for Formal Learning and exercises that MCTOG leads or participates in.

b. Develop, coordinate, synchronize, and manage Master Scenario Event List (MSELs) during training exercise execution.

c. Provide coaching, teaching and mentoring to response cell personnel IOT familiarize personnel with systems, processes and scenarios.

d. Submit key insights, lessons learned, and best practices after each exercise.

4. Provide SMEs

a. Provide feedback and improvement strategies to Regimental and Battalion Commanders and staff during battle staff training, exercises MCTOG leads or participates in, and maneuver warfare mentorship to students during formal learning programs.

5. Operate higher control staff functions during exercise at MEB/Div level

a. Support provided across warfighting functions of C2, and Information.

b. Higher Headquarters (HHQ) Naval Integration support.

c. Tactical and operational planning at the conceptual, functional and detailed levels for service and functional component organizations as well as joint headquarters organizations in area of emphasis.

d. Support Information Operations Environment and all 14 Information Related Capabilities (IRCs).

6. Conduct scenario briefings.

a. Conduct briefings for exercise participants prior to the commencement of the exercise and throughout the exercise as needed to support the flow of the exercise.

7. Provide exercise After Action Reviews (AAR)/Observations, Insights, and Lessons (OIL) to the training audience and MAGTFTC/MCTOG Staff for use in best practices, lessons learned and Trends

Reinforcement Reversal Process

a. Conduct AARs/OIL for MAGTF command element, GCE regiment and Battalion HQ, EXCON/HICON, Response Cells, Adversary Force

8. Create and validate C2 aviation training materials.

a. Develop exercise products using fire support data systems.

b. Construct fire support databases and repositories.

9. Conduct Joint Tactical Air Requests (JTAR), Air Support Requests (ASR), Intelligence, Surveillance, and

Reconnaissance Requests (ISR), Electronic Warfare (EW) and air request training and instruction for exercise augments.

a. Provide air planning instruction for secondary training audience (i.e., exercise augments).

b. Create and validate JTAR, ASR, ISR, EW and air request training materials.

10. Instruct ATO and Airspace Control Order (ACO) generation, distribution, and execution process within the

Marine Air Command and Control System (MACCS) and associated joint air C2 agencies

a. Train GCE unit members to pull ATOs and ACOs

b. Train the training audience on how to submit and process preplanned and immediate Joint Tactical Air

Requests (JTARs) and Air Support Requests (ASRs).

c. Train the training audience on how to submit Intelligence, Surveillance, and Reconnaissance (ISR) requests.

d. Train the training audience on how to submit Electronic Warfare (EW) requests.

e. Train the training audience on how to submit airspace requests.

11. Analyze, develop, validate, and document exercise design products for the training audience to meet current training objectives for service specific, joint, and combined exercises across the ROMO.

a. Includes MAGTF Intelligence within Exercise Design for virtual and constructive exercises

b. Includes MAGTF Fires Integration within Exercise Design for virtual and constructive exercises.

c. Includes MAGTF/Joint Naval Amphibious within exercise design.

d. Includes Geographically correct and reality‐based threat Electromagnetic (EM) and threads and injects to create catalysts that will exercise a unit’s information operations actions.

e. Includes Information Warfare (14 Information Related Capabilities (IRCs) e.g., Information

Operations (IO); Civil Affairs (CA); Combat Camera (COMCAM); Military Information Support

Operations (MISO); etc.). within exercise design.

f. Provide support for formal learning programs and Battle Staff Training.

12. Generate realistic, challenging, and adaptive adversaries (threat emulation) as defined by current Chairman, Joint Chiefs of Staff instruction.

a. Research up to current TS/SCI level information on identified threat orders of battle, up to the combined arms army level, and their associated tactics, capabilities, vulnerabilities, and intentions across the range of military operations.

b. Design, Develop, and Adapt sound tactical adversary plans for each specified exercise.

c. Facilitate adversary debriefs and after-action reviews immediately following exercises MCTOG lead or participated in.

d. Submit key insights, lessons learned, and best practices to the Trends Reversal, Reinforcement

Program manager via established formats and procedures following each exercise.

13. Support systems integration of ISR C4 systems supporting MAGTFTC AAR programs

a. Maintain UAS drone system interoperability with program of record AAR tools

b. Provide system support of ISR assets.

c. Maintain and provide technical assistance for the functioning of ground based ISR systems.

d. Provide solutions for ISR C4 integration requirements.

e. Configure and optimize ground based ISR devices, servers and associated encryption technologies.

f. Install, operate, and upgrade ground based ISR systems used to monitor exercise forces for use within

AAR program. network capacity and performance.

14. Design, develop, and maintain data management systems

a. Create website architecture/framework for software and hardware requirements.

b. Design, develop, and maintain exercise Social Media organization.

c. Manage the shared drive.

d. Design, develop, and maintain shared folders organization.

e. Develop, refine, and maintain data management systems

15. Collect, manage, and analyze data, support data analytics, and pursue artificial intelligence (AI) / machine learning (ML) integration to support development of MCTOG Assessments Program.

a. Create new information and knowledge products as required by MCTOG.

b. Contribute to the development, issuance, and enforcement data collection protocols in support of IKM policies.

16. Manage data collection of AAR collection assets

a. Develop and maintain AAR collection electronic technology.

b. Develop data management process for AAR collections

c. Coordinate with HQ elements for systems integration to support federation of information across

Government IT systems

d. Maintain AAR data and facilitate access using communications enclaves.

e. Conduct pre and post exercise inspections and actions to ensure proper functioning of AAR collection equipment.

17. Educational Design and Development

a. Provide experience in applying research and foundational knowledge to real world organizational, leadership and education issues, culture, strategic communications, design theory, and research ISO

MCTOG's proponency role within the TECOM learning enterprise

b. Attend, support, and participate in periodic working groups (WGs), off-sites, and operational planning teams (OPTs) in all manners concerning faculty development and curriculum design.

c. Provide expertise to support the MCTOG curriculum development and review process.

d. Provide expertise in modern curriculum design in order to recommend improvements to MCTOG’s curriculum and instruction as appropriate.

18. Faculty and Instructor Development

a. Provide facilitation instruction in support of MCTOG’s overall mission, to include battle staff training instructors, subject matter experts, instructors, and support staff as appropriate.

b. Attend, support, and participate in periodic working groups (WGs), off-sites, and operational planning teams (OPTs) in all manners concerning faculty development and curriculum design and assessment in order to ensure it is incorporated into instructor development.

c. Support the design, development, execution and maintenance of MCTOG's adult learning and facilitation modules in support of instructor development and certification.

d. Provide training and education on adult learning, theories, and faculty educational self-improvement techniques.

e. Provide individually tailored personal improvement plans for MCTOG instructors.

f. Provide expertise in modern instruction strategies and support the implementation of improvements to

MCTOG’s instructional methods as appropriate.

g. Attend and assess courses of instruction provided by MCTOG and other Navy and Marine Corps organizations in order to enhance adult learning for MCTOG instructors.

19. Configure, Operate, maintain, instruct and train modeling and simulation systems during exercise.

a. Provide support for Formal Learning and Battle Staff Training.

20. Plan and implement scheduled simulation training events.

a. Prepare written simulation training event plans and procedures.

b. Determine simulation support requirements based on training event requirements.

c. Assist exercise planners in understanding simulation capabilities to satisfy training objectives.

d. Develop multi‐year projections for hardware and software requirements based on historical/projected training plans.

e. Create constructive training environments in MTWS, or other constructive training system, to support the training audience's area of operation (AO) orientation.

f. Develop terrain databases/maps, and parametric data, for constructive and virtual simulations and corresponding C2 systems.

g. Create simulation models to allow training audience to exercise specified T&R tasks.

h. Identify and design training unit network requirements, network logical diagrams from requirements, and validate and update network diagrams.

21. Federate modeling and simulation systems with C4I systems during exercises.

a. Conduct stress testing.

b. Conduct root cause analysis and remediation for issues uncovered during stress testing.

2 APPLICABLE DOCUMENTS

The following documents form a part of this PWS to the extent specified herein. Unless otherwise noted, in the event of a conflict between the PWS and the references cited herein, the text of this PWS takes precedence.

2.1 JOINT PUBLICATIONS

Reference Title

DOD Dictionary DOD Dictionary of Military and Associated Terms

JP 3‐02 Amphibious Operations

JP 3‐02.1 Amphibious Embarkation and Debarkation

JP 3‐07 Stability

JP 3‐08 Interorganizational Cooperation

JP 3‐09 Joint Fire Support

JP 3‐09.3 Close Air Support

JP 3‐12 Cyberspace Operations

JP 3‐13 Information Operations

JP 3‐13.1 Electronic Warfare

JP 3‐13.2 Military Information Support Operations

JP 3‐15.1 Counter‐Improvised Explosive Device Operations

JP 3‐16 Multinational Operations

JP 3‐29 Foreign Humanitarian Assistance

JP 3‐57 Civil‐Military Operations

JC-HAMO Joint Concept for Human Aspects of Military Operations

JCOIE Joint Concept for Operating in the Information Environment

2.2 DEPARTMENT OF DEFENSE PUBLICATIONS

DoDD 2000.13 Civil Affairs

DoDI 3000.05 Stability Operations

DoDI 5400.11 DoD Privacy and Civil Liberties Programs

DoDI 8500.01 Cybersecurity

DoDI 8510.01 Risk Management Framework (RMF) for DoD Information Technology (IT)

DoDI 8500.2 IA Implementation

DoDD 8570.01 Information Assurance Training, Certification, and Workforce Management

DoDI 8570.01‐M Information Assurance Workforce Policy

2.3 DEPARTMENT OF THE NAVY PUBLICATIONS

SECNAV 3501.2 Department of the Navy Mission Assurance Program

SECNAV M‐5239.1 Department of the Navy Information Assurance Program Information Assurance

Manual

SECNAV M-5239.3 Department of the Navy Cybersecurity Manual

SECNAV M‐5510.30 Department of the Navy Personnel Security Program

SECNAVINST 5510.36B Department of the Navy Information Security Program

2.4 MARINE CORPS PUBLICATIONS

MCO 1553.10 Marine Corps Training Information Management System (MCTIMS) Standing

Operating Procedures (SOP)

MCO 1553.2D Marine Corps Formal School Management Policy

MCO 2281.1A Marine Corps Electronic Key Management System (EKMS) Policy

MCO 3100.4 Cyberspace Operations

MCO 3120.10A Marine Corps Information Operations

MCO 3430.2C Policy For Electronic Warfare

MCO 3502.7A Marine Corps Ground Combat Element Operations and Tactics Training

Program (Short Title: GCE OTTP)

MCO 3504.2A Operations Event/Incident Report (OPREP-3) Reporting

MCO 4790.2 Field‐Level Maintenance Management Policy (FLMMP)

MCO 5100.29C Marine Corps Safety Management System (MCSMS)

MCO 5239.2B Marine Corps Cybersecurity

MCO 5600.20R Marine Corps Doctrinal Publications System

MCO 5600.48C United States Marine Corps Procedures for Participation in the Development of

Joint Doctrine and NATO Allied Joint Doctrine

NAVMC 1553.1A Marine Corps Instructional Systems Design/Systems Approach to Training and

Education Handbook

NAVMC 1553.2 Marine Corps Formal School Management Policy Guidance

NAVMC 3500.59C Security Cooperation/Language Regional Expertise and Culture Training and

Readiness Manual

MCBul 5603 Marine Corps Doctrinal Proponency Assignments

CCO 2000.3A Portable Electronic Device Use

CCO 4650.3A Designation of the Local Commuting Area

MCTOGO 5001.C MCTOG Academic Standing Operating Procedures (SOP)

CCO 12990.1A Standards of Dress and Appearance for Civilian Personnel

2.5 Availability of Documents:

Joint publications and concepts are available online at http://www.jcs.mil/Doctrine.

DoD Directives, Forms, Guides, Instructions, Issuances, and Publications are available online at https://www.defense.gov/Resources/Forms-Directives-Instructions.

DoN Directives, Manuals, Instructions and Publications are available online at https://www.secnav.navy.mil/doni/Directives/Forms/AllItems.aspx.

USMC Orders, Manuals, Directives, and Guides are available online at http://www.marines.mil/News/Publications/ELECTRONIC‐LIBRARY/.

3 REQUIREMENTS

3.1 GENERAL REQUIREMENTS

All requirements identified in this PWS are for the purpose of providing support services to…