Presentation is loading. Please wait.

Presentation is loading. Please wait.

“Rocks in the Rucksack” V10 16 Jul 13

Similar presentations


Presentation on theme: "“Rocks in the Rucksack” V10 16 Jul 13"— Presentation transcript:

1 “Rocks in the Rucksack” V10 16 Jul 13

2 Overview Issue Definitions Endstate Facts & Assumptions
Actions to Date Interview Results Training Requirements Recommendations Proof-of-Concept Way Ahead Background Slides

3 Issue Over time we have systematically added requirements into a commander’s “rucksack” Includes Institutional, Unit, Individual and Commander training requirements Also includes reporting, inspections, working groups and other requirements Some are mandated by DoD, DoN or Marine Corps policy; some are required specifically for deployment; however, some are simply added by process owners and could bear the scrutiny of review. Intent is to review all requirements in order to be as efficient and effective as possible and in the process return time to the commander which can then be invested in Committed and Engaged Leadership themes (Who We Are, Empowering Leaders at all Levels, Accountability, Pay It Forward and Back to Basics). Genesis: Follow-up to the Heritage Brief—Do we really understand who we are and where we are headed?

4 A Rock Is A basic task that applies to most all Marines regardless of MOS to include, but not limited to: Annual training requirements such as hazing or marksmanship CGIP functional area inspectable items such as request mast or voting PME CMC-directed training such as Ethics or DADT A collateral duty that is required for most all units regardless of type to include, but not limited to Substance Abuse Control Officer, Uniformed Victim Advocate, Security Manager or Violence Prevention Officer Any additional requirements, e.g. ceremonies, working parties, events, etc.

5 A Rock Is NOT A task that is specifically related to a Marine’s MOS to include, but not limited to: General administration Warehousing operations IT equipment maintenance A task that is specifically related to a unit’s type to include, but not limited to: Sortie-based Training Program Aviation maintenance & supply Aviation safety

6 Endstate Giving time back to our commanders by. . . .
Understanding of the extent and scope of what we are asking our commanders Proposing options to delete, combine, re-scope requirements Conduct a proof-of-concept evaluation with respect to the impact of removing “Rocks from the Rucksack” Proof-of-concept: A controlled mechanism to understand the impact on Institutional-Unit-Individual-Commander requirements changes

7 Facts & Assumptions Scope was limited to O-6 command and below.
The “rocks” list was compiled using multiple references, to include Marine Corps Orders, AIRS checklists, MARADMINs and others. “Rocks” do not include predeployment or MOS-specific requirements. Note: For purposes of this analysis, we did include some S-1/Admin requirements like DTS and GTCC. Institutional and Individual training “rocks” apply to most, if not all Marines on an annual basis. Unit training “rocks” apply to individuals or teams within the unit on annual or as-needed basis. This list is not exhaustive----more work is required----there are “pebbles” yet to be identified.

8 Actions to Date Laid foundation for why we need to conduct the review via Committed and Engaged Leadership discussions Requested commanders identify all the “rocks”; limited success, but a start Expanded the input via an in-depth evaluation of the current MCBUL 1500, CGIP, MARADMIN and Center for Naval Analysis (CNA) “Constrained Training Time” studies review. Note: The CNA studies looked at annual, as-required and pre-deployment training requirements. Separated the requirements by “Bin,” made recommendations for reducing requirements and calculated time savings Reviewed 3d MAW Managers’ Internal Control Program and conducted follow-on data call and interviews to expand the scope beyond training requirements

9 HQMC Actions In conjunction with the consolidation of the Behavioral Health (BH) Branch new training was developed to consolidate Substance Abuse, Suicide Prevention, Combat and Operational Stress Control, and Family Advocacy MAPIT (Marine Awareness & Prevention Integrated Training) Consists of three tiers of education: Entry Level Training (ELT), Continuing Education (CE), and Annual Unit Training(UMAPIT) UMAPIT conducted by OPFOR Reduces 3.5 – 5.5 hours (rank dependent) to 1.5 hours annually. Conducted in small groups (30 Marines) enabling small unit leadership Provides MAPIT dashboard for commanders to utilize for additional training on an as needed basis in specific BH areas Full program rollout FY14. MARADMIN guidance expected Jan 14.

10 Rocks from around 3d MAW

11 Common Concerns Common concerns: Those concerns that most, if not all, 3d MAW units consistently identified as problematic to accomplishing their mission. Red=Other “Last minute” requirements are frustrating, at times defeating and detrimental to accomplishing the mission. Decreasing computer-to-personnel ratio for mission tasks, training tasks and day-to-day communication without a corresponding decrease in need. Limited feedback from all RFIs We tailor the MAGTF, why not tailor the training? Appropriate training resources Impacts of personnel turnover “Last minute” requirements: Countless hours are spent creating annual training plans to meet all requirements. Plans are adapted, as necessary on quarterly/monthly/weekly bases, but “last minute” requirements cause a “Domino Effect” of adverse impacts: Numerous hours are spent figuring out how to fulfill the requirement Training schedules are adjusted to meet both missions (planned events and “last minute” events) and minimize disruption; cancelled planned events are then rescheduled Night crews are brought in off-cycle to attend daytime all-hands events Readiness is impacted due to decreased manpower and time available May cause compressed training decreasing training value, i.e. attending a CY requirement in Dec and Feb rather than Jan and Jan the next year Strips units of autonomy, increases frustration especially for company grade and SNCOs who shoulder the bulk of the burden Computer-to-personnel ratio Many shops have far more Marines than computer assets Computer assets are needed for mission tasks, to include training certification systems such as ASM and MSHARP Instructor-led training (40 students for 1 hour total) is more time-efficient and learning-effective than CBT (1 hour for each of the 40 students) which is time-consuming, resource-constrained and learning-ineffective Feedback Units provide so much data only to fail to see the application or impact of that data; leads to a feeling of, “What are we doing all this for?” Positive example of feedback and associated policy change was when the motorcycle PPE was adjusted. Tailoring: Is applied in certain areas (motorcycle safety) but can be expanded to other areas as well Predeployment: While every Marine is a riflemen, every Marine has a different mission with limited training time. By allowing the commander to tailor his training according to his mission, he can better focus his Marines for their upcoming challenges. For example, an aviation unit was required to complete 60 hours of cultural training; many of the Marines in the unit would most likely never interact with local nationals. Training resources: Even if a particular training event is not a requirement, provide support to the commander if he deems it necessary for his personnel, e.g. sufficient ammunition and range support to fam fire, if not qualify with the ACOG . Also, motorcycle safety training although required is becoming more difficult to get sufficient quotas. Personnel turnover: There are numerous reasons for personnel turnover (PCA/PCS, B-billets, schools, deployments, etc.). While these are all important in a Marine’s career, it has direct impacts on a unit’s readiness, e.g. retraining/requalifying/recertifying when out of the MOS; assigning and training multiple personnel to fill collateral duty billets, etc.

12 “The Cost of Doing Business”
“The Cost of Doing Business”: Those processes or systems that exist within the Marine Corps that have become so ingrained and yet remain so inefficient. Red=Other Inadequately linked systems Defense Travel System Government Travel Charge Card EKMS MSHARP (Aviation and Ground) Automated Systems Management ATLASS to GCCS-MC (or any other system transition) DRRS-MC SharePoint WESS Inadequately linked systems—requires multiple systems to accomplish similar or related tasks MSHARP & OOMA MATMEP, MarineNet & ASM DTS: A process that was designed to streamline travel has done the opposite. Create a DTS Section: A 3+ person, cross-functional, experienced and on-call team within the unit that facilitate the DTS process from start to finish (request, approval, voucher) Government Travel Charge Card (GTCC): What was intended to provide Marines a travel tool has become a tracking burden EKMS: A process that was designed to streamline routing has done the opposite. MSHARP Aviation “Great in concept” but flawed; has gotten better Unreliable, e.g. data may not transfer and must be re-input Not comprehensive, i.e. pilot data entered into MSHARP; a/c data entered into OOMA Ground Significantly behind aviation version Required for use, yet paper records still rule ASM Simple fixes that would have big impacts (Viking ID to EDIPI) Lengthy electronic signature/certifying process System transitions: Identify timelines and true costs

13 Internal Opportunities
Internal opportunities: Those internal 3d MAW practices that can be adjusted/eliminated IOT create more efficiencies. Red=Other Embrace Committed and Engaged Leadership in the practical sense: Empower Marines to teach rather than rely on “top-down” training methods (all-hands events, CBTs, etc.); this style stymies “bottom-up” initiatives and opportunity for growth and fosters a “wait until I’m told when and how” culture instead of a “give me the tools and I’ll make it happen” one. Standard and automated formats for products (requests, reports, briefs, etc.) across functional areas *Standard and automated formats for products (requests, reports, briefs, etc.) across functional areas -S-1: Streamlining of DTS approval process; multiple approval layers of individuals who have little knowledge of budget; causes significant delays and frustrations -Aviation Maintenance: Standardize ASM Document Library -All: Maximize use of SharePoint and standard brief formats

14 Aviation-Specific Insights
Aviation-specific insights: While we are all Marines, there are differences that sets aviation apart. Red=Other Driven by qualifications/certifications Need to maximize training while balancing it with support (frags, community relations, etc.) Costs/benefits of T/M/S Lead Driven by quals/certs: Coming from the ground side, I was struck by how the aviation community is driven by qualifications and certifications. While these exist for the ground side, there doesn’t seem to be the, “If I don’t have this qual, I can’t do my job,” impetus. T/M/S Lead Significant time/effort commitment w/no additional resources, namely manpower Additional initiatives (Enhanced Maintenance & Training) necessary--not nice-to-have--due to gaps in schoolhouse training

15 Institutional-Unit- Individual-Commander
Training Requirements Institutional-Unit- Individual-Commander

16 CNA Study #1: Constrained Training Time: Defining and Characterizing the Problem
Requested by Gen Conway in FY10 Sponsored by ACMC with CG, MARFORCOM as executive agent Published in Jun 11 Tasks Refine analysis methodology and identify major units Understand problem variability across the MAGTF and MEFs Define unit responsibility and quantify as possible Assess extent of problem and determine relative influence of contributing issues Identify possible effect of constrained training time Provide recommendations to mitigate the problem Limited scope: Infantry/LAR/Combat Logistics Battalions and VMA/HMLA squadrons deploying to OEF between Mar 10-Apr 12 Defined constrained training time Used quantitative and qualitative analysis Addressed time, manpower and resource driven issues Provided comprehensive list of annual and pre-deployment training requirements

17 CNA Study #2: Constrained Training Time: Why It Matters and What Can Be Done
Builds off of CNA Study #1 Published in Jan 12 Same tasks and scope Effects: Units making their own prioritization may have detrimental consequences for individual Marines/Corps as a whole Several short-term recommendations Make unit-level combat training a top priority Fully support and resource TECOM’s Training Support Centers Increase awareness on venue options (computer based vs lecture based Several long-term recommendations Conserve unit commander whitespace via annual T&E OAGs Develop a forward CE assignment model that minimizes the impact on unit leadership/prioritizes preserving unit-level training oversight Decrease or consolidate reporting requirements for aviation units Not known if these studies have had any impact on the commander’s burden.

18 Institutional Bin Institutional requirements: Those annual training events that all Marines conduct primarily in a group setting. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other MC Combat Water Survival Hazing MC Substance Abuse Program Sexual Assault Prevention and Response CBRN Defense Marksmanship (Rifle & Pistol) Equal Opportunity & Sexual Harassment Heat Injury Prevention PFT/CFT Suicide Prevention & Awareness Combat Conditioning MCMAP USMC Common Skills—Suspended DRIVESAFE (Vehicle) Information and Personnel Security (Refresher and Counter Espionage) Request Mast PES Privacy Act BITS Voting Personnel and Family Readiness PME Violence Prevention

19 Unit Bin Unit requirements: Those training events specific to an element of the MAGTF that only select Marines conduct in order to fulfill a unit requirement. Note: Most programs require an officer/SNCO to be appointed in writing and to attend the associated training, e.g. 40-hour Antiterrorism Level II Course required for unit Antiterrorism Officers. Blue=CGIP Red=Other Laser Safety System Officer Respiratory Protection Program Manager Radiation Safety Officer/Manager/Assistant Motorcycle Club President Motorcycle Club Mentor Mishap Investigator Traffic Safety Program Manager CBRN Defense Team SARC/UVA s Agency Program Coordinator (GTCC) Suicide Prevention Program Officer Suicide Prevention/Awareness Officer/SNCO Facilitators NLAMB Sgt Instructors OSCAR Team Mentor/Member COSC Representative Security Augmentation Force Violence Prevention Officer & Team Chasers Casualty Affairs Calls Officer Equal Opportunity Advisor/Manager/Representative Substance Abuse Control Officer Voting Assistance Office Security Manager Antiterrorism Officer MCMAP Instructors MCIWS Instructors Combat Marksmanship Coaches Range Safety Officers Environmental Compliance Officer/Coordinator Hazardous Waste Coordinator Aviation Safety Officer Ground Safety Officer/Manager Confined Space Program Manager

20 Individual Bin Individual requirements: Those training events that all Marines conduct individually, e.g. MarineNet or other online training system. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other Semper Fit (Tobacco, STD/HIV, Health Promotion) OPSEC ORM Combating Trafficking in Persons AT Awareness Cyber Awareness, to include IA & PII Code of Conduct Level A Environmental Awareness Regional, Cultural, Language Familiarization

21 As Required Individual requirements: Those training events that all Marines conduct individually, e.g. MarineNet or other online training system. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other Remedial Conditioning Program Government Motor Vehicle Tactical and Commercial Driver Training Flightline Drivers' Licensing Remedial Driver Training Motorcycle Safety (I, II, III) Hearing Conservation Information and Personnel Security: Refresher, Classification Management, Unauthorized Disclosure, SCI Security Awareness

22 Commanders’ Bin Commanders’ responsibilities: Those training requirements for commanders. Purple=Per MCU; (*) indicates flying squadron commanders only Red=Other Commandant’s Commanders Program Applicable Flight Refresher Training* Aviation Safety Commanders Course* Command Team Training MCCS Overview Installation Domestic Violence Services & Resources Senior Legal Officers' Course Environmental Awareness Training for Commanders COMSEC for Commanders

23 Comments from the Flightline
“More emphasis should be placed on the foundational training provided to our leaders during their initial schooling, i.e. OCS/TBS, recruit training/MCT. Leadership, mentorship and upholding traditions/expectations, as well as fostering USMC institutional values, are all concepts that should be targeted early on and reinforced at every step along the way. This does not mean that repetition works with everything. Increased frequency of training does not necessarily coincide with the level of risk that particular topic presents. In order to achieve the desired effect, the relevance and particular timing of the training are the most critical elements of each training requirement.”

24 Recommendations: General & Specific

25 General: Prioritize Ideally this would occur as high as possible, i.e. Congress, Department of Defense or Service-level. Identify opportunities to combine like programs or eliminate obsolete programs Today’s environment: “Everything is important; therefore, nothing is important.” Tomorrow’s environment: “Keep the ‘main thing’ the main thing.”

26 General: Combine Service-level or higher: Currently, programs are being institutionalized one-by-one instead of being incorporated into already existing programs. The Violence Prevention Program is a prime example of this: Instead of the VPP being incorporated into an existing leadership or safety program, it has its own order, training, AIRS checklist, etc. Unit-level: Commanders are currently doing this by incorporating multiple training requirements into BITS or other composite training evolutions.

27 General: Create a Training Cell
During in-processing: As soon as a Marine arrives at his unit, he completes a composite requirements training package so that when he checks into his section he is ready to focus on his primary mission. During yearly training: When a Marine is assigned to the rifle/pistol range, he is also enrolled in a composite requirements training package taught and/or coordinated by his unit’s S-3. This training package would add a few days away from his section, but it would eliminate “a class here, a class there” to meet all training requirements.

28 Specific: Institutional Training
Training Requirement Current Trng Hrs (NCO) Trng Hrs (SNCO/Off) 3 Year Tour (NCO) 3 Year Tour (SNCO/Off) Recommended Combat Water Survival As required 1.00 3.00 Hazing Annual Substance Abuse 4.00 12.00 Sexual Assault Prevention & Response CBRN Defense Combat Marksmanship (Rifle) 48.00 144.00 Combat Marksmanship (Pistol) Not required 16.00 Equal Opportunity & Sexual Harrassment Heat Injury Prevention PFT 2.00 6.00 CFT Suicide Prevention & Awareness Combat Conditioning Weekly 120.00 360.00 MCMAP One-time 25.00 Marine Corps Common Skills Suspended See Note 1 DRIVESAFE (Vehicle) *Under 26 yrs old One-time, reduce age to under 24 yrs old Information and Personnel Security (Refresher and Counter Espionage) Every two years Request Mast Per enlistment or PCS PES Privacy Act "Back in the Saddle" Safety Standdown Semiannual 24.00 Voting Personal and Family Readiness PME Professional Military Education As required per rank Not calculated Violence Prevention 1.50 4.50 Per enlistment or PTP or PCS TOTAL TRAINING HOURS 234.50 251.00 703.50 753.00 642.50 691.00 Current Req – Recommended Req = Total Trng Hrs Savings over 3-Yr Tour NCO: 61 hrs SNCO/Off: 62 hrs

29 Specific: Individual Training
Training Requirement Current Trng Hrs (NCO) Trng Hrs (SNCO/Off) 3 Year Tour (NCO) 3 Year Tour (SNCO/Off) Recommended Semper Fit (Tobacco) Annual 1.00 3.00 Per enlistment Semper Fit (STD/HIV) Per enlistment or PTP Semper Fit (Health Promotion) OPSEC ORM Combating Trafficking in Persons AT Awareness Cyber Awareness 4.00 12.00 Every two years IA PII Code of Conduct Level A Bi-annually 6.00 Environmental Awareness Per enlistment or PCS Regional, Cultural and Language Familiarization (RCLF) Per rank Varies TOTAL TRAINING HOURS 18.00 42.00 Current Req – Recommended Req = Total Trng Hrs Savings over 3-Yr Tour NCO: 24 hrs SNCO/Off: 24 hrs

30 Total Savings Over a 3-Yr Tour, if we implement recommended changes
(Institutional + Individual) NCO: 61 hrs + 24 hrs = 85 hrs SNCO/Off: 62 hrs + 24 hrs = 86 hrs

31 Proof-of-Concept With the drawdown of OEF and a fiscally constrained environment, we now have both an opportunity and a need to rebalance our Institutional-Unit-Individual-Commander training requirements. Several 3d MAW G-shops, one Marine Air Group and two HMLA squadrons were included in the past CNA studies. With broad missions, high operational tempo and Committed and Engaged Leadership, 3d MAW is ideal to once again participate in future CNA studies.

32 Proof-of-Concept COA Implementing vice Studying
At 3d MAW, we are unaware which, if any, of the recommendations made by the CNA studies were implemented. We have not felt any relief from the burden of all Institutional-Unit-Individual-Commander training requirements; quite the opposite, we continue to feel the effects of more “rocks” being added to our “rucksack” on a regular basis, e.g. Violence Protection Program. Recommend any/all CNA study short- and long-term recommendations be implemented Corps-wide and follow-on CNA study be conducted to evaluate their effectiveness in returning time to the commander. Recommend validation and implementation of 3d MAW recommendations.

33 Questions? MCBUL 1500 is published annually by TECOM and signed by DC, CDI. It’s purpose is “to publish a comprehensive listing of all required annual training and education events contained in [MCOs and MARADMINs] to create efficiencies in training and optimize time available to unit commanders to conduct Mission Essential Task List based training”. The current Bulletin expires August of 2013. The current draft attempts to incorporate significant changes. In it’s current form the MCBUL 1500 does not regulate or guide annual required training, it only catalogs. The draft MCBUL 1500 would use CY13 required training as the base line and establish DC, CD&I as the advocate and CG TECOM as the proponent for additions, modifications, or deletions of required training. This would create a “gatekeeper” for the amount of hours that are levied on the total force as annual requirements. In addition it establishes timelines and a staffing process for Marine Corps agencies to nominate training for inclusion on the bulletin.

34 Background Slides References Contributors CNA Studies
Additional slides provided by TECOM regarding annual training requirements Additional interview perspectives Manager’s Internal Control Program

35 References “Rocks in the Rucksack” Commander’s Inputs from MAG-13, MAG-16, MACG-38, MAG-39, SgtMaj Lewis 3d MAW Inspector General Worksheet 3d MAW Manager’s Internal Control Program (https://sps.3maw.usmc.mil/compt/OMMC_MICP/default.aspx) Inspector General of the Marine Corps Functional Area Checklists (http://www.hqmc.marines.mil/igmc/Resources/FunctionalAreaChecklists.aspx) Center for Naval Analysis (CNA) studies Constrained Training Time: Defining and Characterizing the Problem Constrained Training Time: Why It Matters and What Can Be Done All “Rocks in the Rucksack” documents can be found on the 3d MAW G-3 SharePoint site (https://sps.3maw.usmc.mil/g3/Rocks%20in%20the%20Rucksack/Forms/WebFldr.aspx )

36 Contributors Research
Margaret Hoar, CNA; Sgt Rennie, MCMAP; Sgt Schaeffer, Combat Water Survival; Maj Margolis, Lejeune Leadership Institute; CWO3 Yoshida & MSgt Burket, CBRN Follow-on Interviews MAG-11: Maj Mrkvicka, Capt Bemis MAG-13: LtCol Blake, Maj Ebey, Maj Shipley, MGySgt Villarreal, MSgt Ewell, MSgt Gann, MSgt Hurt, GySgt Herron, GySgt Petrokovitch MAG-16: LtCol Gillard, LtCol Holtermann MACG-38: LtCol Lewis, MGySgt Vitale MAG-39: Maj Marvel, Capt Palumbo, Capt Spring, Capt Schloegl, SSgt Luff

37 CNA Studies Ensure the CG is fully aware of the CNA studies
Similar issues were brought to the previous CMC’s attention; a full study was conducted and recommendations were made From Margaux Hoar, Senior Research Scientist We did not make recommendations on what specific requirements should be changed or eliminated in the study, since we felt this was something that would require some deeper examination and was more appropriate for the Marine Corps itself to determine. This study has been widely briefed, to everyone from SMMC Barrett to the Command Element Advisory Board and numerous general officers, who all seem to concur that it is a problem. To my knowledge, however, there has not been a service-level effort to adopt our recommendations...though every couple of months I am contacted by someone at a command who has been tasked with investigating whether the individual command can make any appropriate changes. What action, if any, was taken as a result of the studies? If actions were taken, why are we still feeling the heaviness of the load? Did the recommendations not address 3d MAW’s concerns? If actions were not taken, why not? Would the recommendations address 3d MAW’s needs? What is the level of awareness/attention of the current CMC on these issues? Does he concur with the CNA studies? How do 3d MAW’s concerns differ from the CNA studies? Is it apples and oranges?

38 TECOM Slides

39 Total of 78.75 Hours of Required Annual Training
This chart depicts the current service-level individual training requirements. The majority of these requirements, but not majority of time, are mandated by higher authority. The majority of time is taken by events that are generated internally to the Marine Corps. While CMC has more flexibility to reduce the requirements developed internally to the Marine Corps, these requirements are the ones that are most tied to the Marine ethos. Requirements such as marksmanship, Marine Corps Martial Arts, and Physical Fitness can be altered, but are fundamental to the Marine Corps. The Marine Corps Common Skills program and Professional Military Education are extremely important to the development of the individual Marine, but provide opportunities for reorganization and efficiencies. Finally, those requirements originating outside of the Marine Corps (MC) (Department of Defense (DOD), Department of the Navy (DON)….. may or may not be outside of the scope of our efforts. While we must comply with existing DOD directives, there are similar efforts underway within DOD to reduce training requirements. The Office of the Assistant Secretary of Defense recently published a RAND study that looked at ancillary training requirements across all services.

40 MCBUL 1500 Annual Training Requirements
Comprehensive catalog of annual training requirements Current version approved 6 Aug 2012 Draft version in development (scheduled publication May 2013) Significant Changes Catalogs hours required for training Places “zero sum” training hour requirement Establishes DC CD&I advocacy and CG TECOM proponency for additions, modifications or deletions of required training Establishes submission timelines for nominations of training events MCBUL 1500 is published annually by TECOM and signed by DC, CDI. It’s purpose is “to publish a comprehensive listing of all required annual training and education events contained in [MCOs and MARADMINs] to create efficiencies in training and optimize time available to unit commanders to conduct Mission Essential Task List based training”. The current Bulletin expires August of 2013. The current draft attempts to incorporate significant changes. In it’s current form the MCBUL 1500 does not regulate or guide annual required training, it only catalogs. The draft MCBUL 1500 would use CY13 required training as the base line and establish DC, CD&I as the advocate and CG TECOM as the proponent for additions, modifications, or deletions of required training. This would create a “gatekeeper” for the amount of hours that are levied on the total force as annual requirements. In addition it establishes timelines and a staffing process for Marine Corps agencies to nominate training for inclusion on the bulletin.

41 Additional Interview Perspectives
*According to our definition, these are NOT rocks.

42 Away from the Flagpole Away from the Flagpole: Those concerns specific to MCAS Yuma or MCAS Camp Pendleton. Red=Other MCAS Yuma Medical support SWRFT support MCAS Camp Pendleton Range support MCAS Yuma Medical Limited duty: Differences btwn MCO/SECNAV, specifically convening authority signature; difficulties in getting the necessary signatures due to geographic separation; time, money and effort expended Specialists: Limited frequency of visits to Yuma for specialties such as orthopedists, psychiatrists, orthodontists, etc. and limited civilian specialty care in area SWRFT: During high optempo (WTI/ITX), insufficient support for day-to-day operations

43 Managers’ Internal Controls Program
*According to our definition, these are NOT rocks.

44 S-1 & Legal Defense Travel System- Approval Process and Oversight S-1
General Administration Privacy Act Program Promotion Process Postal Affairs Publication and Directive Management/Forms Management Absentee Voting and Voter Registration Program Sexual Assault Prevention and Response Program Pay and Personnel Administration Retirement and Separations Process Casualty Affairs Limited Duty Administration Defense Travel System- Approval Process and Oversight Government Travel Charge Card Accountability Performance Evaluation System Career Retention Program Military Leave and Liberty Substance Abuse Program Military Awards Processing Marine Corps Sponsorship Program Terminal Area Security Officer Legal Military Justice Legal Administration

45 S-2 & S-3 MCI Program S-2 DRRS-MC Intelligence Oversight Program
Information and Personnel Security Physical Security S-3 Antiterrorism/Force Protection and Critical Infrastructure Program Chemical, Biological, Radiological, Nuclear, and Explosive Incidents Historical Program Unit Training Management MCI Program DRRS-MC Body Composition & military Appearance Program Marine Corps Martial Arts Program Marine Combat Water Survival Training Program Professional Military Education Physical Fitness Program Combat Marksmanship Program Sortie Based Training Program Operations Security (OPSEC) Program

46 S-4 & S-6 S-4 Property Accounting and Tracking
Ammo Accountability/Planning/Control Armory/Serialized Small Arms Control Ground Equipment Maintenance Management Ground Equipment Record Procedures Vehicle Check In/Check Out procedures Vehicle Usage Monitoring Fuel Keys Environmental Management Hazardous Materials Bachelor Housing Management Meal Card Accountability Disposition of Serviceable and Unserviceable Assets Warehousing Operations Requisition and Receipt of Goods Property Accounting and Tracking Consolidated Memorandum Receipts Process Global Combat Support System-Marine Corps (GCSS-MC) Management S-6 Electronic Key Management System/Encrypted Comm Equipment IT Equipment Maintenance Hardware Accountability Website Security and Management Safeguarding Network PII Terminal Area Security Officer System Authorization Access Request (SAAR) Management Information Management

47 Aviation Maintenance & Supply
Power Plants Airframes Avionics Ordnance Flight Equipment Mobile Facilities Aviation Supply Supply Personnel Administration Supply Management Consumable Management Repairables Management Squadron Support Supply Response Supply Accounting

48 Fiscal & Safety Fiscal Budget Formulation, Justification, and Execution Financial Systems Access/Oversight Fund Control Personnel Training Requirements ULO, NULO, UMD, Tri-Annual Review Validations OTO, OTA Validations Contract Purchasing Process Government Commercial Purchase Card Program Consolidated Material Service Center Cards Virtual ServMart Fiscal Approval Process Offline Requisitions Managers’ Internal Control Program Safety Aviation Safety Program Ground Safety Program Industrial Hygiene Occupational Safety and Health Incident Report System Motorcycle Safety Program/Simulators Motor Vehicle Safety Program Mishap Prevention Fire Prevention Program Laser Safety Program Radiation Safety Program Radioactive Materials Receipt and Storage NATOPS Program

49 Catch-All Chaplain HQ Command Religious Program
Marine Corps Ball Fundraising Suicide Prevention Program Classified Material Control Request Mast Procedures Equal Opportunity Victim and Witness Assistance Color Guard Transition Assistance Management Program Family Readiness Unit, Personal and Family Readiness Program NAF Funds Management Chaplain Command Religious Program Religious Ministry Team Training Religious Ministry Team Facilities Religious Ministry Team Materials Religious Ministry Team Fiscal Management Religious Ministry Team Administration Medical/Dental Medical/Dental Readiness Medical Records Independent Duty Corpsman

50 Common Concerns Common concerns: Those concerns that most, if not all, 3d MAW units consistently identified as problematic to accomplishing their mission. Red=Other “Last minute” requirements are frustrating, at times defeating and detrimental to accomplishing the mission. Decreasing computer-to-personnel ratio for mission tasks, training tasks and day-to-day communication without a corresponding decrease in need. Limited feedback from all RFIs We tailor the MAGTF, why not tailor the training? Appropriate training resources Impacts of personnel turnover “Last minute” requirements are frustrating, at times defeating and detrimental to accomplishing the mission. Decreasing computer-to-personnel ratio for mission tasks, training tasks and day-to-day communication without a corresponding decrease in need. Limited feedback from all RFIs We tailor the MAGTF, why not tailor the training? Appropriate training resources Impacts of personnel turnover “Last minute” requirements: Countless hours are spent creating annual training plans to meet all requirements. Plans are adapted, as necessary on quarterly/monthly/weekly bases, but “last minute” requirements cause a “Domino Effect” of adverse impacts: Numerous hours are spent figuring out how to fulfill the requirement Training schedules are adjusted to meet both missions (planned events and “last minute” events) and minimize disruption; cancelled planned events are then rescheduled Night crews are brought in off-cycle to attend daytime all-hands events Readiness is impacted due to decreased manpower and time available May cause compressed training decreasing training value, i.e. attending a CY requirement in Dec and Feb rather than Jan and Jan the next year Strips units of autonomy, increases frustration especially for company grade and SNCOs who shoulder the bulk of the burden Computer-to-personnel ratio Many shops have far more Marines than computer assets Computer assets are needed for mission tasks, to include training certification systems such as ASM and MSHARP Instructor-led training (40 students for 1 hour total) is more time-efficient and learning-effective than CBT (1 hour for each of the 40 students) which is time-consuming, resource-constrained and learning-ineffective Feedback Units provide so much data only to fail to see the application or impact of that data; leads to a feeling of, “What are we doing all this for?” Positive example of feedback and associated policy change was when the motorcycle PPE was adjusted. Tailoring: Is applied in certain areas (motorcycle safety) but can be expanded to other areas as well Predeployment: While every Marine is a riflemen, every Marine has a different mission with limited training time. By allowing the commander to tailor his training according to his mission, he can better focus his Marines for their upcoming challenges. For example, an aviation unit was required to complete 60 hours of cultural training; many of the Marines in the unit would most likely never interact with local nationals. Training resources: Even if a particular training event is not a requirement, provide support to the commander if he deems it necessary for his personnel, e.g. sufficient ammunition and range support to fam fire, if not qualify with the ACOG . Also, motorcycle safety training although required is becoming more difficult to get sufficient quotas. Personnel turnover: There are numerous reasons for personnel turnover (PCA/PCS, B-billets, schools, deployments, etc.). While these are all important in a Marine’s career, it has direct impacts on a unit’s readiness, e.g. retraining/requalifying/recertifying when out of the MOS; assigning and training multiple personnel to fill collateral duty billets, etc.


Download ppt "“Rocks in the Rucksack” V10 16 Jul 13"

Similar presentations


Ads by Google