R 131457Z MAR 17
MARADMIN 123/17
MSGID/GENADMIN/CMC WASHINGTON DC PPO/PL//
SUBJ/GUIDANCE IN SUPPORT OF MARINE CORPS TRAINING MISSION - UNITED ARAB EMIRATES (MCTM-UAE)//
REF/A/DOC/UAE TRAINING FMS CASE/13 OCT 2011//
REF/B/DOC/AMEMB UAE/27 JAN 2015//
REF/C/MCO/CMC/24 JUN 2014//
REF/D/DOC/DOD/30 APR 2012//
REF/E/DOC/DOD/FEB 2016//
REF/F/MSG/CMC/241208Z OCT 2012//
NARR/REF A IS THE FOREIGN MILITARY SALES (FMS) AGREEMENT BTWN THE USG AND THE UNITED ARAB EMIRATES FOR THE MARINE CORPS TO PROVIDE TRAINING TO THE UAE PRESIDENTIAL GUARD. REF B IS THE APPROVED MEMORANDUM REQUESTING MCTM PCS-ASSIGNMENT CHANGE. REF C IS MARINE CORPS ORDER 5710.6.C SECURITY COOPERATION. REF D IS THE DEPARTMENT OF DEFENSE SECURITY ASSISTANCE MANAGEMENT MANUAL 5105.38-M. REF E IS THE FINANCIAL MANAGEMENT REGULATION VOLUME 15: “SECURITY COOPERATION POLICY” UNDER SECRETARY OF DEFENSE (COMPTROLLER). REF F IS MARADMIN 620/12 PERSONEL SOURCING GUIDANCE IN SUPPORT OF MARINE CORPS TRAINING MISSION-UNITED ARAB EMIRATES (MCTM-UAE).//
POC/J.L. MILLER/CIV/UNIT: PPO/PLU/-/TEL: (703)692-4340/EMAIL: JAMES.L.MILLER5(AT)USMC.MIL//
POC/T.E. MOULDER/MAJ/UNIT: PPO/PLU/-/TEL: (703)692-4367/EMAIL: TODD.MOULDER(AT)USMC.MIL//
POC/P.V. LAVOIE/MAJ/UNIT: COMUSMARCENT/-/TEL: (813)827-4184/EMAIL: PATRICK.LAVOIE(AT)MARCENT.USMC.MIL//
POC/B.W. FAULK/MAJ/UNIT: MRA/MMOA/-/TEL: (703)784-9279/EMAIL: SMB_MMOA_1(AT)USMC.MIL//
POC/B.J. ERHARDT/LTCOL/UNIT: MRA MMIB/-/TEL: (703)784-9263/EMAIL: BRUCE.ERHARDT(AT)USMC.MIL//
POC/D.M. HOWARD/CIV/UNIT: MCSCG SECURITY ASSISTANCE/-/TEL: (757)962-4430 EXT 2254/EMAIL: DOUGLAS.M.HOWARD(AT)USMC.MIL//
POC/R.M. HENDRICK//CIV/UNIT: MCSCG/-/TEL:(757)962-4430 EXT 2260/EMAIL: ROD.HENDRICK1(AT)USMC.MIL//
POC/J.B. CHARTIER/LTCOL/UNIT: MCTM-UAE/-/TEL: +971 50 812-6479/EMAIL: CHARTIERJB(AT)STATE.GOV//
POC/T.S. HENSHAW/SGTMAJ/MCTM-UAE/-/TEL: +971 50 106-4322/EMAIL: TIMOTHY.HENSHAW(AT)USMC.MIL//
GENTEXT/REMARKS/1.  Purpose.  Per refs A and B and IAW refs C thru E, the following updated guidance is provided in support of the continued planning, execution, and sustainment of the MCTM-UAE FMS case.  This is guidance for the personnel assignment, training, and turnover procedures required for successful mission execution.  As a result of ref B, ref F(MARADMIN 241208Z OCT 2012) is cancelled.
2.  Background. Per ref A, the MCTM-UAE FMS training case is a Title 22-authorized contractual agreement between the U.S. and UAE governments executed by the Marine Corps.
2.A.  Based on initial undefined duration of the case, USMC implemented a global individual augmentation (IA) sourcing methodology as a means to effectively and efficiently satisfy the manpower requirements.
2.B.  Subsequent agreement between the U.S. and UAE governments transitioned MCTM-UAE into a FMS case executable through at least 2019.  As a result, ref B was implemented during 2015 with personnel manned via permanent change of station orders (PCSO).
2.C.  Utilization of PCS orders has provided the service greater ability and flexibility in identifying the most qualified individuals available to satisfy the manpower requirements while minimizing the impact on the OPFOR.
2.D.  Use of PCSO does, however, require losing commands to take specific actions and provide oversight on critical pre-PCS requirements necessary to prepare and train Marines reporting to MCTM-UAE.
3.  Policy
3.A.  As a Title 22 FMS training case, MCTM-UAE will operate under chief of mission authority and is prohibited from providing direct operational support to the UAE Presidential Guard.
3.B.  MCTM-UAE and MARFORCOM (MCSCG) will ensure that Emirati case money is utilized IAW ref E.
3.C.  In addition to traditional service component functions, COMUSMARCENT will exercise administrative control (ADCON) of MCTM Marines to include validating MCTM Marines’ pre-PCS requirements.
3.D.  MCTM Marines must be medically qualified for world-wide deployment, per standard DON medical screening processes, and subsequent, in-country DOS/USEMB medical authorities.
3.E.  Personnel in receipt of PCSO to MCTM-UAE will execute case-funded TAD for pre-PCS training at Fort Story VA prior to detaching from the losing command.
3.E.1.  MARCENT will provide funding data for TAD orders to support pre-PCS training utilizing MCTM case funding.
3.F.  Upon receipt of PCSO, Marines will receive reporting instructions from OIC MCTM and CO MCSCG detailing the requirements for PCS and pre-PCS training.
4.  Tasks
4.A.  DC PPO
4.A.1.  Function as service approval authority for MCTM-UAE case modifications in the scope of mission and manning adjustments.
4.A.2.  Provide service-level engagement guidance to COMUSMARCENT in order to shape and better align service and international engagement objectives.
4.A.3.  Provide guidance refinement via the force management plan and CMC International Engagement Planning Guidance.
4.A.4.  Provide policy oversight to MARFORCOM (MCSCG) and MARCORSYSCOM (IP) in support of case management.
4.A.5.  Endorse MCTM-generated, COMUSMARCENT-validated feasibility-of-support submission for USMC-UAE PG partnered training in CONUS.
4.B.  DC M&RA
4.B.1.  Based on current COMUSMARCENT-validated, CMC DC PPO- approved, MCTM UAE-manning document (MD) and the demand for cluster inbound movement, issue PCSO to inbound MCTM Marines NLT 15 Jan annually.  Although it is critical that orders be issued by 15 Jan, if PCSO are not available, issue letter of intent of MCTM-UAE assignment so that inbound Marine can register for embassy services in a timely manner.
4.B.2.  Due to the numerous USMC, U.S. Department of State, and Emirati administrative and medical screening requirements, insert in the PCSO the following statement:  “Complete the medical and administrative requirements NLT 120 days prior to reporting date,” to ensure PCS assignment requirements are properly satisfied in a timely manner.
4.B.3.  Comply with the sourcing timelines outlined in para 5.
4.C.  COMUSMARCENT
4.C.1.  Exercise ADCON of MCTM-UAE, to include administration and support, discipline, casualty reporting, the processing of service awards, travel orders and vouchers, and the processing of performance evaluations.
4.C.2.  Validate MCTM-UAE-generated recommended modifications to size and composition (rank and MOS structure).
4.C.3.  Endorse MCTM-UAE-informed, MARFORCOM (MCSCG)-provided training to include ensuring compliance with CENTCOM/theater entry requirements.
4.C.4.  Provide losing command of inbound MCTM Marine, TAD funding data LOA for pre-deployment training conducted at Ft Story, VA.
4.C.5.  Validate all feasibility of support (FOS) submissions that will be MCTM-generated, COMUSMARCENT-validated, and DC PPO-endorsed for USMC–PG partnered training in CONUS.
4.C.6.  Incorporate MCTM training observations into MARCENT service assessment and combatant command assessment processes.
4.C.7.  Coordinate with USEMB UAE and funding any force protection provisions that exceed chief of mission requirements.
4.C.8.  Be prepared to develop a long-term engagement strategy that will inform MCTM employment and a transition plan to a mil-mil relationship should a decision be made to end the FMS case support to UAE.
4.C.9.  Comply with sourcing timeline in para 6.
4.D.  COMMARFORCOM (MCSCG)
4.D.1.  Provide management and execution oversight for the MCTM-UAE FMS training case IAW refs D and E.
4.D.2.  Assist Naval Education and Training Security Assistance Field Activity (NETSAFA) in the execution of FMS case.
4.D.3.  Ensure all costs associated with MCTM-UAE are captured and reimbursed to the USMC IAW ref E.
4.D.4.  Upon DC M&RA notification and in coordination with MARCENT and MCTM-UAE, provide reporting instructions for pre-PCS training at Fort Story, VA to inbound MCTM–UAE Marines reporting instructions.
4.D.5.  Develop and execute COMUSMARCENT endorsed mission-tailored security cooperation training for inbound MCTM-UAE Marines.
4.D.6.  Inform HQMC PPO, MARFORCOM, MCSC-IP, and MARCENT of any significant case-related issues.
4.D.7.  Comply with sourcing timeline in para 6.
4.E.  Officer-in-Charge, MCTM-UAE
4.E.1.  Train, advise, and assist the Presidential Guard in order to cultivate the PG’s warrior ethos, bolster the PG’s sustainable development, and advance its strategic relationship with the U.S. Marine Corps.
4.E.2.  Coordinate any administrative responsibilities executed under USEMB Abu Dhabi authorities to include in-country organization of MCTM, control of resources and equipment, and unit logistics.  Ensure COMUSMARCENT remains informed.
4.E.3.  Conduct annual review of the MCTM’s employment plan with the Presidential Guard.
4.E.4.  Provide via official message traffic any changes to requirements affecting manning to COMUSMARCENT for validation.
4.E.5.  Serve as the coordinating authority for out-year MCTM sourcing.  This includes leading an annual service-level planning effort to reconcile sourcing requirements and as the gaining force, monitoring the pre-PCS efforts of inbound MCTM Marines.
4.F.  Commanding officer/officer-in-charge of losing command
4.F.1.  Ensure Marines in receipt of PSCO to MCTM-UAE comply with directions contained in both PCSO and pre-PCS reporting instructions.
4.F.2.  NLT 120 days prior to report date, certify administrative and medical screening and submission of “diplomatic” passport applications to DC M&RA and MCTM-UAE.
4.F.3.  Issue orders, with funding data from COMUSMARCENT to Marines in receipt of orders to MCTM-UAE, to pre-PCS training at prescribed date in Fort Story, VA.
4.F.3.a.  COMUSMARCENT is the approval authority for exceptions to the prescribed pre-PCS training requirements.
4.F.4.  Ensure Marines in receipt of orders to MCTM-UAE possess an active secret security clearance prior to detaching.
4.F.4.a.  If the Marine cannot obtain a secret security clearance in sufficient time, immediately notify DC M&RA and MCTM for sourcing mitigation.
4.G.  COMMARCORSYSCOM (IP)
4.G.1.  Provide service oversight of MCTM-UAE FMS exercise and support case.
4.G.2.  Ensure all costs associated with the MCTM-UAE support case are captured and reimbursed to the USMC and the UAE.
4.G.3.  Assist MCTM-UAE in the planning and execution of the unit enhancement training (UET) support at MCAGCC Twenty-nine Palms, CA and the Mountain Exercise (MTNEX) at MCB Bridgeport, CA.
4.G.4.  Inform HQMC PPO, MARFORCOM (MCSCG), and COMUSMARCENT of any significant case-related issues.
5.  MCTM sourcing timeline
5.A. NLT 180 days prior to report date, DC M&RA to issue letters of intent or PCSO to inbound MCTM Marines.
5.B.  NLT 120 days prior to report date losing command ensures inbound MCTM-UAE Marines confirm medical screening per guidance and passport/visa applications have been completed.
5.C.  NLT 90 days prior to report date, CO MCSCG publishes reporting instructions for security cooperation training course.
5.D.  NLT 90 days prior to report date, CO MCSCG submits security cooperation training course program of instruction (POI) to MARCENT for endorsement.
5.E.  NLT 30 days prior to report date, MCTM pre-PCS training complete.
5.F.  15 days after inbound Marines arrive to UAE and a complete relief in place (RIP),outbound Marines will depart the country.
5.G.  NLT 1 Nov annually, conduct service-level planning to support following summer PCS cycle.
6.  Command and control
6.A.  MCTM-UAE personnel fall under the ambassador's chief of mission (COM) authority per ref D, to include force protection requirements.
6.B.  The senior defense official/U.S. defense attache (SDO/DATT) exercises operational control (OPCON) of MCTM-UAE.
6.C.  COMUSMARCENT coordinates with and assists the SDO/DATT on MCTM employment.
6.D.  COMUSMARCENT exercises specified ADCON authorities; MCTM OIC otherwise coordinates with USEMB-supported administrative functions to include DOS-approved security, administrative, and logistical support provisions.
7.  Release authorized by BGen Christopher J. Mahoney, Director, Strategy and Plans Division, Plans, Policies and Operations, Headquarters United States Marine Corps.//