R 211250Z NOV 19
MARADMIN 642/19
MSGID/GENADMIN/CMC PPO PL WASHINGTON DC//
SUBJ/2019 SECURITY COOPERATION OPERATIONAL ADVISORY GROUP OUTBRIEF//
REF/A/DOC/NATIONAL DEFENSE STRATEGY/JAN 2018//
REF/B/DOC/CMC SECURITY COOPERATION STRATEGY/AUG 2018//
NARR/REF A IS THE 2018 NATIONAL DEFENSE STRATEGY OF THE UNITED STATES/ REF B IS THE COMMANDANT OF THE MARINE CORPS SECURITY COOPERATION STRATEGY//
POC/ROMEO CUBAS/LTCOL/PLU/ROMEO.CUBAS@USMC.MIL/703 693-9766//
POC/JIM MILLER/CIV/PLU/JAMES.L.MILLER5@USMC.MIL/703-692-4340//
POC/GABRIELLA KROHMAL/CTR/PLU/GABRIELLA.KROHMAL.CTR@USMC.MIL/703-692-4375//
POC/JUSTIN GOLDMAN/CTR/PLU/JUSTIN.GOLDMAN.CTR2@USMC.MIL/703-692-4338//
GENTEXT/REMARKS/1.  HQMC Plans, Policies and Operations (PPO), Strategy and Plans Division (PL) conducted the inaugural Security Cooperation Operational Advisory Group (SC OAG) from 30 Oct to 1 Nov 2019 at the Washington Navy Yard.  DC PPO sponsored the SC OAG and provided opening comments stressing the importance of Security Cooperation (SC) in achieving objectives set by the National Defense Strategy (NDS), ref (a), Global Combatant Commands (GCC), and Service Strategy on Security Cooperation (ref b).
2.  Background
2.A.  Purpose.  The SC OAG is the principal USMC senior forum to advise DC PPO on SC programs and activities, SC-related force development requirements, and resourcing decisions.  Outputs of the SC OAG inform DC PPO on critical SC capability gaps and recommendations for input to the Marine Corps capabilities-based assessment and program objective memorandum development processes.
2.B.  Over 60 participants attended the inaugural SC OAG, from HQMC, the supporting establishment, and operating forces.
2.C.  SC OAG participants voted on prioritization of SC-related capability gaps and proposed solutions.
2.D.  Director, Strategy and Plans Division (DIR PL) and the Director, Operations (DIROPS) representative received the SC OAG outbrief.
2.E.  OAG topics included MARFOR and MEF SC-related capability gaps, challenges and limitations of title 10 U.S.C. Chapter 16 authorities, talent management of SC subject matter experts, reutilization of USMC Foreign Security Force (FSF) Advisors, and educating the total force on SC.
3.  SC-related gaps reported to DC PPO (listed in priority order).
3.A.  Actionable gaps identified, along with proposed solutions.
3.A.1.  Gap:  Lack of maritime strategic guidance detailing how naval integration will impact SC planning.  Solution:  PPO PL coordinates with USN, USCG, and other USMC stakeholders to update the Maritime Security Cooperation Policy (2013).
3.A.2.  Gap:  Lack of USMC SC planners integrated within fleets to ensure alignment of USN and USMC objectives.  Solution:  address through CMC Force Design effort.  Appropriate OPR to be identified.
3.A.3.  Gap:  MARFORs and MEFs lack the capability to capture SC costs per title 10 U.S.C. requirements.  Solution:  PPO PL AND PR implement additional policy and training for USMC financial managers.  Explore requirement for any system updates.
3.A.4.  Gap:  Insufficient SC education in total force PME.  USMC offerings on SC target a narrow audience, however, Marines across the total force work with allies and partners.  Solution:  PPO PL, MARFORCOM MCSCG, AND TECOM identify the SC knowledge, skills, and abilities required by the total force via content review boards.
3.B.  Gaps requiring additional data and analysis prior to action:
3.B.1.  Gap:  Insufficient and misaligned SC practitioners globally.  Way ahead:  MARFORs analyze and identify external manpower requirements in each country to enable SC planning to meet NDS, GCC, and service objectives.  MARFOR Tables of Organization and Equipment Change Requests (TOECR) must be submitted to Total Force Structure Management Division (TFSD) (COPY PPO PL) in Apr 2020 to inform the Aug 2020 Authorized Strength Report (ASR).
3.B.2.  Gap:  Insufficient Foreign Area/Regional Affairs Officer (FAO/RAO) personnel on MARFOR/MEF SC staffs.  Way ahead:  MARFORS/MEFS analyze their tables of organization and identify which billets should be coded for FAO/RAOS.  MARFOR/MEF submit TOECRS to TFSD (copy PPO PL) in Apr 2020 to inform the Aug ASR.
3.B.3.  Gap:  Lack of FAO/RAO career progression and/or promotion.  Way ahead:  PPO PL and MRA determine potential DOTMLPF solutions to address talent management for FAO/RAOs.
3.B.4.  Gap:  Lack of reutilization of FSF Advisors.  Way ahead:  PPO PL and MARFORRES research DOTMLPF solutions to address reutilization.
4.  Documentation
4.A.  Intellipedia.  All presentations and outbriefs for the 2019 USMC SC OAG are located on the USMC SC Working Group Intellipedia site at:  https:(slash)(slash)intellipedia.intelink.sgov.gov slash wiki/USMC_Security_Cooperation_Working_Group.
4.B.  After Action Report (AAR).  PLU is developing a classified AAR to fully document SC OAG discussions and recommendations.
5.  Next steps
5.A.  Dir PL will brief SC OAG results to DC PPO NLT Dec 2019.
5.B.  PLU will coordinate with USMC stakeholders to complete tasks.  PLU will report status updates at the quarterly USMC SC Community of Interest (COI) SVTC and annual USMC SC Working Group (SCWG).
5.C.  The next SC COI SVTC is tentatively scheduled for Feb 2020.
5.D.  The next USMC SCWG is tentatively scheduled for Apr 2020.
6.  Direct questions to the above POCs.
7.  Release authorized by GS15 Jeffrey L. DeWeese, Acting Director, Strategy and Plans Division, Plans, Policies and Operations, Headquarters U.S. Marine Corps.//