R 201257Z JUL 11
UNCLASSIFIED//
MARADMIN 412/11
MSGID/GENADMIN,USMTF,2007/CMC WASHINGTON DC MRA MI MIF(UC)/F002//
SUBJ/COMMANDANT'S PLANNING GUIDANCE (CPG) IMPROVE PERSONNEL ADMINISTRATION PROGRESS UPDATE//
REF/A/MSGID: DOC/CMC/YMD: 20101022//
AMPN/CMC'S PLANNING GUIDANCE//
GENTEXT/REMARKS/1.  PURPOSE.  THIS MARADMIN PROVIDES A PROGRESS UPDATE ON THE CPG TASK TO IMPROVE PERSONNEL ADMINISTRATION, PER THE REF.
2.  BACKGROUND.  PRIORITY NR 4 OF THE CPG TASKED DC MRA TO IDENTIFY OPTIONS FOR THE TRANSFER OF SOME FUNDAMENTAL PERSONNEL ADMINISTRATIVE CAPABILITIES BACK TO BATTALION/SQUADRON, AND FURTHER, EXAMINE THE INSTALLATION PERSONNEL ADMINISTRATION CENTER (IPAC) CONCEPT TO CONFIRM WHAT EFFICIENCIES SHOULD BE RETAINED AT IPAC, AND WHAT CAPABILITIES SHOULD BE BROUGHT BACK TO UNITS IN AN EFFORT TO SUPPORT COMMANDERS AND THEIR SENIOR ENLISTED IN THEIR FUNDAMENTAL RESPONSIBILITIES TO CARE FOR THEIR MARINES.
3.  MISSION.  IN NOVEMBER 2010, REPRESENTATIVES FROM MRA INITIATED THE FACT FINDING PHASE OF THEIR TASK TO IMPROVE PERSONNEL ADMINISTRATION.  IN ACCORDANCE WITH CMC GUIDANCE, THEIR EFFORTS INCLUDED VISITING BASES AND STATIONS TO CONDUCT TOWN HALL SESSIONS WITH COMMANDERS AND SENIOR ENLISTED IN ORDER TO LISTEN TO AND UNDERSTAND THE ISSUES REGARDING PERSONNEL ADMINISTRATION SUPPORT FROM THEIR PERSPECTIVE.  THE MRA TEAM ALSO TOURED 11 OF THE 14 IPACS TO EVALUATE INTERNAL PROCESSES AND METHODOLOGIES. ADDITIONALLY, FOCUS GROUPS INVOLVING SENIOR ENLISTED ADMINISTRATORS AND OFFICERS WERE HELD TO ASSESS ADMINISTRATIVE GAPS AND CHART SOLUTIONS TO THOSE DEFICIENCIES.
4.  EXECUTION.  IN APRIL 2011, A CORRECTIVE ACTION PLAN TO ADDRESS THE MAJOR CONCERNS OF COMMANDERS WAS PRESENTED TO THE CMC.  THE PLAN CONSISTED OF BOTH IMMEDIATE ACTIONS AND LONG TERM INITIATIVES TO EFFECT CHANGES TO PERSONNEL ADMINISTRATION POLICIES AND PROCEDURES, SYSTEMS, AND STAFFING. KEY CORRECTIVE ACTIONS ARE AS FOLLOWS:
    A.  INITIATE A SLATING PROCESS FOR IPAC DIRECTORS.  A COMPREHENSIVE EVALUATION OF INDIVIDUAL QUALIFICATIONS BASED ON KNOWLEDGE, EXPERIENCE, AND CAPABILITY WILL BE CONDUCTED IN ORDER TO ENSURE THE MOST QUALIFIED AND CAPABLE PERSONNEL OFFICERS ARE ASSIGNED AS IPAC DIRECTORS.  ADDITIONALLY, ALL IPAC DIRECTOR BILLETS WILL BE FILLED BY ACTIVE DUTY PERSONNEL OFFICERS AS WE WORK TOWARD ENTERPRISE STANDARDIZATION, MAINTAIN THE MARINE CORPS PHILISOPHY OF BILLET ROTATION, AND PROVIDE LEADERSHIP OPPORTUNITIES FOR THE MOS 0170 COMMUNITY.
    B.  ASSIGN PERSONNEL OFFICERS TO REGIMENTS AND GROUPS. PERSONNEL OFFICERS WILL BE STAFFED AT THE REGIMENT AND GROUP LEVEL TO SERVE AS THE PERSONNEL ADMINISTRATION SUBJECT MATTER EXPERT AND TO PROVIDE PERSONNEL ADMINISTRATION EXPERIENCE AND SUPPORT TO SUBORDINATE BATTALIONS AND SQUADRONS.  THE REGIMENT AND GROUP PERSONNEL OFFICER WILL SERVE AS A LIAISON BETWEEN THE REGIMENT AND GROUP AND THE SERVICING IPAC AND MANPOWER INFORMATION SERVICE SUPPORT OFFICE (MISSO). 
    C.  PROVIDE AN ELECTRONIC SERVICE RECORD (E-RECORD). THIS EFFORT WILL PROVIDE AN ON-LINE E-RECORD CAPABILITY WHICH WILL ALLOW COMMANDERS AND SENIOR ENLISTED ACCESS TO THE FIELD RECORD PORTION OF THE OFFICIAL MILITARY PERSONNEL FILE (OMPF).  THE E-RECORD WILL ELIMINATE THE NEED FOR COMMANDERS TO HAVE TO REQUEST ACCESS TO A MARINE'S SERVICE RECORD BOOK FROM THE IPAC AND WILL FOSTER SMALL UNIT LEADERSHIP.  THIS CAPABILITY WILL BE IMPLEMENTED IN A PHASED APPROACH STARTING WITH THE QUANTICO IPAC IN JULY 2011.
    D.  DEVELOP ADMINISTRATIVE DOCTRINE AND A STRATEGIC COMMUNICATION PLAN.  THE ADMINISTRATIVE DOCTRINE IS UNDER DEVELOPMENT DESIGNED TO FACILITATE STANDARDIZATION OF PERSONNEL A DMINISTRATION SUPPORT IN BOTH GARRISON AND DEPLOYED ENVIRONMENTS.  ALSO UNDER DEVELOPMENT IS A STRATEGIC COMMUNICATION PLAN, WHICH WILL PROVIDE THE PROCESSES AND PROCEDURES FOR THE APPROPRIATE FLOW OF ADMINISTRATIVE INFORMATION.
    E.  PERFORM A TROOP-TO-TASK ANALYSIS.  AN EVALUATION OF PROPER PERSONNEL ADMINISTRATOR STAFFING AND TASKS AT UNITS AND IPACS IS CURRENTLY UNDERWAY.  THIS ANALYSIS WILL ESTABLISH THE BASELINE STAFFING OF ADMINISTRATORS REQUIRED AT EACH UNIT, AND IDENTIFY WHERE FUNDAMENTAL ADMINISTRATIVE FUNCTIONS ARE MOST EFFICIENTLY EXECUTED.  BASED ON THE RESULTS OF THIS ANALYSIS, REALIGNMENT OF ADMINISTRATORS MAY BE REQUIRED.
    F.  IMPROVE MARINE ON-LINE.  ENHANCEMENTS TO MARINE ON LINE TO MAKE THE INTERFACE MORE USER FRIENDLY AND ADAPTABLE ARE UNDER DEVELOPMENT.  THESE CHANGES RANGE FROM IMPROVEMENTS OF THE CURRENT MOL FUNCTIONALITY TO PROVIDING COMMANDERS INCREASED CAPABILITIES TO ELECTRONICALLY SUBMIT AND TRACK ACTIONS TO COMPLETION. 
5.  MRA CONTINUES TO DILIGENTLY WORK THIS INITIATIVE AND HAS ESTABLISHED AN IMPROVE ADMIN BRANCH WITHIN MI DIVISION.  MEMBERS FROM THE IMPROVE ADMIN TEAM ARE TRAVELLING AROUND THE CORPS TO PROVIDE MORE DETAILED INFORMATION CONCERNING ONGOING ACTIONS. MR. DON PAGE IS LEADING THIS TEAM AND CAN BE REACHED BY EMAIL AT DONALD.F.PAGE@USMC.MIL, OR PHONE AT 703-784-9026 DSN (278).
6.  THIS APPLIES TO THE TOTAL MARINE CORPS FORCE.
7.  RELEASE AUTHORIZED BY LTGEN R. E. MILSTEAD JR, DEPUTY COMMANDANT FOR MANPOWER AND RESERVE AFFAIRS //