R 041620Z JAN 11
UNCLASSIFIED//
MARADMIN 006/11
MSGID/GENADMIN/CMC WASHINGTON DC/MRA MP//
SUBJ/OVERSIGHT TRANSFER OF CAREER LEADERSHIP DEVELOPMENT AND CENTRALLY MANAGED PROGRAMS//
REF/A/DODI 1430.16/19NOV2009//
REF/B/MCO 12410.24/26 JUN 1997//
REF/C/WHITE LETTER NO.03-07/28 AUG 2007//
REF/D/MEMO/MROC/12-2010/05JAN2010//
POC/MARLA K. RANKIN/CMC (MPC-30)/-/COM 703-432-9420/DSN 378-9420//
NARR/REF A IS DOD INSTRUCTION SUBJ:  GROWING CIVILIAN LEADERS, REF B IS MCO SUBJ:  CIVILIAN LEADERSHIP DEVELOPMENT, REF C IS CMC WHITE LETTER SUBJ:  CIVILIAN MARINE LEADERSHIP AND PROFESSIONAL DEVELOPMENT REF D IS MROC DECISION MEMO SUBJ:  MARINE CORPS CIVILIAN LEADERSHIP DEVELOPMENT PROGRAM.//
GENTEXT/REMARKS/1. THIS MARADMIN ANNOUNCES THE TRANSFER OF OVERSIGHT FOR THE CAREER LEADERSHIP DEVELOPMENT PROGRAM (CLDP) AND CENTRALLY MANAGED PROGRAMS (CMP) FROM THE COMMANDANT OF THE MARINE CORPS, MANPOWER AND RESERVE AFFAIRS (MRA), MANPOWER AND POLICY DIVISION (MP), CIVILIAN WORKFORCE MANAGEMENT BRANCH (MPC) TO THE TRAINING AND EDUCATION COMMAND (TECOM), MARINE CORPS UNIVERSITY (MCU), LEJEUNE LEADERSHIP INSTITUTE (LLI).
2. CIVILIAN LEADERSHIP DEVELOPMENT PROGRAMS SHALL BE ADMINISTERED IN ACCORDANCE WITH THE REFERENCES.
3. THE DOD CIVILIAN LEADER DEVELOPMENT FRAMEWORK AND CONTINUUM (CLDFC) PROVIDES A BLUE PRINT FOR THE DELIBERATE DEVELOPMENT OF DOD CIVILIAN LEADERS BELOW THE EXECUTIVE LEVEL. A DIVERSE CADRE OF HIGHLY CAPABLE, HIGH-PERFORMING, AND RESULTS-ORIENTED CIVILIAN LEADERS SHALL BE DEVELOPED AND SUSTAINED TO LEAD EFFECTIVELY IN INCREASINGLY COMPLEX ENVIRONMENTS, ENSURE CONTINUITY OF LEADERSHIP, AND MAINTAIN A LEARNING ORGANIZATION THAT DRIVES TRANSFORMATION AND CONTINUOUS IMPROVEMENT ACROSS THE ENTERPRISE.
4. LEADERSHIP COMPETENCIES OF CIVILIAN MARINES SHALL BE ASSESSED PERIODICALLY, AND APPROPRIATE LEARNING OPPORTUNITIES INCLUDING EDUCATION, TRAINING, SELF-DEVELOPMENT, AND ASSIGNMENTS SHALL BE PROVIDED TO BROADEN EXPERIENCE AND INCREASE LEADERSHIP CAPABILITY.
5. INVESTMENTS IN CIVILIAN LEADER DEVELOPMENT PROGRAMS SHALL BE PLANNED, PROGRAMMED, AND BUDGETED AT LEVELS SUFFICIENT TO PROVIDE FOR THE DELIBERATE DEVELOPMENT OF CIVILIAN LEADERS AT ALL LEVELS OF THE CONTINUUM, AND ALIGNED WITH THE CLDFC, TO MAXIMIZE OVERALL RETURN ON INVESTMENT.
6. OUR LEADERSHIP CADRE WILL REFLECT OUR WORKFORCE DIVERSITY. EQUAL OPPORTUNITIES FOR LEADERSHIP TRAINING AND DEVELOPMENT SHALL BE EXTENDED TO ALL EMPLOYEES, WITHOUT REGARD TO RACE, COLOR, SEX, RELIGION, NATIONAL ORIGIN, AGE, MENTAL OR PHYSICAL DISABILITIES.
7. POSSESSION OF LEADERSHIP COMPETENCIES MUST BE A CONSIDERATION IN THE SELECTION PROCESS FOR SUPERVISORY AND MANAGERIAL POSITIONS. THESE COMPETENCIES SHALL BE INCLUDED AMONG THE KNOWLEDGE, SKILLS, AND ABILITIES LISTED IN EACH VACANCY ANNOUNCEMENT FOR CIVILIAN SUPERVISORS AND MANAGERS.
8. MPC WILL COLLABORATE WITH LLI TO ESTABLISH LEADERSHIP DEVELOPMENT POLICY FOR CIVILIAN MARINES. LLI WILL EXERCISE MARINE CORPS-WIDE OVERSIGHT FOR CLDP AND CMP. BASES AND STATIONS SHALL INSTITUTE CLDP, APPOINT A CLDP ADMINISTRATOR, FURNISH PROGRAM RESOURCES, ISSUE APPROPRIATE GUIDELINES, AND DISSEMINATE PROGRAM INFORMATION TO ALL CIVILIAN MARINES. SENIOR MILITARY AND CIVILIAN LEADERS SHALL PROMOTE CIVILIAN LEADERSHIP DEVELOPMENT, GUIDE THE DEVELOPMENT OF EMPLOYEES SEEKING SENIOR POSITIONS, AND SERVE AS EFFECTIVE ROLE MODELS. SUPERVISORS SHALL PROVIDE GUIDANCE TO EMPLOYEES, AS WELL AS ASSIST IN THE DEVELOPMENT OF THE INDIVIDUAL LEADERSHIP DEVELOPMENT PLANS (ILDP) FOR SUBORDINATES.
9. LLI WILL OPERATE THE CLDP AND CMP IN AN "AS IS STATUS" PENDING THE DEVELOPMENT OF A FOUR PHASED FY10-15 APPROACH FOR IMPLEMENTING NEW LEADERSHIP CURRICULUM.
10. RELEASE AUTHORIZED BY (SES) MR. M. F. APPLEGATE, DIRECTOR, MANPOWER PLANS AND POLICY DIVISION.//