R 061249Z AUG 13
UNCLASSIFIED/
MARADMIN 388/13
MSGID/GENADMIN, USMTF, 2007/CMC WASHINGTON DC CDI//
SUBJ/IMPLEMENTATION OF COMMAND LEVEL STRATEGIC TOTAL FORCE MANAGEMENT PLANNING (STFMP)//
REF/A/MCO 5311.1D TOTAL FORCE STRUCTURE PROCESS
REF/B/MCO 5320.11H PRECEDENCE LEVELS FOR MANNING AND STAFFING
REF/C/MCO 7300.21A FINANCIAL MANAGEMENT; STANDARD OPERATING PROCEDURE
REF/D/MCO 12510.2C CIVILIAN WORKFORCE MANAGEMENT; MANAGE-TO-PAYROLL
REF/E/MROC DM 32-2013 CIVILIAN STRATEGIC REVIEW//
POC/L. R. SANDERS/GS15/UNIT:  TFSD/-/TEL:  (703)784-6077//
POC/R. D. GATTUSO/GS14/UNIT:  TFSD/-/TEL:  (703)784-6279//
GENTEXT/REMARKS/1.  PURPOSE.  IAW THE REFERENCES, ESTABLISH THE UNITED STATES MARINE CORPS (USMC) POLICY AND ASSIGN RESPONSIBILITY FOR CONDUCTING STRATEGIC TOTAL FORCE MANAGEMENT PLANNING (STFMP) TO BE EXECUTED AT THE COMMAND LEVEL.  THIS GUIDANCE MUST BE USED IN CONJUNCTION WITH REFERENCES (A) THROUGH (E).  COMMAND LEVEL STFMP WILL ENABLE COMMANDS WITH ALL TOTAL FORCE COMPONENTS (MARINE EXPEDITIONARY FORCE AND HIGHER COMMAND ELEMENTS AND SUPPORTING ESTABLISHMENT COMMANDS) TO ANALYZE THE STRUCTURE REQUIREMENTS BASED ON MISSION REQUIREMENTS.
2.  BACKGROUND.  THE NATIONAL DEFENSE AUTHORIZATION ACT OUTLINED REQUIREMENTS FOR THE DEPARTMENT OF DEFENSE (DOD) TO PERFORM STRATEGIC HUMAN CAPITAL PLANNING AND STFMP AND REPORT THEIR PROGRESS TO CONGRESS.  AS A RESULT, MARINE CORPS REFERENCES (A) THROUGH (E) ADDRESS THE CIVILIAN REQUIREMENT PROCESS.  ADDITIONALLY, A FORCE STRUCTURE REVIEW GROUP WAS CONVENED FROM SEPTEMBER THROUGH DECEMBER OF 2010, TO CONDUCT A TOTAL FORCE STRUCTURE REVIEW.  THE REVIEW GROUP DEFINED THE FUTURE TOTAL FORCE MARINE CORPS REQUIREMENTS. IN FEBRUARY 2011,  SENIOR MANPOWER/G-1 AND COMPTROLLER/G-8 REPRESENTATIVES FROM EACH MAJOR COMMAND, ALONG WITH ALL USMC HUMAN RESOURCES DIRECTORS, FORMED A FUNCTIONAL WORKING GROUP AND COLLABORATED ON THE VARIOUS ASPECTS OF STFMP.  THIS COLLABORATIVE PROCESS LED TO THE DEVELOPMENT OF SIX STANDARDIZED STFMP PROCESS STEPS.
3.  STMFP IS COMMAND LEVEL PLANNING TO BE USED IN DETERMINING TOTAL FORCE REQUIREMENTS IN ORDER TO ACCOMPLISH MISSIONS AND TASKS.  THE TOTAL FORCE IS DEFINED AS ACTIVE, RESERVE, NAVY, CIVILIAN STRUCTURE AND CONTRACTORS.  COMMAND LEVEL STFMP WILL ENABLE COMMANDS WITH ALL TOTAL FORCE COMPONENTS (MEF AND HIGHER COMMAND ELEMENTS AND SUPPORTING ESTABLISHMENT COMMANDS) TO ANALYZE THE STRUCTURE REQUIREMENTS BASED ON MISSION REQUIREMENTS.  DURING THE PLANNING, COMMANDS WILL USE AUTHORIZED MANPOWER REQUIREMENTS IDENTIFIED IN THE TABLE OF ORGANIZATION AND EQUIPMENT (TO AND E) FOR BOTH CURRENT AND FUTURE, IN THE TOTAL FORCE STRUCTURE MANAGEMENT SYSTEM (TFSMS) AND AUTHORIZED PERSONNEL FUNDING BUDGETS FOR CIVILIANS IDENTIFIED IN THE PROGRAMMING AND BUDGETING DOCUMENTATION DATABASE (PBDD).
4.  COMMAND LEVEL STMFP PROCESS   
    A.  COMMAND LEVEL STMFP IS DIVIDED INTO SIX PRIMARY STEPS:
        (1) STRATEGIC PLANNING.  THE DEVELOPMENT OF PRIORITIZED FORCE STRUCTURE WITH MEASURABLE GOALS AND OBJECTIVES ENABLING THE ORGANIZATION TO ACCOMPLISH ITS PRESENT AND FUTURE MISSION.  NEW AND ADDITIONAL MISSION REQUIREMENTS, AS DIRECTED BY HIGHER AUTHORITY, SHOULD BE INCORPORATED INTO THE EXISTING MISSION STATEMENT.
        (2) ASSESS AND ANALYZE CURRENT ORGANIZATIONAL STRUCTURE.  THE REVIEW AND ASSESSMENT OF CURRENT STRUCTURE REQUIREMENTS WILL INCLUDE ACTIVE, RESERVE, NAVY, CIVILIAN AND CONTRACTOR REQUIREMENTS (TOTAL FORCE).  THE ASSESSMENT MUST INCLUDE AN ANALYSIS OF EXISTING FORCE STRUCTURE, MOS, SERIES, GRADES, FUNDING, END STRENGTH AND FULL TIME EQUIVALENT (FTE) LEVELS ACROSS THE FUTURE YEAR DEFENSE PLAN.  IF APPLICABLE, INCLUDE CONTRACTORS TO BE USED TO FILL THE GAPS FOR A SHORT PERIOD OF TIME AS REQUIRED.  ADDITIONALLY, AN ASSESSMENT AND DETERMINATION OF TRENDS AND IMPACTS BASED ON CURRENT AND HISTORICAL DATA SHOULD BE CONSIDERED.  NOTE:  A TOOL TO SUPPORT COMMANDS IN CONDUCTING A MISSION-FUNCTION-TASK REVIEW IS AVAILABLE ON THE TFSMS WEBSITE AT:  HTTPS://EHQMC.USMC.MIL/ORG/MCCDC/CDD/TFSD/PUBLIC/FORMS/ALLITEMS.ASPX
        (3) ASSESS AND ANALYZE FUTURE ORGANIZATIONAL STRUCTURE.  THE UNITS REVIEW AND ASSESSMENT OF FUTURE STRUCTURE REQUIREMENTS WILL INCLUDE THE TOTAL FORCE.  TO DEVELOP A LONG RANGE VISION, FUTURE TO AND E'S MUST BE ASSESSED AND ANALYZED TO DISCERN APPROVED PROGRAMMED CHANGES.  PROGRAMMED CHANGES CAN BE VIEWED WITHIN TFSMS FROM CURRENT YEAR THROUGH THE NEXT 20 YEARS.  THE LONG RANGE VISION SHOULD INCLUDE CHANGES IN TECHNOLOGY AND HOW IT CAN BE LEVERAGED, AS WELL AS IDENTIFYING PROCESS IMPROVEMENTS IMPACTING FUTURE TOTAL FORCE REQUIREMENTS.
        (4) GAP ANALYSIS.  THE PROCESS OF COMPARING THE CURRENT AND FUTURE ORGANIZATIONAL STRUCTURE TO IDENTIFY GAPS IN EXISTING STRUCTURE AND PRIORITIZE TASKS, AS WELL AS CONDITIONS AND STANDARDS AFFECTING CHANGES IN MISSION REQUIREMENTS.
        (5) TOTAL FORCE ACTION PLAN.  THE TOTAL FORCE ACTION PLAN IS RECOMMENDED CHANGES TO THE COMMANDS TOTAL FORCE (E.G, POSITION MANAGEMENT, WORKFORCE SHAPING, STAFFING, HIRING, ETC.) AND FOR A TABLE OF ORGANIZATION AND EQUIPMENT CHANGE REQUESTS (TOECR) BASED ON ROLES, RESPONSIBILITIES AND STRATEGIES.  VALIDATION AND DOCUMENTATION WILL INCLUDE A MISSION-FUNCTION-TASK ANALYSIS OF THE TOTAL FORCE REQUIREMENT, PER REFERENCE (A) AND WILL BE BASED ON THE COMMAND'S GAP ANALYSIS.  IF TO AND E CHANGES ARE REQUIRED, A TABLE OF EQUIPMENT CHANGE REQUEST WILL BE GENERATED AND SUBMITTED IN ACCORDANCE WITH REFERENCE (A) TO MITIGATE IDENTIFIED GAPS.  APPROVED CHANGES WILL BECOME EFFECTIVE IN THE OUT-YEARS (3 YEARS OUT) FOR MILITARY STRUCTURE AND IN-YEAR FOR CHANGES TO CIVILIAN STRUCTURE DEPENDENT ON AVAILABLE FUNDING.
        (6) EXECUTE AND MONITOR.  THOSE ACTIONS DEPENDENT ON THE SUBMISSION OF A TOECR CANNOT BE IMPLEMENTED UNTIL THE TOECR IS APPROVED.  PROGRESS OF THE APPROVED PLAN IS MONITORED AGAINST AN ESTABLISHED TIMELINE.  THE APPROVED PLAN IS FREQUENTLY REVIEWED AND ADJUSTED AS REQUIRED.
    B.  IMPLEMENTATION OF COMMAND LEVEL STFMP IS A COMMANDERS RESPONSIBILITY.  ALL OTHER ELEMENTS WITHOUT A TRADITIONAL COMMAND STRUCTURE (I.E. HEADQUARTERS MARINE CORPS DEPUTY COMMANDANTS; ORGANIZATIONS WITH DIRECTORS; OR OFFICER-IN-CHARGE) WILL CONDUCT STFMP BASED ON THEIR LEADERSHIP'S DIRECTION.  EFFECTIVE USE OF THIS PROCESS WILL ENSURE ALL TOTAL FORCE MANAGEMENT AND STRUCTURE CHANGES ARE MADE BASED ON INFORMED DECISIONS AND JUSTIFIED BY VALIDATING MISSION REQUIREMENTS.
    C.  WHEN CONDUCTING COMMAND LEVEL STFMP, A BILLET-BY-BILLET REVIEW BY MISSION-FUNCTION-TASK ANALYSIS IS PERFORMED.  ALL BILLETS CONTAINED WITHIN THE TO AND E MUST BE CONSIDERED DURING THE REVIEW.  USING A TOTAL FORCE VIEW ALLOWS COMMANDERS TO ACCURATELY IDENTIFY ALL FUNCTIONS/TASKS BEING PERFORMED IN ORDER TO ELIMINATE REDUNDANCIES AND DEVELOP EFFICIENCIES.
    D.  RISK ASSESSMENT 
        (1) BUDGETARY REALITY DETERMINES THE NEED TO PRIORITIZE AND ALLOCATE THE TOTAL NUMBER OF PERSONNEL, AS STATED IN ENDSTRENGTH TERMS (NOT ACTUAL INVENTORY), AGAINST TO AND E REQUIREMENTS RESIDENT IN THE TFSMS.  THIS PROCESS, KNOWN AS MANNING, IS REFLECTED WITHIN THE AUTHORIZED STRENGTH REPORT (ASR).  THE ASR IS A REFLECTION OF HOW MANY MARINE BILLETS THE MARINE CORPS CAN AFFORD TO BUY.  CIVILIAN MANNING IS DETERMINED BY AUTHORIZED FTE BASED ON CIVILIAN PERSONNEL FUNDING REFLECTED WITHIN THE PBDD.
        (2) BASED ON STRATEGIC DIRECTION AND CONSTRAINTS (I.E., FISCAL CONSTRAINTS) IDENTIFIED DURING THE STRATEGIC PLANNING STEP, COMMANDS MAY DETERMINE SPECIFIC FUNCTIONS OR TASKS THAT CAN NO LONGER BE PERFORMED.  IF THE LOSS OF A SPECIFIC FUNCTION OR TASK IMPACTS MISSION PERFORMANCE, COMMANDS ARE REQUIRED TO PREPARE A SUMMARY AND IMPACT STATEMENT TO BE FORWARDED UP THE CHAIN OF COMMAND FOR RESOLUTION IF UNABLE TO RESOLVE AT THEIR LEVEL.
        (3) SUMMARY AND IMPACT STATEMENTS WILL ACCOMPANY ALL TOECRS AND INCLUDE THE FOLLOWING INFORMATION:
            (A)    REQUIREMENT, MISSION, FUNCTION AND/OR TASK AT RISK.
            (B)    RATIONALE FOR RISK DETERMINATION.
            (C)    HOW IT WOULD IMPACT CAPABILITY TO PERFORM THE COMMAND'S MISSION.
            (D)    RECOMMENDATION FOR MITIGATING RISK.
5.  COMMAND LEVEL STFMP TEAM REQUIREMENTS.  COMMANDERS AND ALL OTHER UNITS WITHOUT A TRADITIONAL COMMAND STRUCTURE SHALL ESTABLISH STFMP TEAMS.  THE FOLLOWING ARE RECOMMENDED MEMBERS WITHIN THE COMMAND TEAM:  
    A.  MANPOWER/G-1 REPRESENTATIVE.
    B.  COMPTROLLER/G-8 REPRESENTATIVE.
    C.  HUMAN RESOURCES REPRESENTATIVE (FOR COMMANDS WITH CIVILIAN PERSONNEL).
    D.  LABOR REPRESENTATIVE (FOR COMMANDS WITH CIVILIAN PERSONNEL COVERED BY A UNION).
    E.  ADDITIONAL MEMBERS AND TEAMS CAN BE ESTABLISHED AS NECESSARY TO SUPPORT THE NEEDS OF THE COMMAND.
6.  PLANNING OUTCOMES.  DURING THE COMMAND LEVEL STFMP, COMMANDS WILL:
    A.  IDENTIFY AND DOCUMENT DATA POINTS FOR EACH BILLET, TO INCLUDE:
        (1) BILLET IDENTIFICATION CODE.
        (2) BILLET TYPE (ACTIVE, RESERVE, NAVY, AND CIVILIAN).
        (3) ASSOCIATED MISSION/FUNCTION.
        (4) ASSOCIATED MISSION/TASK.
        (5) GRADE.
        (6) PRIORITY/CRITICALITY OF CIVILIAN BILLETS WILL BE CATEGORIZED USING THE FOLLOWING PRIORITY/CRITICALITY DEFINITIONS:
            (A) HIGH.  A MISSION CRITICAL POSITION DIRECTLY ALIGNED TO GOALS/INITIATIVES AND VITAL TO THEIR ACHIEVEMENT AND FUTURE SUCCESS.  POSITION CANNOT BE GAPPED AND MUST BE FILLED VIA INTERIM MEASURES WITH EXISTING PERSONNEL (MILITARY OR CIVILIAN) DURING ON-GOING RECRUITMENT EFFORTS.
            (B) MEDIUM.  A NON-MISSION CRITICAL POSITION EITHER DIRECTLY OR INDIRECTLY LINKED TO GOALS/INITIATIVES.   THE MAJORITY OF POSITIONS FALL WITHIN THIS CATEGORY AND, IF VACANT, MAY BE GAPPED DURING ON-GOING RECRUITMENT EFFORTS WITHOUT ADVERSE IMPACT TO MISSION ACCOMPLISHMENT.
            (C) LOW.  A NON-MISSION CRITICAL POSITION INDIRECTLY LINKED TO GOALS/INITIATIVES.  IF VACANT, POSITION MAY BE GAPPED DURING ON-GOING RECRUITMENT EFFORTS OR SUBJECT TO RESTRUCTURING WITHOUT ADVERSE IMPACT TO MISSION ACCOMPLISHMENT.
        (7) LIST ALL CONTRACTS IN SUPPORT OF THE COMMANDS MISSION AND IDENTIFY FUNCTION AND TASK SUPPORTED BY THE CONTRACT.
    B.  DETERMINE FUTURE ORGANIZATIONAL STRUCTURE
        (1) MANPOWER REQUIREMENTS BY FISCAL YEAR (CURRENT PLUS 5 YEARS).
        (2) CHANGES, ADDITIONS, AND DELETIONS.
        (3) PHASED STAFFING PLAN.  IDENTIFY WHEN CHANGES, ADDITIONS OR DELETIONS TO POSITIONS WILL TAKE PLACE (E.G. FISCAL YEAR, QUARTER, ETC.)  ENSURE TOECR PROCESS EXECUTED PER REF (A).
    C.  REFLECT FUNDING REQUIREMENTS BY FISCAL YEAR (CURRENT PLUS 5 YEARS).
        (1) AUTHORIZED FUNDING AMOUNT.
        (2) ACTUAL FUNDING EXECUTION.
        (3) PLANNED FUNDING EXECUTION.
    D.  TOTAL FORCE ACTION PLAN (TFAP).  AS PART OF THE STFMP, COMMANDS MUST DEVELOP A TFAP.
        (1) TFAP IDENTIFIES ACTION STEPS, TIME REQUIREMENTS, AND LEAD OFFICE RESPONSIBLE FOR EXECUTING THE ACTION.
        (2) TFAP LEAD OFFICES ARE RESPONSIBLE FOR REPORTING PROGRESS ON ACTION TO THE STFMP TEAM LEAD.
        (3) EACH ACTION MUST HAVE MEASURABLE EVALUATION CRITERIA TO DETERMINE SUCCESS.
    E.  COMMAND LEVEL STFMP CYCLE.  UNIT-LEVEL STFMP WILL BE PERFORMED ANNUALLY DURING THE FOURTH QUARTER OF THE FISCAL YEAR.  IF ADDITIONAL FORCE STRUCTURE REQUIREMENTS ARE VALIDATED AND CANNOT BE FILLED THROUGH THE CHAIN OF COMMAND SENIOR COMMANDERS (LTGEN LEVEL AND ABOVE), IT MAY REQUIRE THE COMMAND TO SUBMIT AN UNCOMPENSATED REQUEST TO THE CIVILIAN UNCOMPENSATED REVIEW BOARD (CURB) CONDUCTED BY DEPUTY COMMANDANT FOR COMBAT DEVELOPMENT AND INTEGRATION.  JUSTIFICATION AND ANALYSIS REQUIREMENTS FOR THE CURB SUBMISSION WILL BE PROVIDED IN SEPARATE CORRESPONDENCE.
7.  CIVILIAN PERSONNEL FUNDING AUTHORIZATION/TARGETS ARE PROVIDED BY DEPUTY COMMANDANT FOR PROGRAMS AND RESOURCES VIA THE PBDD.  COMMANDS ARE REQUIRED TO PERFORM PROPER MANAGEMENT OF THEIR FUNDS PER REFERENCES (C) AND (D).  COMMANDS CANNOT EXCEED ALLOCATED CIVILIAN PERSONNEL FUNDING LEVELS.
8.  EFFECTIVE IMMEDIATELY COMMANDS WILL BEGIN UTILIZING STFMP AND WILL COMPLETE THEIR FIRST TOTAL FORCE ACTION PLAN IN FOURTH QUARTER OF FISCAL YEAR 2014.  COMMANDERS WILL SUBMIT THEIR COMPLETED PLANS TO DC CDI (TFSD) BY 1 OCTOBER 2014.  THE SUBMISSION OF TFAPS PLANS WILL BE AN ANNUAL REQUIREMENT DUE TO DC CDI BY 1 OCT OF EACH FISCAL YEAR.  A TEMPLATE FOR THE TFAP WILL BE PUBLISHED VIA SEPARATE CORRESPONDENCE.
9.  THIS MARADMIN IS APPLICABLE TO MEF LEVEL AND HIGHER COMMAND ELEMENTS AND THE ENTIRE SUPPORTING ESTABLISHMENT.
10.  RELEASE AUTHORIZED BY LTGEN R. P. MILLS, DC CDI.//