R 101254Z OCT 13
UNCLASSIFIED/
MARADMIN 525/13
MSGID/GENADMIN, USMTF, 2007/CMC WASHINGTON DC CDI//
SUBJ/IMPLEMENTATION OF THE CIVILIAN UNCOMPENSATED REVIEW BOARD (CURB) PROCESS//
REF/A/MSGID:DOC/MROC DM 49/YMD:20130718//
REF/B/MSGID:DOC/MROC DM 32/YMD:20130424//
REF/C/MSGID:DOC/MROC DM 14/YMD:20111219//
REF/D/MSGID:MSG/MARADMIN 393/YMD://
REF/E/MSGID:DOC/MROC 5311.1D/YMD://
REF/F/MSGID:DOC/MCO 5320.11H/YMD://
REF/G/MSGID:DOC/MCO 7300.21A/YMD://
REF/H/MSGID:DOC/MCO 12510.2C/YMD//
REF/I/MSGID:DOC/DODI 1100.22/YMD://
NARR/REF/A/MROC DM 49-2013 CIVILIAN UNCOMPENSATED REVIEW BOARD (CURB) PROCESS DECISION BRIEF OF 18 JULY 2013 REF/B/MROC DM 32-2013 CIVILIAN STRATEGIC REVIEW OF 24 APR 2013 REF/C/MROC DM 14-2012 STRATEGIC REVIEW OF CIVILIAN REQUIREMENTS OF 19 DEC 2011 REF/D/MARADMIN 393/13 COMMAND LEVEL STRATEGIC TOTAL FORCE MANAGEMENT PLANNING REF/E/MCO 5311.1D TOTAL FORCE STRUCTURE PROCESS (TFSP) REF/F/MCO 5320.11H PRECEDENCE LEVELS FOR MANNING AND STAFFING REF/G/MCO 7300.21A FINANCIAL MANAGEMENT STANDARD OPERATING PROCEDURE REF/H/MCO 12510.2C CIVILIAN WORKFORCE MANAGEMENT MANAGE-TO-PAYROLL REF/I/DODI 1100.22 POLICY AND PROCEDURES FOR DETERMINING WORKFORCE MIX//
POC/C. C. CHEEK/GS14/UNIT:  TFSD/TEL:  (703)784-6086//
POC/R. D. GATTUSO/GS14/UNIT:  TFSD/-/ TEL:  (703)784-6279//
GENTEXT/REMARKS/1.  PURPOSE.  IN ACCORDANCE WITH THE REFERENCES, ESTABLISH THE MARINE CORPS CIVILIAN UNCOMPENSATED REVIEW BOARD (CURB) PROCESS.  THIS GUIDANCE MUST BE USED IN CONJUNCTION WITH REFERENCES (REF) (A) THROUGH (I).
2.  BACKGROUND.  AS A RESULT OF TWO CIVILIAN REVIEWS CONDUCTED IN 2011 AND 2012, THE MARINE REQUIREMENTS OVERSIGHT COUNCIL (MROC) DIRECTED THE DEPUTY COMMANDANT FOR COMBAT DEVELOPMENT AND INTEGRATION (DC CDI) TO DEVELOP A RESPONSIVE IDENTIFICATION, ESTABLISHMENT, AND FUNDING PROCESS TO ADDRESS EMERGING CIVILIAN MANPOWER REQUIREMENTS.  IN JULY OF 2013 THE MROC APPROVED THE CURB PROCESS.  AS A RESULT OF THE JULY 2013 MROC DECISION (REF (A)) THIS MARADMIN WILL ESTABLISH THE CURB PROCESS.  ADDITIONALLY, THIS MARADMIN WILL BE INCORPORATED INTO THE UPDATE OF REF (D).
3.  THIS PROCESS WILL PROVIDE SENIOR LEADERSHIP AND COMMANDERS WITH THE ABILITY TO ADDRESS EMERGING CIVILIAN MANPOWER REQUIREMENTS AT BOTH THE ENTERPRISE AND COMMAND LEVELS AS A RESULT OF MISSION CHANGES. THE CURB WILL ALSO RECOMMEND SOURCING OPTIONS FOR EMERGING REQUIREMENTS, AND IF REQUIRED, REDUCTION SOLUTIONS TO THE MROC FOR FINAL DECISION.  AT A MINIMUM THE CURB WILL MEET ON AN ANNUAL BASIS TO REVIEW CIVILIAN STRATEGIC REQUIREMENTS AND PRIORITIES.  ADDITIONALLY, THE CURB WILL MEET AS REQUIRED TO ADDRESS URGENT EMERGING REQUIREMENTS.  CURB SCHEDULING WILL BE SYNCHRONIZED WITH THE TOTAL FORCE STRUCTURE PROCESS (TFSP) AND THE PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION PROCESS.
4.  CURB MEMBERSHIP WILL CONSIST OF COL/GS15 REPRESENTATIVES FROM THE FOLLOWING DEPARTMENTS AND COMMANDS:  DC CDI (CHAIR), DIRECTOR MARINE CORPS STAFF (DMCS), DEPUTY COMMANDANT FOR AVIATION (DC AVN), DC CDI (REP), DEPUTY COMMANDANT FOR INSTALLATIONS AND LOGISTICS (DC IL), DEPUTY COMMANDANT FOR MANPOWER AND RESERVE AFFAIRS (DC MRA), DEPUTY COMMANDANT FOR PLANS POLICIES AND OPERATIONS (DC PPO), DEPUTY COMMANDANT FOR PROGRAMS AND RESOURCES (DC PR), MARINE FORCES COMMAND (MARFORCOM), MARINE FORCES PACIFIC (MARFORPAC), MARINE FORCES RESERVE (MARFORRES),COMMANDANT'S COUNCIL (CL), DIRECTOR COMMAND, CONTROL,COMPUTERS, AND COMMUNICATIONS (DIR C4), MARINE CORPS RECRUITING COMMAND (MCRC), DIRECTOR INTELLIGENCE (DIR INTEL), TRAINING AND EDUCATION COMMAND (TECOM), MARINE CORPS SYSTEMS COMMAND (MCSC), LOGISTICS COMMAND (LOGCOM) AND MARINE CORPS INSTALLATIONS COMMAND (MCICOM).  THE FOLLOWING MEMBERS OF THE CURB WILL BE VOTING MEMBERS:  DMCS, CDI, IL, MRA, PR, MARFORCOM, TECOM, AND MCSC.
5.  COMMAND AND ORGANIZATIONAL RESPONSIBILITIES PRIOR TO SUBMITTING A REQUEST FOR UNCOMPENSATED CIVILIAN STRUCTURE:
    A.  DEFINE THE REQUIREMENT IN TERMS OF THE MISSION CHANGE RECEIVED TO GENERATE THE NEED FOR ADDITIONAL CIVILIAN MANPOWER.  ADDITIONALLY, PROVIDE THE SOURCE AND IDENTIFY WHICH AUTHORITY DELEGATED THE NEW MISSION TO THE UNIT.  PROVIDE ALL DOCUMENTATION ACCOMPANYING THE MISSION TASKING.
    B.  CONDUCT STRATEGIC TOTAL FORCE PLANNING (STFMP) PER REF (C) AND (D).  THIS ANALYSIS MUST BE PROVIDED TO SUPPORT THE REQUEST.  THE FOLLOWING SIX STEPS ARE USED IN STFMP:
        (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, MILITARY OCCUPATIONAL SPECIALTY, SERIES, GRADES, FUNDING, END STRENGTH, AND FULL TIME EQUIVALENT (FTE) LEVELS ACROSS THE FUTURE YEAR DEFENSE PLAN ADDITIONALLY, AN ASSESSMENT AND DETERMINATION OF TRENDS AND IMPACTS BASED ON CURRENT AND HISTORICAL DATA SHOULD BE CONSIDERED.
        (3) ASSESS AND ANALYZE FUTURE ORGANIZATIONAL STRUCTURE.  THE UNIT'S REVIEW AND ASSESSMENT OF FUTURE STRUCTURE REQUIREMENTS WILL INCLUDE THE TOTAL FORCE.  TO DEVELOP A LONG RANGE VISION, FUTURE TABLE OF ORGANIZATIONS AND EQUIPMENT (T/O AND E) MUST BE ASSESSED AND ANALYZED TO DISCERN APPROVED PROGRAMMED CHANGES.  PROGRAMMED CHANGES CAN BE VIEWED WITHIN THE TOTAL FORCE STRUCTURE MANAGEMENT SYSTEM 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 THAT WILL IMPACT FUTURE TOTAL FORCE REQUIREMENTS.
        (4) GAP ANALYSIS.  THE PROCESS OF COMPARING THE CURRENT AND FUTURE ORGANIZATIONAL STRUCTURE TO IDENTIFY GAPS IN EXISTING STRUCTURE, PRIORITIZATION OF TASKS, AND CONDITIONS AND STANDARDS AFFECTING CHANGES IN MISSION REQUIREMENTS.
        (5) TOTAL FORCE ACTION PLAN.  THE TOTAL FORCE ACTION PLAN RECOMMENDS CHANGES TO THE COMMANDS TOTAL FORCE (I.E., POSITION MANAGEMENT, WORKFORCE SHAPING, STAFFING, HIRING, ETC.) AND REQUIREMENTS FOR A T/O and E 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 REF (D), AND WILL BE BASED ON THE COMMAND'S GAP ANALYSIS.  IF T/O AND E CHANGES ARE REQUIRED, A TOECR WILL BE GENERATED AND SUBMITTED IN ACCORDANCE WITH (IAW) REFS B AND G 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.  ACTIONS DEPENDENT ON TOECR SUBMISSIONS 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.
    C.  DETERMINE IF THE POSITION IS INHERENTLY GOVERNMENTAL OR A COMMERCIAL ACTIVITY.  THE BILLET CAN ONLY BE FILLED BY A MARINE OR A CIVIL SERVANT (GS) IF THE REQUIREMENT IS AN INHERENTLY GOVERNMENTAL BILLET REQUIREMENT.  COMMANDS SHOULD EXPLORE THE OPTIONS OF FUNDING A CONTRACTOR COMPANY TO DO THE WORK IF THE BILLET REQUIREMENT IS NOT INHERENTLY GOVERNMENTAL.
    D.  DETERMINE IF THE BILLET OR BILLETS ARE DERIVED FROM AN ENDURING REQUIREMENT.
    E.  DESCRIBE THE BILLET OPTIONS UNDER CONSIDERATION BEFORE SUBMITTING THE REQUEST
        (1)  MILITARY OR CIVILIAN BILLET.
        (2)  IF MILITARY, ACTIVE DUTY OR RESERVIST; IF CIVILIAN, APPROPRIATED FUNDED, NON-APPROPRIATED FUNDED, WORKING CAPITAL FUNDED, OR REIMBURSABLE.
6.  REQUESTS WILL BE SUBMITTED TO DC CDI VIA THE CHAIN OF COMMAND AND MUST CONTAIN THE FOLLOWING INFORMATION FOR THE CURB:
            (A) LTGEN ENDORSEMENT.
            (B) COMMANDER'S DETAIL STATEMENT EXPLAINING WHY THE REQUEST CANNOT BE COMPENSATED INTERNALLY.
            (C) COMMANDER'S JUSTIFICATION EXPLAINING WHY THE ENTERPRISE SHOULD PROVIDE COMPENSATION FOR THEIR REQUIREMENT.
            (D) ENDORSEMENT BY EACH COMMANDER WITHIN THE CHAIN WITH A STATEMENT AS TO WHY THE REQUIREMENT CANNOT BE FILLED AT THEIR COMMAND LEVEL.
            (E) THE REQUEST MUST DEFINE THE REQUIREMENT BY EXPLAINING THE CHANGE IN THEIR MISSION WHICH CREATED THE NEW REQUIREMENT AND IDENTIFY WHICH AUTHORITY MANDATED THE CHANGE IN REQUIREMENT.
            (F) A PROPOSED MISSION STATEMENT CHANGE, IF REQUIRED.
            (G) A MISSION-FUNCTION-TASK ANALYSIS TO SUPPORT THE INCREASE, THE NUMBER OF BILLETS, FTES AND FUNDING REQUIRED WITH FULLY CLASSIFIED POSITION DESCRIPTIONS SIGNED BY THE CLASSIFICATION AUTHORITY FOR THE COMMAND ALONG WITH A SIGNED LOCAL HUMAN RESOURCES OFFICE CLASSIFICATION ADVISORY.
            (H) A DETAILED RISK ASSESSMENT BY MISSION, FUNDING, TIME, AND IMPACT IF THE POSITION IS NOT FILLED.
                1.  THE MISSION IS SIMPLY THE ACCOMPLISHMENT OF A TASK AND ASSOCIATED PURPOSE.
                2.  THE RESOURCES WILL RANGE FROM THE MINIMUM REQUIREMENTS FOR THE LOWEST LEVEL OF QUALITY PERFORMANCE ALL THE WAY TO HIGH QUALITY MISSION ACCOMPLISHMENT.
                3. THE FINAL ASPECT OF RISK IS DEFINED IN TERMS OF THE TIME AND IMPACT TO MISSION ACCOMPLISHMENT WITH DIFFERENT LEVELS OF RESOURCES (E.G., STATUS QUO, MINIMUM RESOURCES, DESIRED QUALITY LEVEL RESOURCES, ETC.).  COMMANDS ARE ENCOURAGED TO REVIEW AND DISCONTINUE TASKS BASED ON REDUNDANCY OR IMPRACTICALITY IN ORDER TO ACCOMPLISH A HIGHER PRIORITY MISSION AND/OR TASK.  THIS REQUIRES A DEEPER INTERNAL LOOK WITHIN THE ORGANIZATION AND MAY ADD DETAILS TO THE SUBMISSION AND INTERNAL ANALYSIS.  SUCH ACTION MAY DEFINE WHY THE BILLETS AND/OR FUNDING TO ACCOMPLISH A TASK CANNOT BE REALIGNED FROM INTERNAL RESOURCES.
            (I) PROVIDE A COMMAND BRIEF THAT FULLY DESCRIBES THE AFOREMENTIONED DETAILS.  THE BRIEF WILL BE PRESENTED BY A SUBMITTING COMMAND REPRESENTATIVE TO CURB MEMBERS VIA DOCTRINE, ORGANIZATION, TRAINING, MATERIAL, LEADERSHIP AND EDUCATION, PERSONNEL AND FACILITIES-COST WORKING GROUP (IF REQUIRED). HOWEVER, WHEN THE REQUIREMENT HAS BEEN DIRECTED BY EITHER THE COMMANDANT OF THE MARINE CORPS OR ASSISTANT COMMANDANT OF THE MARINE CORPS, THE GAINING COMMAND WILL PROVIDE THE REQUIRED ANALYSIS DEFINING THE NEW CIVILIAN BILLET REQUIREMENT(S) PER THE AFOREMENTIONED PROCESS.
7.  REQUEST PROCESSING
    A. SUBMITTED REQUESTS WILL RECEIVE AN INITIAL REVIEW BY DC CDI (TFSD).  THIS REVIEW WILL ENSURE ALL OF THE SUBMISSION REQUIREMENTS HAVE BEEN MET.  IF THE REQUEST HAS DISCREPANCIES OR MISSING DOCUMENTS IDENTIFIED IN THE REVIEW IT WILL NOT BE PROCESSED UNTIL ALL REQUIREMENTS ARE MET.  DC CDI WILL STAFF REQUESTS TO DC MRA, AND DC PR FOR ANALYSIS IN THE STAFFING PROCESS PRIOR TO THE CURB. DC CDI WILL ADJUDICATE WITH THE SUBMITTING COMMAND OR RETURN THE REQUEST IF ISSUES ARE IDENTIFIED WHEN THE REQUEST IS IN STAFFING.
    B.  IF REQUIRED, THE REQUEST WILL RECEIVE A DOTMLPF-C ANALYSIS PRIOR TO PROCESSING BY THE CURB IF REQUIRED.
8.  CURB ACTIONS
    A.  THE CURB WILL USE THE COMMAND SUBMISSION AND ANALYSIS IN THEIR DELIBERATIONS, (I.E., COMMAND BRIEF, MISSION CHANGES, STFMP ANALYSIS (TOOL DATA), TIMELINE AND REQUIRED DURATION).  THE CURB WILL PRIORITIZE REQUESTS DEPENDENT ON THE NUMBER OF REQUESTS RECEIVED.  DURING CURB DELIBERATIONS, THE CHAIR WILL INFORM DC CDI IF THERE IS INSUFFICIENT JUSTIFICATION OR DOCUMENTATION TO MAKE A DECISION AND MAY RECOMMEND RETURNING THE REQUEST.  DC CDI WILL COMMUNICATE WITH THE SUBMITTING THREE STAR COMMANDER ADVISING THE COMMANDER OF CURB ANALYSIS AND FINDINGS.  DC CDI WILL BE THE DECISION AUTHORITY FOR ALL RETURNED REQUESTS.
    B.  WHEN PROVIDING RECOMMENDATIONS TO THE MROC THE CURB WILL EXPLORE ALL RESOURCING OPTIONS WHEN PROVIDING A RECOMMENDATION TO THE MROC TO MEET THE COMPENSATION REQUIREMENTS OF THE REQUESTS. RECOMMENDED RESOURCING SOLUTIONS MAY INCLUDE THE FOLLOWING OPTIONS:
        (1) INTERNAL REORGANIZATION OF THE SUBMITTING COMMAND.
        (2) REALLOCATING FTE AND FUNDING FROM UNDER-EXECUTING COMMANDS.
        (3) TEMPORARY OR TERM BILLETS.
        (4) ALLOCATE A FAIR SHARE BILL AMONG THE ENTERPRISE, DECREMENTING SPECIFIED INDIVIDUAL COMMAND'S STRUCTURE.  THIS OPTION WOULD INCLUDE REALIGNING FUNDING AND FTE FROM DESIGNATED COMMANDS.
    C. RESOURCING SOLUTIONS AND RECOMMENDATIONS WILL BE BASED ON ENTERPRISE PRIORITIES PROVIDED TO THE CURB PRIOR TO CONVENING.  THE CURB WILL IDENTIFY THE RISK ASSESSMENT PROVIDED BY THE COMMANDER SUBMITTING THE REQUEST.  ONCE THE CURB HAS REACHED A SOLUTION, COMMANDS AFFECTED BY THE RECOMMENDATION WILL BE PROVIDED SUFFICIENT TIME TO PROVIDE A RISK ASSESSMENT TO BE INCLUDED IN THE CURB RECOMMENDATIONS BRIEF TO THE MROC.
9.  COMMANDS IDENTIFIED AS BILL PAYERS (I.E., PROVIDING BILLETS, FTE AND FUNDING TO MEET NEW REQUIREMENTS APPROVED BY THE MROC) WILL BE ALLOWED TIME TO ADJUST THEIR WORKFORCE ACTION PLAN TO MANAGE THE LOSS OF FTE AND FUNDING.  COMMANDERS MAY USE FTE AND FUNDING FROM EXISTING VACANT BILLETS AND/OR WORKFORCE SHAPING AUTHORITIES TO MEET THE TIMELINE APPROVED BY THE MROC.
10.  THE CURB WILL DEVELOP A MROC BRIEF WITH PROPOSED COURSES OF ACTION TO MEET RECOMMENDED ACTIONS.  THE CURB RESULTS WILL BE APPROVED BY DC CDI BEFORE PRIOR TO PRESENTATION TO THE MROC.
11.  WHEN TASKED, THE CURB WILL ALSO PROVIDE ENTERPRISE RECOMMENDATIONS FOR CIVILIAN REDUCTIONS.  DC CDI WILL PROVIDE WRITTEN INSTRUCTIONS TO THE CURB OUTLINING CMC PRIORITIES AND OTHER GUIDANCE TO ASSIST CURB DELIBERATIONS.  THE CURB WILL CONSIDER MEETING REDUCTIONS THROUGH FAIR SHARE ACROSS THE ENTERPRISE BY TAXING LARGE ORGANIZATIONS AND/OR SCALE REDUCTIONS BASED ON WORKLOAD AND MISSION CHANGES IAW INPUT FROM VOTING MEMBERS. COMMANDS IDENTIFIED TO TAKE CUTS WILL PROVIDE RISK ASSESSMENTS THAT WILL BE INCLUDED IN THE PRESENTATION TO THE MROC.
12.  RELEASE AUTHORIZED BY MR. LONNIE SANDERS, DEPUTY DIRECTOR, TFSD//