R 271502Z MAY 16
MARADMIN 272/16
MSGID/GENADMIN/CMC WASHINGTON DC PPO//
SUBJ/MCBUL 3000. READINESS RECOVERY INTEGRATED PLANNING TEAM (RRIPT) ACTIONS//
REF/A/CJCSI 3401.02B/FORCE READINESS REPORTING/31MAY2011//
REF/B/MCO 3000.13/30JUL2010//
REF/C/MCBUL 3000/20MAR2015//
REF/D/INSTITUTIONAL READINESS WORKING GROUP (IRWG) CHARTER/16OCT2013//
REF/E/MSG/CMC PPO POR WASHINGTON DC/241520Z AUG 15//
REF/F/MSG/CMC PPO POR WASHINGTON DC/261750Z AUG 15//
REF/G/SECNAV M-5210.1//
REF/H/MARADMIN 085/16/18FEB16//
REF/I/MARADMIN 166/16/21MAR16//
NARR/REF A ESTABLISHES UNIFORM POLICY, PROCEDURES, AND CRITERIA FOR THE REPORTING OF AUTHORITATIVE INFORMATION TO THE PRESIDENT AND SECRETARY OF DEFENSE RELATED TO THE READINESS OF MILITARY FORCES TO MEET MISSIONS AND GOALS ASSIGNED BY THE SECRETARY OF DEFENSE(SEMICOLON) REF B PROMULGATES POLICIES AND PROCEDURES FOR REPORTING READINESS ON MARINE CORPS ORGANIZATIONS(SEMICOLON) REF C ESTABLISHES PRINCIPAL END ITEMS AND MISSION ESSENTIAL EQUIPMENT (MEE)(SEMICOLON) REF D ESTABLISHES AND DESCRIBES THE PURPOSE AND AUTHORITIES OF THE IRWG(SEMICOLON) REF E CANCELLED DUE TO ADMIN ERROR(SEMICOLON) REF F CANCELLED AND REPLACED BY REF I(SEMICOLON) REF G IS THE SECNAV MANUAL FOR RECORDS MANAGEMENT(SEMICOLON) REF H IS THE SERVICE DIRECTION FOR UTILIZATION OF THE MARINE CORPS TRAINING INFORMATION MANAGEMENT SYSTEM UNIT TRAINING MANAGEMENT/INDIVIDUAL MARINE MANAGEMENT MODULE ACROSS THE TOTAL FORCE(SEMICOLON) REF I CANCELLED AND REPLACED AS A MCBUL BY THIS MSG//
POC/J. T. CONNER/COL/POR/(703)571-1064//
POC/J. T. ENOCH/GS14/POR/(703)571-1063//
POC/S. M. ELWARD/LTCOL/POR/(703)571-1031//
POC/C. M. GARANT/GS14/POR/(703)571-1032//
POC/P. N. WILSON/LTCOL/POR/(703)571-1033//
POC/C. L. WARD/CAPT/POR/(703)571-1048//
GENTEXT/REMARKS/1.  This message is a result of the Readiness Recovery Integrated Planning Team (RRIPT), which met from 22 June 2015 to 2 July 2015.  Headquarters Marine Corps (HQMC) Departments, MARFORS, MEFS and MSCS are to take immediate actions to improve reliability of reported readiness data.  Reliable reports are factually correct and in compliance with ref b.  Deputy Commandant, Plans, Policies and Operations (DC, PPO) goal is to achieve no less than 95 percent reliability.  Specified below are the first actions toward this end.  The RRIPT, in conjunction with the IRWG (ref d), will continue to investigate impediments to reliable reporting and recommend corrective actions.  Additional instructions will follow as required.
2.  Action (pound sign)1.  Establish policies and processes for intermediate commands to verify the reliability of their subordinate reports within five working days of submission into Defense Readiness Reporting System–Marine Corps (DRRS-MC).
    a.  Problem.  Inaccurate and non-compliant reports undermine the reliability of the data set in DRRS-MC.  This action solidifies the role of the next-echelon headquarters in ensuring the reliability of subordinate reports while also preserving the spirit and intent of the commander(apostrophe)s assessment as required by ref b.
    b.  Action.  MARFORS and subordinate MSC develop plans that enable subordinate intermediate commands to verify subordinate unit reports within five working days of submission and maintain a record of that verification.  To ensure consistency across the force, the Inspector General Marine Corps (IGMC) unit readiness checklist will be used as the standard for report verification.
3.  Action (pound sign)2.  Increase analytical tools for applicable intermediate commands.
    a.  Problem.  Some intermediate commands lack ability to quickly aggregate/analyze subordinate unit readiness data, delaying report creation and making readiness reporting overly burdensome.
    b.  Action.  The Marine Corps Readiness Analysis Tool (MCRAT) is now available to a wider audience.  Intermediate units and those requesting initial access to DRRS-MC can request access to MCRAT by selecting the MCRAT module at the bottom of the access request form.  This will send a message to the MARFOR Readiness Officer, who will then manage the approval process.  For current DRRS-MC users, once logged in, select "edit user information" and then select "MCRAT".  Doing this  will initiate a request to the MARFOR Readiness Officer, who will subsequently manage the approval process.  DRRS-MC users who gain access to MCRAT are highly encouraged to complete the MCRAT user training, accessible via the training support section of the DRRS-MC homepage.  As a follow-on action, HQMC, PPO (POR) will investigate increasing the analytical capabilities of MCRAT by opening access to the COGNOS report studio within the program.
4.  Action (pound sign)3.  Reporting units will employ readiness boards to generate readiness reports.
    a.  Problem.  Inconsistent staff actions lead to inaccurate and/or non-compliant reports.
    b.  Action.  Reporting units will use a board process (similar to the existing awards or force preservation processes) to prepare readiness reports.  The structure of the readiness board will be as directed  by the commander establishing the board.  It is recommended that the unit include the S/G-1, S/G-3, and S/G-4 at a minimum.  The result of the board is the completed readiness report, which only the commander or an Authorized Agent may submit into DRRS-MC.  An engineering  change was applied to DRRS-MC ON 31 July 2015 to this effect.  An updated version of the unit readiness IGMC checklist will include the use of a readiness board as an evaluated item; as a result, units must maintain a record of the board process used for each report.
5.  Action (pound sign)4.  Develop readiness-related commander(apostrophe)s standard notification events (CSNEs) to facilitate better communication throughout operational and administrative chains of command.
    a.  Problem.  Lack of awareness of reporting requirements contributes to late and inaccurate reporting.
    b.  Action.  At the next RRIPT iteration, HQMC, PPO (POR) will lead the development of institutional readiness-related CSNEs.  In the interim, current required reporting occasions listed in MCO 3000.13 (pg 1-3, table 1-1) establish initial CSNEs.  Subordinate commands will create and employ CSNEs appropriate to their commands.  An updated version of the unit readiness IGMC checklist will require reporting units to demonstrate they maintain readiness related CSNEs.
6.  Action (pound sign)5.  Initiate training/education actions.
    a.  Problem.  Insufficient understanding of and failure to adhere to authoritative readiness reporting directives (e.g., ref b) lead to factually incorrect or non-compliant readiness reports.
    b.  Actions
        (1) Reporting unit commanders and Authorized Agents complete the online DRRS-MC policy course and review the Commander(apostrophe)s Readiness Handbook each calendar year.  This requirement will be codified in the revised unit readiness IGMC checklist.  Reporting unit commanders and Authorized Agents who have not done so in the last 12 months will complete the online DRRS-MC policy course and review the Commander(apostrophe)s Readiness Handbook.
        (2) Unit Readiness Officers/Staff Non-Commissioned Officers (SNCOs) will complete the online DRRS-MC policy course and NETUSR web-based training within 30 days of appointment and will receive formal training from a DRRS-MC Trainer that is approved by their respective MARFOR within 90 days of appointment.  These requirements will be codified in the revised unit readiness IGMC checklist.  Unit readiness Officers/SNCOs who have not done so within the last 12 months will complete the online DRRS-MC policy course, will complete NETUSR web-based training, and will receive formal training from a DRRS-MC trainer.  Mobile training teams and video teleconferences are two of many methods MARFORS may use to conduct the training.  Hereafter, these three training actions will be calendar year requirements for unit readiness Officers/SNCOs.
        (3) DC, PPO requests CG, MCCDC review and incorporate grade specific unit training management and readiness reporting training and education, as appropriate, within designated formal schools(apostrophe) POI and PME curriculum.
7.  Action (pound sign)6.  Review of Mission Essential Task (MET) standards.
    a.  Problem.  Some core MET/METL training standards in the Marine Corps Training and Information Management System (MCTIMS) taskmaster module are not synchronized with MET E-CODED events in Training and Readiness (TR) manuals.  This leads to confusing and inaccurate MET assessments, mission assessments, and T-levels.
    b.  Action.  DC, PPO requests Deputy Commandant, Combat Development and Integration (DC, CDI) and MARFORCOM conduct a coordinated review of all units to ensure training standards align with TR manual events.  DC, PPO requests an initial focus on high-density/high-visibility units (i.e. Infantry Battalions (Bn), VMM Squadrons, Marine Fighter Attack Squadron (VMFA)/VMA SQDNs).
8.  Action (pound sign)7.  Tie Mission Essential Equipment (MEE) to METS through the MET/METL process.
    a.  Problem.  Current method for designating certain principal end items as MEE often masks readiness issues in some units and creates apparent readiness issues in others where an issue may not truly exist.  Example:  A unit T/E lists the High Mobility Multipurpose Wheeled Vehicle (HMMWV) as MEE (per ref c), yet has no METS that require the HMMWV.  Furthermore, on-hand possession of the HMMWV in the unit is non-existent.  Consequently, the unit reports as S-4.
    b.  Action.  DC, PPO requests DC, CDI and Marine Forces Command (MARFORCOM) expedite current initiative to tie MEE to METS through the MET/METL process leading to better compliance to ref a(apostrophe)s intent for calculating S-level based on community-unique key equipment.
9.  Action (pound sign)8.  Professionalize readiness reporting staff.
    a.  Problem.  There is presently inconsistency in the quality and training levels of readiness representatives at every level, leading to increased unreliability of submitted reports.
    b.  Action.  Effective immediately, unit commanders appoint their unit readiness Officer/SNCO and Authorized Agents in writing similar to other commander programs.  An updated version of the unit readiness IGMC checklist will include appointment letters as an evaluated item.  This administrative action constitutes one element of a continuous effort to develop a professional readiness community within the Marine Corps.
10.  Way ahead.  The aforementioned actions constitute a list of readiness initiatives required to improve the reliability and utility of USMC readiness data.  Commanders, through their chain of command, are invited to provide additional recommendations to improve the accuracy and reliabiltiy of readiness reporting.  The following examples will be explored in future planning iterations:
     a.  Mobilization readiness.  Although ref b allows MARFORRES unit commanders to provide subjective assessments regarding the unit(apostrophe)s ability to mobilize, inclusion of empirical outputs (e.g., mobilization levels/ratings) will improve the reliability and utility of MARFORRES readiness reports.
     b.  Unit of employment readiness.  Generally, current readiness reporting policy does not measure readiness below BN/SQDRN level.  This masks important capabilities and readiness issues below those levels.  Future planning will explore policy and DRRS-MC functionality revisions that would enable qualitative and quantitative readiness information to be collected at lower unit levels, increasing the utility of readiness data.
     c.  Auto-population/auto-calculation.  A key improvement will be to auto-populate resource levels and appropriate MET performance standards from authoritative data sources.  Doing so will help eliminate much of the existing room for administrative error.  Additionally, future planning efforts will seek ways to improve the direct linkage between MET assessments and overall C-level, improving the report(apostrophe)s internal consistency and to ensure accurate correlation.
11.  Administration and logistics.
     a.  Records created as a result of this bulletin shall be managed according to the National Archives and Records Administration (NARA) approved records dispositions per ref g to ensure proper maintenance, use, accessibility, and preservation, regardless of format or medium.
     b.  Generation, collection, or distribution of personally identifiable information and management of privacy sensitive information shall be done in accordance with the Privacy Act of 1974 as amended.  Any unauthorized review, use, disclosure, or distribution is prohibited.
12.  This bulletin is cancelled 30 April 2017.
13.  Release authorized by LtGen R. L. Bailey, Deputy Commandant, Plans, Policies and Operations, Headquarters, U.S. Marine Corps.//