MCSC & PEO LS Small Business Conference 19 November 2009 1 Brigadier General Michael M. Brogan
In-Sourcing Resource Management Decision (RMD) 802 Military services budgets decremented
MCSC Phase II/III In-Sourcing and Rebalancing Input provided 11 Sep 09 Command target FTE goal: 149/yr through FY15 In-sourced contracts reduced by proposed in-sourced FTEs Opportunity to balance the Command
Commandant s Priorities Nation at war Marines and Sailors in combat remain our number one priority We will continue our focus on Marine Corps objectives
MC Vision & Strategy 2025 Visualizing the Strategy Individual Marine Multicapable MAGTFs Posture for Hybrid Threats in Complex Environments Expand Presence/Engagement Create a Joint Seabase Improve Training and Education for Fog, Friction & Uncertainty
MC Vision & Strategy 2025 Principal Force Implications: Strategic NCOs Decentralized MAGTF operations C2 & ISR Enhance tactical mobility all domains Increase effectiveness in the Information Environment
Our Future Corps will be Increasingly reliant on naval deployment Preventative in approach Leaner in equipment Versatile in capabilities Innovative in mindset
MCSC Needs 1) MAGTF Expeditionary Energy Initiatives - Alternative Green Power - Thermal Protection for tactical shelters - Reduced space & weight - Reduced heat generation - Improved fuel efficiency 2) Green technologies 3) Expertise in Information Assurance 4) Cyber computing & web accessible service-based capabilities
MCSC Needs 5) Cyber "cloud" computing 6) On-the-move antenna technologies 7) Miniaturization of networking components 8) GCSS-MC 9) High-capacity 5.56mm magazine 10) High-altitude parachute or dive gloves
Back-ups
MCSC Strategic Plan 2010-2014 Mission: To serve as the Commandant s agent for acquisition and sustainment of systems and equipment used to accomplish the Marine Corps warfighting mission.
MCSC Strategic Plan 2010-2014 Goal 1: Improve our processes and stakeholder relationships to enhance mission execution. Goal 2: Continue to build a high performing, skilled and diverse workforce. Goal 3: Achieve excellence in teaming while maintaining our focus on the Marines in the operating forces. Goal 4: Improve our mission support processes to better enable mission accomplishment.
MCSC 2010-2014 Strategic Goals and Objectives Goal 1 Goal 2 Goal 3 Goal 4 Improve our processes and stakeholder relationships to enhance mission execution Continue to build a high performing, skilled and diverse workforce Achieve excellence in teaming while maintaining our focus on the Marines in the operating forces Improve our mission support processes to better enable mission accomplishment Champion: DC SIAT Champion: DC Resource Mgt Champion: Executive Director Champion: CMO Objective 1.1 Objective 2.1 Objective 3.1 Objective 4.1 Key Internal Acquisition & Technical Process Improvements Jim Westerholm Refine & Execute Human Capital Strategic Plan Kelly Gibson Strategy/Campaign Plan for Employee Line of Sight to our Mission/Marines Col Mike Micucci Modern, Professional Environment/ Long Term Space Mgmt Plan Jerry Mazza Objective 1.2 CMMI Level 3 Achievement & Command Policy Review Board Establishment Julie Redfern Objective 2.2 Hiring Process Streamlining Steve Caracciolo Objective 3.2 Competency Alignment Implementation Dick Bates Objective 4.2 Internal Automation Info Systems Improvement Sandra Switzer Objective 1.3 Corp Campaign Plan to Improve Key Stakeholder Relationships & Strategic Customer Value Analysis Col Ed Mays Objective 2.3 Internal Plan & Workforce Value Analysis Gordon Taylor Objective 3.3 Teamwork Skills, Tools, Incentives, & Recognition Valerie Mosqueira Objective 4.3 Administrative Process Efficiencies Julie Mattocks
In-Sourcing Positions Identified Across FYDP FINAL by ORGANIZATION Revised 17 Sep 09 FY10 FY 10 Add'l FY11 FY12 FY13 FY14 FY15 Total PG 10 ISI 81 6 24 25 40 11 0 187 PG 11 MC2I 9 9 19 11 17 7 72 PG 12 CINS 43 14 20 17 27 20 141 PG 13 IWS 21 4 7 7 0 0 0 39 PG 14 AFSS 10 9 9 4 2 1 35 PG 15 GTES 4 10 12 13 15 12 66 PG 16 CESS 10 16 24 20 13 10 93 PM AMMO 0 3 0 0 17 14 34 SIAT 0 17 6 9 22 0 54 CMDR 0 2 0 0 0 0 2 CMO 0 1 1 0 4 4 4 14 AC CT 32 15 5 6 0 0 58 GCSS 13 0 9 6 1 7 36 LOG 0 5 1 10 0 0 16 PEO-LS 1 8 9 9 6 3 1 37 AC PROG 1 0 0 2 0 0 3 RESMGMT 0 5 3 1 0 0 9 PM TRASYS 0 12 0 0 0 4 17 33 MCTSSA 0 3 0 0 0 0 3 TOTAL 225 31 149 149 149 136 93 932 256
MC Vision & Strategy 2025 Vision: The Marine Corps of 2025 will fight and win our Nation s battles with multicapable MAGTFs, either from the sea or in sustained operations ashore. Our unique role as the Nation s force in readiness, along with our values, enduring ethos, and core competencies, will ensure we remain highly responsive to the needs of combatant commanders in an uncertain environment and against irregular threats. Our future Corps will be increasingly reliant on naval deployment, preventative in approach, leaner in equipment, versatile in capabilities and innovative in mindset. In an evolving and complex world, we will excel as the Nation s expeditionary force of choice.
USMC Critical Strategic Priorities for POM 2012 Achieve Victory in the Current Fight Take Care of our Marines and their Families MAGTF Equipment Reset Forward Naval Presence Aviation Modernization Pacific Engagement Marine Corps University Ground Vehicle Modernization Operational Energy Reduction Land Acquisition End Strength
MCCDC Material Requirements Future Equipping needs Expeditionary Force Development System (EFDS) and Capability Based Assessment for POM 12 has identified solutions for eliminating gaps and shortfalls in MAGTF capabilities. The final product of the group is the MAGTF Requirements List (MRL). The MRL identifies, in priority order, 220 MC Program Codes and new initiatives for consideration in the POM 12. Until the previous POM cycle, the PPBE process and the EFDS have not been aligned. Approval of this document will guide the development and submission of the POM-12 warfighting investment.