PCN#: 50100700000
Marines, Sailors, Civilian Marines and Families,

As your Commandant, I want to say, first and foremost, thank you

... for your willingness to serve our Nation at a critical time in its history ... 

for what I know have been your many sacrifices ... for your continued 

courage in the face of great danger ... and finally, thank you for your 

fidelity to each other, to our mission ... and to our Corps. We exist today 

because Congress and the American people want us to exist, but — we 

are able to exist today — because of YOU and your faithfulness!

Our performance since September 11, 2001 — at home and abroad, in garrison and in 

combat — has earned us the right to stand proudly in the long and illustrious line of Marines 

who have gone before. In Al Anbar Province, we defeated a determined insurgency, 

proving to the world that Al Qaeda’s violent extremism could be beaten, while contributing 

to a brighter future for the Iraqi people. We rapidly re-deployed to Afghanistan, where we 

fight our Nation’s battles today in another tough neighborhood ... the Helmand Province. 

All the while, we continued our role as America’s Expeditionary Force in Readiness, 

responding to crises around the world. In the past year alone, we have responded to 

two major natural disasters half a world apart. On board seven amphibious ships, 5,000 

Marines deployed immediately to Haiti to provide critical, initial relief and life-sustaining 

help following a devastating earthquake, and we have been providing similar assistance to 

flood-ravaged Pakistan. We’ve served during a time of great challenge ... and we’ve been 

equal to every task.

Throughout this remarkable period in our history, General Conway and his wife, Annette, 

have led our Corps with wisdom, strength and grace. Their many initiatives will serve us well 

as our Corps continues its march into uncertain times. I am grateful for their leadership and, 

on behalf of the Marine Corps family ... Bonnie and I wish them Godspeed.

While we remain focused on combat operations in Afghanistan, leaders at all levels 

must consider the likely challenges of the next two decades and how the Corps will meet 

them. The future will be different from the world we knew prior to the attacks on 9-11. 

Through innovation and a willingness to adapt, we will remain the ready and relevant force 

that America relies on in times of crisis!

The pages that follow provide my guidance and priorities for the Marine Corps. In them 

I speak of who we are, where we will operate, what we will do, and where we are headed. 

Each of you — from Private to General, Civilian Marines, Families and those who support our 

Corps — will contribute to our success. 

Whether fighting at sea or ashore, Marines have been guided by honor, courage 

and commitment. These core values have been the compass for every Marine’s service 

throughout our rich history. Superior leadership, hard training, and a willingness to sacrifice 

have forged our Corps into one of the most capable fighting forces the world has ever 

known. Our Marine Corps has remained true to these values for 235 years ... and so it will 

during my service as your Commandant.

Semper Fidelis

JAMES F. AMOS

General, U.S. Marine Corps

Commandant of the Marine Corps
Our Heritage

“Old breed? New breed? There’s not a damn bit of difference so long as it’s 

the Marine Breed!”

-Lieutenant General Lewis B. “Chesty” Puller, USMC
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Our Heritage

The spirit of our Corps, embodied 

in the eagle, globe and anchor, lives 

within the soul of every Marine. This spirit 

is born through arduous rites of passage 

at boot camp and officer training, after 

which a young man or woman is called 

a “United States Marine” for the first time. 

Our ethos has been shaped by ordinary 

men and women — patriots who showed 

extraordinary leadership and courage, both 

physical and moral. The essence of what 

we have been, who we are and what we 

will always be ... endures.

Individual Marines are the bedrock upon which our Corps is built. From the first day of 

recruit training, to first assignments, to first celebrations of the Marine Corps Birthday, each 

Marine is infused with an understanding of the deeds of his or her predecessors. What 

happens on the parade decks at Parris Island and San Diego, or in the hills of Quantico, is

what makes us Marines — it is the hardening of body and mind, the infusion of discipline 

and the casting of an indelible esprit de corps forged in the cauldron of “things endured 

and things accomplished, such as regiments hand down forever.” It is almost spiritual!

Small unit leadership, unit cohesion, an expeditionary mindset, education, the spirit of 

innovation and fidelity form the foundation of our Corps. These timeless qualities enable 

Marines to respond and adapt, and are fundamental to how we approach warfighting. 

Semper Fidelis — “Always Faithful” — to each other and to our Nation — the willingness to 

sacrifice ourselves for others and the mission is more than just our motto; it is in our DNA

Shared hardship and adversity create a unique bond between all Marines — past, 

present and future. We recognize that uncompromising standards, rigorous training and 

tough discipline are the foundation for our success in the most austere environments. We 

are all, regardless of rank or MOS, fiercely proud of the title “Marine.” Simply being a Marine 

is what we value most.

...this is who we are!

An AEF officer remembering the Marine Brigade moving up the Paris-Metz road 

to Belleau Wood in May 1918 commented, “They looked fine, coming in there ... 

healthy and fit – they looked hard and competent. We watched you going in, through 

those tired ... Frenchmen, and we all felt better ... we knew something was going to 

happen.”

Fix Bayonets by John W. Thomason, Jr.
The Future Security Environment

“I’ve had a strange sense that two parallel worlds exist on this planet - a stable, 

progressively growing, developing world and an unstable, disintegrating, 

chaotic world. The two worlds - the stable and the unstable - are colliding.”

-General Anthony Zinni, USMC
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The Future Security Envi

The future will not be like today. As we look ahead, we see a world of increasing 

instability and conflict, characterized by poverty, competition for resources, urbanization, 

overpopulation and extremism. Failed states or those that can not adequately govern 

their territory can become safe havens for terrorist, insurgent and criminal groups that 

threaten the U.S. and our allies. 

Globalization will continue to increase 

interdependence between nations placing a 

premium on access to the world’s commons 

— land, sea, air, space and cyber. These 

five domains converge in the littorals where 

a majority of the world’s population lives in 

close proximity to the sea. These denselypopulated, urban regions will provide 

sanctuary for our adversaries. 

The developing world is trending toward 

a more youthful demographic. Already 

pressurized by a lack of education and 

job opportunities, the marked increase of 

young men in underdeveloped countries will likely swell the ranks of disaffected groups, 

providing a more pronounced distinction between the “haves” and “have-nots.” At the 

same time, increasing competition for scarce natural resources — fossil fuels, food and 

clean water — will likely lead to tension, crisis and conflict. 

The rise of new powers and shifting geopolitical relationships will create greater 

potential for competition and friction. The rapid 

proliferation of new technologies, cyber warfare 

and advanced precision weaponry will amplify 

the risks, thus empowering state and non-state 

actors as never before. 

These trends will exert a significant influence 

on the future security environment and, in 

turn, the ever-changing character of warfare. 

Secretary of Defense Robert Gates described this

resulting hybrid warfare as the “lethality of state 

conflict with the fanatical and protracted fervor 

of irregular warfare, where Microsoft coexists 

with machetes, and stealth is met by suicide 

bombers.” This is the world in which we will live.

...this is where we will operate!
“So it’s true...freedom is not free, but the United States Marine Corps will pay 

most of your share.”

-President Barack Obama, 24 July 2009

The Role of the M arine C
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The Role of the Marin

Although the world has changed, one thing 

has not: America needs an expeditionary force in 

readiness that is prepared to respond to any crisis. 

We are a maritime Nation with global responsibilities, 

requiring ready, sea-based forces organized, trained 

and equipped to conduct operations in the littorals — 

from humanitarian assistance to major combat and 

“such other duties as the President may direct.” This 

has been, and will remain, the Marine Corps’ primary 

role in providing for the Nation’s defense. 

We must remain ready to deploy to any clime or place with little, if any, notice. 

Robust, forward-deployed forces with balanced ground, aviation and logistics units 

enable us to go now, ‘figure things out’ when we get there, and begin operating 

immediately...even in the most austere environments. To a Marine, the term 

‘Expeditionary’ is more than a slogan; it is our state of mind. It drives the way we 

organize our forces, how we train, and what kind of equipment we buy. By definition, 

it necessitates a high state of unit readiness. 

Our inherent agility buys time for national 

leaders to develop strategic options, shape the 

environment and deploy the full capabilities of 

the Joint Force and other elements of national 

power. We leverage all forms of strategic 

mobility to be the ‘first to fight.’ Finally, during 

periods of crisis, our fellow Americans — like 

those before them — will greet reports that 

the President is ‘sending in the Marines’ with 

a sense of relief and a confidence that their 

country can respond immediately, and that its 

interests and values will be protected.

The Marine Corps is America’s Expeditionary Force in Readiness — a balanced airground-logistics team. We are forward-deployed and forward-engaged: shapin

training, deterring, and responding to all manner of crises and contingencies. We 

create options and decision space for our Nation’s leaders. Alert and ready, we

respond to today’s crisis, with today’s force ... TODAY  Responsive and scalable, 

team with other services, allies and interagency partners. We enable and participate 

in joint and combined operations of any magnitude. A middleweight force, we are 

light enough to get there quickly, but heavy enough to carry the day upon arrival, and 

capable of operating independent of local infrastructure. We operate throughout the 

spectrum of threats — irregular, hybrid, conventional — or the shady areas where they 

overlap. Marines are ready to respond whenever the Nation calls ... wherever th

President may direct.
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As part of the Joint Force, the Marine Corps an

the Navy work together to leverage the significant

advantages that amphibious forces provide a 

maritime power like the United States. The NavyMarine Corps team will be postured and engaged

forward to be most operationally relevant to the 

needs of our Nation. Due to their demonstrated

flexibility, amphibious ships are the most utilitarian 

platforms in the American fleet for crisis response. 

They provide the capability for massing potent 

forces close to a foreign shore, while maintaining a 

diplomatically sensitive profile. This posture is one 

that affords us global relevance. We project influence and combat power ashore from 

these platforms for missions across the range of military operations.

As befits our expeditionary nature, Marines will be

forward deployed and engaged in areas of instability 

and potential conflict. Engagement activities seek 

to improve the capability of local governments 

and their security forces to increase stability and 

prevent conflict. This requires Marines who are not 

only fighters, but also trainers, mentors and advisors 

— roles requiring unique and highly-desirable skills. 

Through forward engagement, we can prevent a 

situation from degrading to a point where it threatens 

our national interests.

This all points toward a Marine

Corps that is a multi-capable,

combined arms force, comfortable 

operating at the high and low ends of 

the threat spectrum, or in the shaded 

areas where they overlap. Standing 

at the front door of crisis and conflict, 

we possess the finesse, the training 

and the tools to knock at the door 

diplomatically, pick the lock skillfully, 

or kick it in violently. Marines are 

ready to respond when the Nation 

calls.

 ...this is what we will do!
“To remain the Nation’s force in readiness, the Marine Corps must continuously 

innovate. This requires that we look across the entire institution and identify 

areas that need improvement and effect positive change.”

-Marine Corps Vision and Strategy 2025

The Way Forward
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The Way Fo

As we look forward, it is instructive to first take note of what our Corps has done for 

the Nation during the past decade. From our historic assault 400 miles into Afghanistan 

from six amphibious ships soon after the terrorist attacks of 11 September, to the rapid 

attack north to Baghdad in March 2003; from successful counter-insurgency operations 

in Al Anbar to ongoing operations in Helmand; from Hurricane Katrina to earthquake 

relief in Haiti; and from aid operations in monsoon-flooded Pakistan to the recent 

recapture of the pirated ship Magellan Star, we have answered our Nation’s call ... we 

have met every challenge.

Yet new challenges, requiring the same spirit of innovation and institutional flexibility, 

await us. Accordingly, I want to be clear about what our priorities are as we press 

ahead. 

We will continue to provide the best trained and 

equipped Marine units to Afghanistan. This will not

change. This remains our top priority! We have made 

great progress in Afghanistan; our fellow citizens 

expect no less of us for the duration of the war. We 

will ensure that every Marine and Sailor is prepared 

to succeed in the many types of missions we are 

conducting in this complex and dynamic operating 

environment.

We will rebalance our Corps, posture it for

the future and aggressively experiment with and implement new capabilities and 

organizations. To best meet combatant commander needs over the next two decades, 

we are conducting a comprehensive force structure review to ensure we are optimally 

configured to remain America’s Expeditionary Force in Readiness; our entire force — 

active, reserve and civilian — is being examined in this review. We will improve our 

ability to function as a lead element of a Joint Force, to execute distributed operations, 

to provide command and control, and to conduct persistent engagement missions 

throughout the world.

The demand for military forces with irregular warfare (IW) capabilities will expand 

over the next two decades. To help meet this demand, we will better resource 

organizations like the Marine Corps Training and Advisory Group, and where appropriate 

Priorities of the 35th Commandant of the Marine Co

- We will continue to provide the best trained and equipped Marine units to

Afghanistan. This will not change. This remains our top priority! 

- We will rebalance our Corps, posture it for the future and aggressively experiment

with and implement new capabilities and organizations.

- We will better educate and train our Marines to succeed in distributed operations

and increasingly complex environments. 

- We will keep faith with our Marines, our Sailors and our families
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consolidate others to improve their synergies and reduce redundancies. We will 

further institutionalize the Marine Corps Tactics and Operations Group to enhance its 

contribution and relevance to the training of our Ground Combat Element. We will 

fully embrace MARSOC and capitalize on its unique capabilities, while we strengthen 

the relationships between our operating forces and special operations forces. We will 

increase our capability and capacity to conduct cyber warfare and meet Joint and 

MAGTF demands.

The future security environment requires a mindset geared 

toward increased energy efficiency and reduced consumption, 

thus allowing us to operate lighter and faster. We will 

aggressively continue our pioneering efforts in energy through 

our Expeditionary Energy Office, with goals of reduced energy 

demand in our platforms and systems, self sufficiency in our 

battlefield sustainment, and a reduced expeditionary foot print 

on the battlefield.

Lessons learned over the past decade in Afghanistan

and Iraq affirm the importance of unit cohesion. Combat 

effectiveness depends on it. There is no substitute for having 

the right people, particularly key leaders, in deploying units at 

the right time. We will change our manpower management, 

education and training processes to achieve this goal.

All these initiatives require talented and experienced Marines ... as such, we will 

adjust our force structure accordingly to meet our needs.

We will better educate and train our Marines to

succeed in distributed operations and increasingly 

complex environments. We will invest more in 

the education of our NCOs and junior officers, as 

they have assumed vastly greater responsibilities 

in both combat and garrison. We will markedly 

increase opportunities for Marines to attend resident 

Professional Military Education (PME), civilian 

fellowships, and advanced education programs 

as well as to serve in Foreign Area Officer, Regional 

Area Officer, and other interagency assignments. We will immediately capitalize on the 

recommendations from the 2006 Officer PME Study (The 

Wilhelm Report) and develop the Marine Corps University 

into a world-class institution. 

The conflicts of the 21st Century place tremendous 

burdens on Marines and Sailors, but these are not the only 

sources of great stress on our men and women. To improve 

their resilience, we will work aggressively and creatively to 

build a training continuum that better prepares them for the 

inevitable stress of combat operations and to equip them 

with the necessary skills required to cope with the widely-
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varying challenges of life as a Marine. Instruction founded and 

focused on our core values helps provide some of this resilience 

and enables effective operations, especially in a complex IW or 

hybrid environment. Our Values-Based-Training must be central to 

a Marine’s professional development and expanded beyond its 

current entry-level focus. We will infuse it throughout our training 

and education system, ensuring our core values remain central 

throughout our service.

We will keep faith with our Marines, our Sailors and our families

Our approach to caring for Marines, families and relatives of our 

fallen Marines is based on our unwavering loyalty; this will not 

change. We will enhance the capabilities of the Wounded Warrior 

Regiment to provide added care and support to our wounded, 

injured and ill. We will continue advocating for better diagnostic 

and increased treatment options for Marines with severe injuries, 

including Post Traumatic Stress (PTS) and Traumatic Brain Injury (TBI).

We will ensure that Marines, Sailors and their families have availability and access to 

quality facilities and support programs, as well as resources 

and benefits that provide a quality standard of living. This 

same effort will be applied equally to our single Marines, 

who make up half of our Corps. To ensure effectiveness and 

efficiency, we will evaluate all Marine Corps Family Team 

Building Programs to determine where they require expansion 

to further assist our families and where they can be streamlined 

to reduce redundancy. We will make concerted efforts at 

attracting, mentoring and retaining the most talented men 

and women who bring a diversity of background, culture and 

skill in service to our Nation. Lastly, we will conduct a thorough

“bottom up” assessment of our Transition Assistance Program to ensure it is providing the right 

educational and occupational assistance to Marines leaving our active duty ranks, thus 

fulfilling our commitment to return better citizens back to communities across our Nation.

...this is where we are headed!

The decisions of the next couple of years will affect the course 

of the Marine Corps for decades to come. The challenges we 

currently face — to simultaneously fight a war and rebalance our 

Corps to confront a complex, future security environment — will 

require difficult choices to meet the demands of today and those 

of tomorrow. Through it all, we will remain America’s Expeditionary 

Force in Readiness — organized, trained and equipped to respond to 

any crisis ... any place ... any time. My challenge to all Marines is that, 

while holding firm to our rich heritage, you remain ready to adapt 

and respond to the ever-changing demands and conditions of the 

21st Century.
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Commandan

The Assistant Commandant of the Marine Corps shall provide oversight of the timely executi

of the following tasks. In that capacity he will work closely with the Commandant and the assigne

principal General Officer(s) to ensure that the ‘intent’ behind each task is met

Priority #1: We will continue to provide the best trained and equipped Marine units to

Afghanistan. This will not change. This remains our top priority!

l Improve Unit Cohesio  DC M&RA - recommend changes to personnel assignment polici

and plans with the overall goal of increasing unit cohesion at the battalion/squadron level. 

Focus particularly on the timely arrival and unit longevity of Captains, SNCOs and other key 

leaders in deploying units. (Due: 14 Jan 11

l Institutionalize Resiliency Trainig  ACMC - chair an effort to develop policies and programs 

increase individual resiliency training throughout unit forming, training, deployment and postdeployment phases. The objective is to provide the best skills and tools available to Marines 

and their leaders so that they can better cope with the challenges of combat and the rigor of 

life as a Marine both deployed and in garrison. (Due: 18 Feb 1

l Increase Ability to Meet Low Density/High Demand (LD/HD)Personne Request

conduct a comprehensive review of LD/HD personnel requirements and recommend optio

to generate the required numbers of MOS trained Marines to meet operational demands and 

achieve a minimum 1:2 PERSTEMPO. The objective is to make the LD/HD units/individuals of t

past 8 years into HD/HD  (Due: 14 Jan 

l Institute Red Cel  CG MCCDC & CG TECOM - develop a plan for instituting a Red Cell at e

MEF and in each deploying MEB. CG TECOM and President MCU will further develop the 

curriculum to institutionalize Red Teaming within resident SNCO and Officer (CLS, ILS, TLS a

SAW) PME courses. The purpose of this cell is to challenge prevailing notions, rigorously test 

current TTPs and counter group-think. (Due: 18 Feb 1

Priority #2: We will rebalance our Corps, posture it for the future and aggressively experiment with

and implement new capabilities and organizations.

l Fully Operationalize Marine Corps Training & Advisory Group (CTAG)  DC CD&I -

options to fully operationalize MCTAG to best meet COCOM demands for advising, engaging 

and partnering. Re-examine its structure — even its naming convention — to ensure that the 

unit is better prepared to deliver this capability in an efficient manner. (Due: 17 Dec 1

l Embrace MAROC  DC PP&O - develop options for increasing MARSOC’s operational, logis

and support capabilities to meet COCOM demands (reference 2010 QDR report). Specifically

examine and propose solutions to increase desired enablers if required. Recommend options 

for improvements in integration between Marine operating forces and MARSOC in both 

training and operations. (Due: 14 Jan 11

l Institutionalize Marine Corps Training & Operations Group (MCOG)  DC CD&I & CG

- develop a plan for immediate implementation that reinforces MCTOG’s principal mission to 

train key personnel and increase training standardization within our infantry battalions. The 

objective is to firmly orient MCTOG on producing infantry battalion Operations and Tactics 

Instructors (OTIs). (Due: 17 Dec 1

l Develop Marine Corps Logistics Training Group DC I&L - develop a concept to stand

capability similar to MCTOG and MAWTS for logistics units in the operating forces. (Due: 1 Apr 1
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l Consolidate and Strengthen Irregular Warfare Organization  DC CD&I & CG TECOM deve

options to re-organize, consolidate and strengthen IW organizations. The objective is to gain 

unity of effort in Irregular Warfare, increase effectiveness and efficiency, and reduce redundant 

capacity. (Due: 1 Apr 1

l Lighten the MGTF  DC CD&I - develop a plan for reducing the size and weight of MEUs an

in order that they fit within likely lift constraints. Implementation of the plan shall begin during FY11 and be fully registered in the POM 13 budget effort. (Due: 6 Mar 11

l Implement Equipment Oversight Boar  ACMC - stand-up and chair an Expeditionary Equipmen

Review Board that provides final approval and oversight of all new equipment proposals, viewing 

them through an “expeditionary footprint and lighten the load” lens. (Due: 17 Dec 1

l Increase Energy Efficiency Director Expeditionary Energy Office (E2O) - develop a plan

to decrease the Marine Corps’ dependence on fossil fuels in a deployed environment. 

Implementation of the plan shall begin during FY 11 and be fully funded in the POM 13 budget 

cycle. Concentrate on three major areas: (1) increase the use of renewable energy, (2) instilling 

an ethos of energy efficiency, (3) increase the efficiency of equipment. The objective is to allow 

Marines to travel lighter — with less — and move faster through the reduction in size and amount 

of equipment and the dependence on bulk supplies. (Due: 18 Feb 1

l Improve Support to Homeland Defense DC PP&O - recommend specific ways the Marine Co

can play a greater role in the planning and execution of operations or missions in support of 

homeland defense and homeland security. (Due: 18 Feb 1

l Improve USMC Integration with Interaency  DC PP&O - prepare a comprehensive pl

engagement, liaison and experience tours with key departments and agencies involved in 

overseas operations of common concern. (Due: 18 Feb 1

l Increase Cyberwarfare Capability/Capacity COMMARFORCYBER - recommend options for

increasing USMC cyberwarfare capability and capacity through staffing, MOS development, 

offensive and defensive cyber operations, and joint cyber integration. (Due: 14 Jan 11

Priority #3: We will better educate and train our Marines to succeed in distributed operations and

increasingly complex environments. 

l Institutionalize Values-Based Trainig  CG MCCDC & CG TECOM – oversee an effort and pres

a plan to implement values-based training that focuses on honor, courage, commitment, 

selflessness, and taking care of our fellow Marines. This training will be added to programs of 

instruction at all formal schools, as well as integrated within a wide range of training evolutions 

such as Enhanced Mohave Viper. We will emphasize to Marines the expectation of honorable 

service to our Nation and reinforce our core values so that Marines treat others with respect, 

dignity and compassion. The objective is to markedly reduce incidents of illegal/immoral/

indecent acts among Marines, both within and outside of our Corps. (Due: 18 Feb 1

l Develop Marine Corps University (MCU) into a World Class Instituton  CG MCCDC, CG TCO

President MCU - per the objectives outlined in the 2006 Officer PME Study (The Wilhelm Report), 

develop a plan of action to immediately implement the key recommendations of the report in 

order to increase the capacity and quality of military education. Target for completion is NLT the

end of FY 13. (Due: 14 Jan 11

l Increase Enlisted ME  CG TECOM & President MCU - provide recommendations to significan

increase opportunities for NCO and SNCO Marines to attend resident PME. (Due: 21 Jan 11

l Increase Officer PME CG MCCDC, CG TECOM & President MCU - present recommendations

for increasing officer resident PME training. Consider changing traditional paradigms relative 

to course lengths and instructional methodology. Specific objectives are to triple resident 
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Expeditionary Warfare School and double resident Command and Staff College throughput. 

Examine further opportunities for officer graduate level training, fellowships and research 

opportunities. (Due: 11 Feb 1

l Institutionalize RAO/FAO Prgram  DC PP&O - thoroughly examine current FAO / RAO pro

policies and billets, and recommend options to increase capacity while improving promotion 

and command competitiveness. (Due: 21 Jan 11

l Improve Special Education Program (SEP) Payback olicies  DC M&RA - conduct a

review of the SEP program. Include an assessment of SEP specialties offered at Naval 

Postgraduate School to ensure they align with USMC needs, and recommend new offerings 

if needed. The objective is to improve career progression, MOS proficiency, and future 

competitiveness in order to arm the Marine Corps with more highly-capable officers who are 

knowledgeable in the many complex disciplines that contribute to improving our 21st Century 

warfighting capabilities. (Due: 18 Feb 1

l Improve Training and Experience Level for Maneuver Unit Squad Laders  DC CD&I -

options for training a second-enlistment Sergeant Squad Leader to be capable of better

operating on a distributed battlefield. DC M&RA develop options for assigning a trained, secondenlistment Sergeant Squad Leader to maneuver units  (Du:  11 Feb

Priority #4: We will keep faith with our Marines, our Sailors and our families

l Review and Improve Family Readinss  DC M&RA - evaluate all Marine Corps Family 

Building Programs and make recommendations on optimum span of control, where we require 

further assistance to our families, and where we should streamline to erase redundancy. (Due: 28

Jan 11)

l Improve Diversity Representation Throughout our Crps  ACMC, with DC M&RA & CG

in direct support - chair a comprehensive review of the current diversity posture of and issues 

within the Marine Corps. This review will aim to develop a comprehensive, institutional strategy: 

1) to improve the accession, retention and promotion of qualified individuals and 2) to foster 

immediate and marked adjustments for improved recruitment of minority Marines (officer and 

enlisted) along with their career development and mentoring. Upon implementation of an 

approved Service-wide strategy generated from this study, senior leaders will conduct periodic 

accountability reviews with CMC. (Due: 18 Feb 1

l Review and Improve Transition Assistace  DC M&RA - conduct an assessment of our Transi

Assistance Program and recommend a plan to revolutionize our approach to better meet the 

needs of departing and retiring Marines. (Due: 14 Jan 11

l Examine and Improve Reenlistment Procedues  DC M&RA & SMMC - evaluate cur

reenlistment policies and make recommendations to standardize reenlistment procedures. The 

goal of retention is to retain the most qualified instead of the “first to volunteer,” while meeting 

manpower requirements and goals. (Due: 14 Jan 11

l Integrate Behavioral Health Effort  DC M&RA - present recommendations on how best 

integrate more fully Behavioral Health programs/issues (Combat and Operational Stress Control 

(COSC), Suicide Prevention, Family Advocacy, Sexual Assault, and Substance Abuse Prevention) 

within the Marine Corps. (Due: 11 Feb 1

l Improve Personnel Administratin  DC M&RA & SMMC - identify options for the transfer of s

fundamental personnel administrative capabilities back to Battalion/Squadron. Further examine 

the Installation Personnel Administration Center (IPAC) concept to confirm what efficiencies 

should be retained at IPAC, and what capabilities should be brought back to units in an effort to 

support the Commanders and their senior enlisted in their fundamental responsibilities to care for 

their Marines. (Due: 1 Apr 1