Marine Corps C4 Information Environment C2 Strategy 

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Flexibility, Reliability, Timeliness, Interoperability, Suvivability, Security
Marine Corps C4 Information Environment C2 Strategy 

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Flexibility, Reliability, Timeliness, Interoperability, Suvivability, Security

Table of Contents 

Message from the Commandant ............................................................................................. ii 

Part 1 – Overview ........................................................................................................................ 1 

Part 2 – Strategic Goals .............................................................................................................. 8 

Part 3 – Next Steps .................................................................................................................... 25

Appendix I – Vision, Goals, and Objectives Overview ........................................................ 27 

Appendix II – Acronyms .......................................................................................................... 28 
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Enabling C2 for Tomorrow’s Marine Corps, Today

MESSAGE FROM THE 

COMMANDANT 

As the Nation’s expeditionary force in readiness, the 

Marine Corps continues to fight and win the Nation’s battles 

while meeting the challenges of a complex security 

environment. To achieve success we will continue to focus 

our efforts in five areas: People; Readiness; Training; 

Integration with the Naval and Joint Force; and 

Modernization. Across these five interrelated areas, three 

major themes are related to how we Command and Control 

(C2) in the future operating environment. They include 

maintaining and improving the high quality people that make up today’s Corps, 

decentralizing the training and preparation for war while adhering to maneuver warfare 

principles in the conduct of training and operations, and modernizing the force. Critical 

to achieving success in all these areas is the realization of a truly integrated network 

enhancing all warfighting functions, statutory functions, and C2 capabilities across the 

Marine Corps. This is especially important as we build and mature our Information 

Environment Operations (IEO) capabilities for the future force. 

Marines around the globe, both in garrison and forward deployed, require a 

networked C2 environment that is ready, responsive, and resilient. Our ability to C2 in 

these dynamic times remains the focus. We must strive to build C2 agility and enhance 

our readiness throughout the Marine Corps. Maintaining a secure, adaptable, and 

innovative C2 environment ensures we preserve a decisive advantage over our 

adversaries. There are four critical characteristics the C2 environment/network must 

possess. 

1. Unified – Multiple disparate networks lead to excessive complexity and slow 

mobilization and deployment. The post Navy-Marine Corps Intranet (NMCI) 

construct does not serve the purposes of deployed Marine Corps forces. We 

need one network with common standards, services, and security across the 

Marine Corps today. 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

2. Resilient – Marines operate in C2-contested environments. We must not become 

overly reliant on any single method or technology [e.g. Satellite Communications 

(SATCOM)]. Instead, we must master the basics while exploring options for 

survivable systems. 

3. Interoperable – All elements of the Marine Corps Air Ground Task Force (MAGTF) 

must be able to quickly collaborate and communicate across common 

hardware systems and platforms. All information exchange requirements must be 

accounted for and warfighting functions synchronized. We must also ensure 

secure and reliable connections with our Joint and Coalition Partners. 

4. Expeditionary – Our ability to operate from the sea is a key component of our 

readiness. Limited space and bandwidth require innovative methods (hardware 

and software) to integrate with the Navy. We must extend shipboard networks 

and leverage airborne C2 assets. 

This strategy provides the framework for how the Marine Corps sets the conditions 

for achieving a resilient, survivable, rapid, and assured C2-networked environment 

delivering on the four critical characteristics. It describes the “what” through a coherent 

and achievable vision and the “how” by looking at the sum of parts we must invest in 

and mature to achieve results. Sequential execution of the strategy won’t work and 

would take years to complete. In the past this practice was flawed. Continuing 

sequential execution will lead to systems becoming obsolete, risky, and less interoperable 

when finally integrated and fully fielded. Marines need expedient ways to solve their C2 

challenges today while actively increasing capabilities of the future. Our approach will 

deliver the networked environment Marines need. 

We must focus considerable effort on updating our C2 structures, processes, and 

alignments. Many of our management practices and processes are antiquated and will 

not deliver the results we need. Too many are outdated and obsolete. To make this 

strategy a reality, our key Information Technology (IT) stakeholders/organizations must 

evolve the way they manage, deliver, and C2 the network. 

In creating our future networked environment, we must be aware of the fiscal 

and operational constraints which demand affordability, agility, and security. We must 

develop innovative ways to procure equipment that is ready now and adaptable to 

future missions. We must also look to leverage development efforts and commercial off-
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Enabling C2 for Tomorrow’s Marine Corps, Today

the-shelf (COTS) technology capabilities of other services where they make sense, not 

just a “build our own” mentality. Finally, we need flexible and dynamic processes to plan 

and invest in C2 technologies to meet warfighter demands. This will ensure we maintain a 

competitive advantage while maximizing investments to enhance Marine Corps current 

and future operations. 

This strategy signals my commitment and provides guidance on the important 

steps the Marine Corps must take to deliver a C2 environment from “fighting hole to 

flagpole.” To achieve our desired ends, I expect IT stakeholders to discuss, understand, 

plan, and implement C2 capabilities leveraing the framework of this strategy. 

Robert B. Neller 

General, United States Marine Corps 

Commandant, United States Marine Corps 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

 
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Enabling C2 for Tomorrow’s Marine Corps, Today

 arine Corps Operating Concept (MOC), the Corps’ 

 capstone warfighting view, highlights the aforementioned 

 challenges while revealing the push to conduct distributed, 

 disaggregated, and autonomous operations as core 

 competencies. Implied in the MOC is the requirement for rapid, accurate, 

and tailorable information, facilitating faster decision-making cycles while creating a 

force multiplier function throughout the Corps. Thus, it is not surprising the 37th 

Commandant has consistently declared our C2 network to be the Corps’ Center of 

Gravity, providing the mission-critical connectivity from “fighting hole to flagpole”. 

Currently, Marine Corps C2 systems and 

applications do not adequately support evolving 

warfighter needs and expanding cybersecurity 

requirements. To maintain an operational edge, 

the Marine Corps must accomplish rapid and 

responsive approaches to future C2 challenges. 

This includes a strategy providing timely and 

assured information exchange in the most 

demanding environments. This is a paradigm shift 

from “old think,” based on a distinction between 

garrison, shipboard, and field networks. Instead, the Marine Corps requires a single, 

assured C2 capability to provide enhanced information exchange for training, planning, 

and deploying. Leveraging the latest technology standards and processes will provide a 

common computing experience anywhere the Marine Air Ground Task Force (MAGTF) 

operates, on every type of computing endpoint used by Marines. The Marine Corps also 

requires assured information exchange across all warfighting functions for improved 

decision making. This is especially important as Marines expand their Information 

Environment Operations (IEO) capability and capacity while standardizing Information 

Management (IM) processes. Training, tactics, techniques, procedures, and policies must 

evolve to deliver this capability rapidly, ensuring Marines’ ability to outsmart and 

outmaneuver their adversaries. To meet this need, Marines must be organized, ready, 

and capable of rapidly deploying with the same information, systems, and weapons with 

which they train and prepare. 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

MAGTF C2 transformation is realized via the interoperable and resilient Marine 

Corps Enterprise Network (MCEN). The Marine Corps cannot meet the demands of the 

future warfighter with separate networks designed for “garrison” and “field” operations. 

The need for greater mobility and rapid deployment render our current C2 construct 

grossly inadequate. Understanding the MCEN is best done via its main required 

components and conditions as depicted above. 

Unification is the term used to describe all actions associated with moving from 

legacy systems, processes, and organizations to a modern MCEN. Key actions include 

domain and data center consolidation and elimination as network sprawl has led to 

increased costs and risk to the network. Vestiges of antiquated directorates, centers, and 

nodes no longer serve the purpose for which they were created and now complicate 

command relationships. This has blurred the unity of command to specify Commander 

responsibilities and authorities to support the operations and defense of the MCEN and 

MAGTF C2. Finally, processes, such as Information Technology (IT) acquisition, must 

continue to mature to meet the speed of change in this dynamic setting. 
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Enabling C2 for Tomorrow’s Marine Corps, Today

Cloud services are needed to move applications and associated data to the 

point of need. Old “reach-back” models are too slow and are most susceptible to 

service outages during times of network segregation, especially at the tactical edge. 

Cloud services also are a crucial component to our mobility strategy both in warfighting 

and business (e.g., recruiting) operations. Finally, the cloud and our tactical servicesoriented architecture enables our budding Ready Data Environment (RDE) by creating 

secure and accessible repositories to share information. 

Applications have undergone fundamental changes in recent years and have 

proven to be highly adaptable and scalable in a wide setting. When poorly designed, 

applications tie up valuable computing resources and fail to work well in mobile settings. 

For example, limited bandwidth means slower performance and smaller devices lack 

display scalability. Clunky legacy “boxes” fail to leverage modern Size, Weight, and 

Power (SWaP) improvements. Standardizing the build and employment of this capability, 

in concert with cloud capabilities, ensures availability of data maximizing performance 

while increasing overall security. Marines have shown prowess in developing these tools, 

and the Marine Corps is taking advantage of this bottom-up creativity. 

Installation Processing Nodes (IPNs) allow the Marine Corps to “house” all critical 

C2 network components, e.g., cloud, applications, storage, and core services. When 

properly configured, these nodes reduce the number of redundant data centers and 

serve as the execution hub of advanced security applications. They also look and act 

the same, similar in fashion to a Marine Corps unit’s structure and Mission Essential Tasks 

(METs). This leads to better planning and execution of C2 requirements regardless of 

geographic location, since each IPN works in concert with the network, e.g., services, 

connections, security, and routing. Thus, IPNs deliver network “warm start” capabilities 

across the Corps, which currently only exist in specific areas supporting unique missions. 

C2 Diversity/Network Survivability ensures the ability to fight through a C2-contested 

environment, a near-certainty given today’s threat. For all the focus on the Internet of 

Things, innovative applications, and cyber-dependent weapons systems, it is easy to 

overlook the fact that these capabilities often are realized only when properly networked. 

Effectiveness is degraded or lost entirely during states of disconnect, making networks as 

important as the individual "things" that ride on them. To this end, our overreliance on 

satellite communication makes network survivability a high-value target to our 

adversaries. Investments in Line of Sight (LoS) and advanced Beyond Line of Sight (BLOS) 

technologies and training are paramount, e.g., MUX, Troposcatter, and Free Space Optics. 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Cybersecurity is a shared responsibility that must be “baked in” at all levels, from 

concept development to initial engineering design throughout the entire lifecycle. Key to 

achieving this endstate is standardization as it allows better detection of compromise, 

e.g., baselining to detect anomalies and better deployment of defensive tools and 

measures – a “one solution fits all” versus numerous solutions that work against each 

other. Consolidated authority at the Chief Information Officer (CIO) level (e.g., IT 

Procurement Approval and Authority to Operate) and network unity of command to 

operate and service the MCEN is required to achieve a secure network for the best value. 

Equipment to meet this challenge must be modern at the time of fielding and 

kept current throughout its lifecycle. For example, the Marine Corps must significantly 

reduce "owning" software and hardware in favor of "as-a-Service" arrangements where 

feasible (e.g., lease rather than purchase). This guarantees upgrades on a predictable 

basis and keeps pace with the never-ending security challenges exacerbated by 

outdated, legacy systems and applications. This is in no way a return to the Navy-Marine 

Corps Intranet (NMCI) model, which was characterized as Contractor Owned - 

Contactor Operated (CO-CO). Instead, we will employ a "Government Controlled - 

Government Directed" model, which permits the provision of contracted goods and 

services, but in highly specific and flexible ways. The Marine Corps sets the terms and 

maintains control of how, when, and under what conditions these capabilities are 

realized. Finally, we must resist the “not built here” mentality and leverage capabilities 

already available if they meet our requirements. 

Foundational elements that support this technical solution of MAGTF C2 

transformation consist of Optimizing the Workforce (People and Training) and Practicing 

Information Technology Stewardship (Policy and Governance/Information Technology 

Value). Our workforce, both military and civilian, must reflect current and future 

warfighting demands. Modernization of the 06XX Military Occupational Specialty (MOS) is 

underway and will provide the appropriate structure and training the Marine Corps 

needs to deliver the MCEN. We are conducting an enterprise–wide IT work force ZeroBased Review (ZBR) to ensure we have the best capability at the right value. Practice 

Information Technology Stewardship acts as a counterbalance to the technical solutions 

by maximizing investments and standards. Policy and Governance enforce the adoption 

of common processes and standards throughout the network, which ultimately increase 

performance, security, and interoperability while ensuring best value. 
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Enabling C2 for Tomorrow’s Marine Corps, Today
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

In driving towards this vision, the Command, Control, Communications, and 

Computers (C4) Directorate is focusing on the following goals that provide the 

comprehensive framework for achieving assured C2: 

1. TRANSFORM MARINE AIR GROUND TASK FORCE 

COMMAND AND CONTROL 

Establish a warfighting network providing interoperable, ubiquitous, and rapid 

access to information in any environment 

2. OPTIMIZE THE WORKFORCE 

Provide for a “right-sized” workforce that is highly competent, relevant to the 

current mission, prepared to meet future requirements, and affordable 

3. PRACTICE INFORMATION TECHNOLOGY STEWARDSHIP 

Establish and enforce disciplined processes for delivering effective and 

efficient enterprise capabilities across all warfighting and business functions

Ultimately, Marines require a C2 network that enables interoperable 

systems to present relevant information for ready access and quick decision 

making. This C2 network provides the means to secure and mesh dynamic 

operations while consistently delivering the level of mission-critical information 

and situational awareness required by units at all levels. C4 is preparing for 

tomorrow by taking the initial and necessary steps to enable C2 from “fighting 

hole to flagpole”. This means C4 and key stakeholders must enable 

enhanced decision making for both the warfighter and users in the 

Supporting Establishment. Finally, these goals and their associated objectives 

must be developed in parallel, as nearly every expected benefit is realized 

only when the entire enterprise is available and mature. 
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control 

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Enabling C2 for Tomorrow’s Marine Corps, Today

 

   
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control

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Enabling C2 for Tomorrow’s Marine Corps, Today

- Enabling C2 for Tomorrow’s Marine Corps, Today - 

The following objectives achieve the transformation of the C2 network: 

Unification Command and Control Diversity/

Network Survivability

Cloud Cybersecurity

Applications Equipment

Installation/Tactical Processing Nodes
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Unification: Standardize the network by eliminating legacy 

systems, consolidating resources, and optimizing network 

operations 

► Allows the Marine Corps to best deliver and defend the C2 network 

► Completes the MCEN transition to one unified warfighting network 

► Permits total force access to mission-relevant information regardless of location or time 

► Reduces costs, increases efficiency, and improves security 

► Does not support rapid deployment required of the MOC 

► Lacks adherence to standardized permissions models, structures, and procedures across 

the range of military operations 

► Multiple networks are financially untenable, operationally ineffective, and difficult to 

defend 

► Disparate network/segment architectures frustrate operations and compromise 

protection of vital information 

► Organizational biases inhibit enhanced enterprise-wide capabilities/solutions 

► Enforce a comprehensive network architecture with standards, controls, measurable 

performance, and consistent C2 services 

► Unify the Marine Corps Non-Classified Internet Protocol Router Network (NIPRNET) and 

Secret Internet Protocol Router Network (SIPRNET) domains by eliminating legacy 

networks, systems, and applications 

► Position the Marine Corps to operate in the Joint and Coalition environment, including 

future Joint network security capabilities 

► Implement a virtual solution for access and releasability of classified information with 

Coalition partners 

► Advance integration with host networks aboard Naval vessels, alternative shipping, and 

platforms while identifying critical information exchange requirements, i.e., eliminate the 

need for multiple network configurations 

► Establish a Marine Corps Enterprise Service Desk 
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control

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Enabling C2 for Tomorrow’s Marine Corps, Today

Cloud: Provide cloud services supporting the full spectrum of 

Marine Corps’ warfighting and business missions 

► Chief enabler for globally deployable C2 and Distributed Operations 

► Enables individual and organizational mobility 

► Delivers accessible and survivable “fighting hole” C2 information 

► Decreases the MAGTF’s footprint, power, and lift requirements 

► Allows enterprise data to be shared and analyzed (RDE) 

► Supports the rapid deployment of mission critical applications/services 

► No cloud capability results in long network engineering/provision lead times while 

reducing mobility and operational flexibility 

► Reliance on “build-from-scratch” networks and services impedes speed and tempo 

► Inability to rapidly access common IT capabilities (applications/services) 

► No secure means to share data for analytics 

► Establish cloud capabilities delivering mobility, operational flexibility, and warm-start 

resources at reduced costs 

► Integrate the Kansas City IT Center and the regional IPNs as the Marine Corps’ private 

cloud 

► Execute a rapid acquisition program for cloud delivery of core services and C2 programs 

► Implement a phased cloud strategy to deliver enterprise cloud capabilities now while 

incrementally expanding these capabilities to all tactical units (tactical cloudlets) 
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Applications: Establish and maintain application development 

standards, processes, and infrastructure that allow system 

capabilities to be delivered rapidly and efficiently 

► Provides application mobility, function, purpose, and sustainment at reduced costs while 

ensuring interoperability and compatibility 

► Enforces standard applications that are properly hosted, deployed, and interoperable 

across hardware, platforms, and missions 

► Enables Marines to innovate their own solutions to mission requirements 

► Allows for increased automation and analytics across the MCEN, which enables faster 

decision cycles 

► Eliminates software dependencies on unique/proprietary hardware 

► Numerous commercially developed applications hinder the ability to maintain security 

standards due to unacceptable variances in software code 

► Chaotic environment of disparate systems and information sources is counterproductive 

to mission success 

► Lack of application standards results in poor performance, monolithic relationships with 

other applications, and higher maintenance costs with unsustainable overhead 

► Burdensome application development process reduces the ability for Marines to quickly 

innovate and adapt to mission needs 

► Enforce standards and processes through an enterprise application development 

protocol 

► Establish a comprehensive software developer’s toolkit across the Marine Corps 

► Standardize and automate application build, hosting, and deployment 

► Migrate tactical and business applications to Marine Corps Enterprise Information 

Technology Services (MCEITS) or designated IPN 

► Support Marine-developed applications 

► Control software/application development and drive hosting in the Marine Corps cloud 

   
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control

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Enabling C2 for Tomorrow’s Marine Corps, Today

Installation/Tactical Processing Nodes: Standardize capabilities of 

the Marine Corps’ regionally aligned Installation Processing 

Nodes, increasing effective access to secure information for 

Marines worldwide 

► Stores/enables all critical C2 network components (e.g., cloud, applications, storage, 

core services, and Continuity of Operations (COOP)), enabling rapid deployment of the 

network in support of global, Naval, and expeditionary operations 

► Delivers assured access to information regardless of physical location 

► Provisions a Comply-To-Connect capability that greatly enhances network performance 

and security 

► Facilitates single identity via a common user experience across the force with no 

distinction between garrison and tactical environments 

► No alignment of network capabilities, resulting in uncoordinated deployment of nonstandard systems too expensive to maintain, are at risk of failing, and pose significant 

security vulnerabilities across the force 

► Inability to distribute applications in a continuous fashion – this greatly limits MOC 

execution 

► Bases, Camps, and Stations have disparate capabilities, infrastructure, and processes 

requiring duplicate resources to operate and maintain, e.g., unique hardware, 

processes, and services 

► No automated ability to ensure network security compliance, e.g., cannot “see” end-toend or push security patches across the enterprise 

► Field standardized IPNs that interconnect with the Kansas City IT Center to allow 

applications and information to be moved to locations best supporting warfighting 

requirements 

► Standardize Tactical Processing Nodes (TPNs) and Tactical Entry Points (TEPs) to provide 

access to applications and information to the tactical edge (supports MOC execution) 

► Transform Kansas City IT Center into a hosting platform consisting of the Marine Corps 

cloud, application hosting, and a testing development environment that interconnects 

all IPNs 

► Consolidate and onboard data and application requirements from non-core data 

centers to a common hosting platform at Kansas City IT Center 

► Build out COOP across the Marine Corps 
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Command and Control Diversity/Network Survivability: Ensure 

survivability of the Command and Control network through the 

most austere, challenged, and contested conditions 

► Ensures the ability to fight through a contested C2 environment 

► Protects the MCEN and systems, delivering resiliency and redundancy across the force 

► Mitigates adversarial use of technologies that disrupt and degrade our C2 capability 

► Reduces electronic signatures 

► Alleviates overreliance on highly vulnerable space-based capabilities 

► The Marine Corps is vulnerable due to the lack of an established EA framework 

► Overreliance on satellite capabilities across the force 

► Lack of holistic network/systems survivability plans 

► Limited training for disconnected, intermittent, low-bandwidth (DIL) environments 

► Enforce resilience and survivability performance parameters on Marine Corps C2 

network architecture and systems 

► Incorporate radio waveforms designed for operations in a contested environment 

► Increase Science and Technology (S&T) and Research and Development (R&D) efforts 

that incorporate emerging technologies for more survivable systems, e.g., free space 

optics, network foraging, and signal emission control 

► Implement a Network Survivability Plan 

► Train in information-contested/denied, DIL operating environments with realistic threats 

and operational challenges 

   
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control

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Enabling C2 for Tomorrow’s Marine Corps, Today

Cybersecurity: Establish appropriate measures to protect and 

defend data, users, systems, connections, and missions 

► Protects and defends Marine Corps data, information systems, and networks; delays, 

disrupts, and mitigates attacks 

► Provides for the integrity of trusted Marine Corps data 

► Preserves the means to execute C2 across the force 

► Operationalizes risk management for C2 networks 

► Provides automation capabilities and procedures that respond to cyber threats 

outpacing response 

► Lack of overall visibility of the MCEN, which increases risk and vulnerability to Marine 

Corps information systems 

► Amorphous environment consisting of multiple organizations not aligned and deploying 

disparate network configurations 

► Unsynchronized planning, programming, and execution of cybersecurity requirements 

and capabilities throughout the system lifecycle 

► Lack of consistent policy and security standard implementation in systems design 

► Cyberattacks against Marine Corps systems occur at an increasing rate with everincreasing complexity 

► Expand automated end-to-end network visibility and assured interoperability through a 

single security architecture framework, e.g., IPNs and Comply-to-Connect 

► Enforce cybersecurity standards and policies for systems from inception through fielding, 

including sustainment 

► Drive organizational compliance with the Marine Corps’ single security architecture 

framework that reduces the external attack surface, standardizes security controls, and 

aligns with Joint Information Environment (JIE) concepts 

► Enhance shared analytics, real-time metrics, information sharing, and reporting to 

improve security and situational awareness 

► Conduct cybersecurity technology pilots and expand the Cyber Range to improve crossorganizational training exercises and security testing efforts 

► Implement automation capabilities and procedures that proactively respond to cyber 

threats 
Goal 1 - Transform Marine Air Ground 

Task Force Command and Control 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Equipment: Maintain proven Command and Control capabilities, 

while fielding capable, relevant, and interoperable systems 

employed in innovative ways 

► Equips the MAGTF for the future operating environment with modern, interoperable 

equipment across all warfighting functions providing the means to employ assured C2 

with increased tempo and lethality 

► Enables the Marine Corps to achieve a high state of institutional readiness and flexibility 

across the force 

► Enhances the Marine Corps’ ability to outpace potential cyber threats 

► Takes advantage of new waveforms and capabilities supporting “On-The-Move” 

requirements 

► Capability development, planning and programming, policy, and acquisition processes 

impede rapid delivery of C2 solutions to the warfighter 

► Inventory comprised largely of legacy, end-of-life systems with no path to modernization, 

resulting in sustainment costs that hinder the ability to modernize and upgrade 

► Maintenance ability is limited due to unsustainable costs (constant state of poor 

readiness) 

► Inability to anticipate and respond to evolving threats and technology 

► Lack of standards for Coalition equipment and programs 

► Innovate rapid capability development, planning and programming, policy, and 

acquisition methodology to obtain required technologies, e.g., lease and acquire 

modern, reliable equipment “as-a-Service” staying proactive with emerging technology 

► Provide an approved equipment and services list (e.g., software, hardware, and 

applications) to enable the Marine Corps to rapidly fulfill operational requirements 

► Enforce standard configurations to optimize protection and usability to include the Joint, 

Allied, and Partner community 

► Leverage modern technologies to enable automated, holistic management of the 

enterprise 

► Migrate from hardware-centric solutions to software-defined capabilities 
 

Goal 2 – Optimize the Workforce

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Enabling C2 for Tomorrow’s Marine Corps, Today

- Enabling C2 for Tomorrow’s Marine Corps, Today - 

To maintain a Communications and IT management force of the highest quality, 

the Marine Corps must modernize the force using the right number of people with the 

appropriate skillsets trained through top-tier educational centers of excellence. The 

following objectives achieve the transformation of the C2 workforce: 

People Training and Resources

   
 

Goal 2 – Optimize the Workforce 

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Enabling C2 for Tomorrow’s Marine Corps, Today

People: Execute a holistic workforce strategy incorporating Force 

Modernization requirements that address future Communications/ 

Information Technology skillsets 

► Provides a qualified workforce to meet current and future mission requirements 

► Delivers agile workforce hiring mechanisms to meet emerging missions/requirements and 

mitigate risks 

► Delivers manpower systems, policies, and processes to attract, develop, retain, and 

support highly qualified Marines and civilian employees 

► The Marine Corps lacks a Communications/IT workforce (uniform, civilian, contractor) 

baseline to assess its ability to meet current and future mission requirements 

► Outdated IT roles and skills requirements impede the Corps’ ability to organize, train, and 

resource the necessary workforce 

► No comprehensive workforce analysis leading to a workforce strategy, e.g., number of 

Marines, civilians, and contractors necessary to operate and sustain the MCEN 

► The Communications MOSs are structured to operate and maintain legacy equipment 

and thus cannot meet current and future C2 demands 

► People are the most important and most expensive investment in Communications/IT 

► Structure the Communications MOSs to operate and maintain new technology while 

ensuring flexibility to adjust with advancements and innovation 

► Develop a comprehensive workforce strategy 

► Periodically conduct an analysis of the Marine Corps Communications workforce (ZBR) 

and Force Modernization Plan alignment to the workforce strategy 

► Recruit, train, and retain a high-caliber civilian workforce capable of planning, 

managing, and sustaining a world-class enterprise network 

► Leverage contractor support to augment and enhance the Marine Corps mission 

► Facilitate appropriate integration of C2 enabler MOSs to enhance the Marine Corps 

mission, e.g., 26xx, 6694, and 88xx 

   
 

Goal 2 – Optimize the Workforce

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Enabling C2 for Tomorrow’s Marine Corps, Today

Training and Resources: Provide innovative training using 

regionalized training centers and methods to increase proficiency 

at a sustainable cost 

► Delivers a modern, dynamic training environment resourced, e.g., personnel, equipment, 

facilities, time, and funding, to support Marine Corps C2 requirements and technology 

► Ensures Marines are trained to compete and win in an information-contested/denied, DIL 

operating environment 

► Invests in educational opportunities ensuring skillsets keep pace with technological 

changes 

► Leverages modern, immersive training and simulation technologies meeting both 

classified and unclassified requirements that are fully integrated with training and 

standards 

► Integrates IEO in the IT workforce training curriculum 

► Existing IT/Communications community training and infrastructure does not meet the 

evolving needs of the Marine Corps 

► Technology is implemented within the Corps faster than the workforce can be formally 

trained 

► Brick-and-mortar training facilities require designs to implement modern training 

techniques 

► Brick-and-mortar training facilities require the ability to inject resources into a virtual 

environment within the classroom and are unable to access secure resources 

► Brick-and-mortar facilities are not adaptable, scalable, and accessible to integrated C2-

related training 

► IT workforce lacks qualification processes and standards 
 

Goal 2 – Optimize the Workforce 

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Enabling C2 for Tomorrow’s Marine Corps, Today

► Synchronize military and civilian education and training for the entire Marine Corps IT 

workforce, adapting to changing requirements, incorporating emerging technologies, 

and providing integrated solutions across the training and knowledge continuum 

► Provide Marine Corps Communication-Electronics School (MCCES) main campus and 

Command and Control Training Centers (CTCs) with the appropriate resources (e.g., 

personnel, equipment, facilities, time, and funding) to support current and future C2 

training requirements 

► Enhance MCCES main campus resources to support a state-of-the-art training center 

(e.g., access to classified networks), including traditional and non-traditional training 

venues 

► Provide live and virtual training, hands-on laboratories, and realistic operational exercises 

► Ensure college credit for highly technical skillsets while expanding MCCES regional CTC 

resources to deliver cutting-edge instruction for mid- to advanced-level skillset 

requirements 

► Enable MCCES main campus and CTCs to include qualification processes modeled after 

the Marine Aviation Weapons and Tactics Squadron (MAWTS)/Marine Corps Tactics and 

Operations Group (MCTOG) 

► Establish and enforce standards and qualification processes for Marine Corps IM and IT 

requirements 

► Consolidate training facilities (e.g., CTCs/Regional Intelligence Training Centers (RITCs)) 

into Regional IEO Training Centers to integrate warfighting functions and adaptable, 

scalable, and accessible C2-related training 

   
Goal 3 – Practice Information 

Technology Stewardship 

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Enabling C2 for Tomorrow’s Marine Corps, Today

- Enabling C2 for Tomorrow’s Marine Corps, Today - 

Effective and efficient stewardship enables a flexible and dynamic process of 

planning and investment of C2 technologies to meet the demands of the warfighter. This 

ensures a competitive advantage while maximizing investments to enhance Marine 

Corps current and future operations. The following objectives support practicing 

stewardship for IT: 

Policy and Governance Information Technology Value

   
Goal 3 – Practice Information 

Technology Stewardship 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Policy and Governance: Establish enterprise policies, processes, 

and standards that govern the implementation, operation, and 

sustainment of the Command and Control network 

► Provides governance, policy, and oversight based on law for Marine Corps data strategy, 

data architecture, and data management efforts 

► Maximizes Marine Corps IT investments while minimizing the amount of unnecessary 

redundancy resulting from disparate planning and development efforts 

► Establishes accountability for data stewardship, data quality, and accessibility 

► Delivers prioritized list of IT investments, maximizing Return on Investment (ROI) to the 

Marine Corps 

► Establishes and governs the use of data, information exchange, and interoperability 

standards 

► Current ungoverned processes lead to duplicative and wasteful efforts across the 

enterprise resulting in lack of balance in oversight and security 

► IT Program Objective Memorandum (POM) initiatives are not in compliance with the 

Marine Corps’ published policies, goals, and objectives 

► No EA to minimize unnecessary redundancy from disparate IT efforts and guide IT 

investments 

► Lack of strategic planning for IT and EA standards include not maximizing business values 

for Corps IT systems interoperability with the Department of Defense (DoD), Department 

of the Navy (DON), Joint, Federal, Allied, and Coalition systems 

► Inadequate validation techniques to ensure information security controls are effective 

► Programs of Record (PORs)/Functional Area Managers (FAMs) are not adhering to 

existing cybersecurity guidance and lifecycle support to their POR 
Goal 3 – Practice Information 

Technology Stewardship 

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Enabling C2 for Tomorrow’s Marine Corps, Today

► Oversee strategic planning and governance for all information and IT management 

functions 

► Provide governance, policy, and oversight of Marine Corps data strategy; data 

architecture; enterprise data management; data sharing; and information, spectrum, 

and circuit management 

► Leverage the EA to maximize IT investment value, inform decision making, and minimize 

unnecessary redundancy through a unified IT system, collapsing disparate IT efforts 

► Assess Corps IT POM initiatives against DON Deputy Chief Information Officer, Marine 

Corps [DDCIO (MC)] goals and objectives, IT EA, and policies 

► Provide IT expertise for all Corps IT requirements in support of Joint Capabilities Integration 

and Development System (JCIDS) and Marine Corps Capabilities Based Assessment (MC 

CBA) process 

► Ensure Corps IT systems acquisition and development efforts continues to observe laws, 

regulations, and policies while expediting delivery of capabilities 

► Manage the Marine Corps IT Capital Planning and Investment Control process 

► Provide oversight, management, and execution of Marine Corps IT resources 

► Oversee Corps IT interoperability with DoD, DON, Joint, Federal, Allied, and Coalition 

systems 

► Partner with DoD to establish EA standards for infrastructure, education, and services 

► Ensure compliance to DON CIO guidance for interoperable, cost-effective, and secure IT 

systems 

► Recommend the continuation, modification, or termination of IT programs to Marine 

Corps advocates 

► Prioritize a list of IT investments via a value and risk assessment to maximize ROI to the 

Marine Corps 

► Develop procedures for detecting, reporting, and responding to security incidents 

► Advocate the Marine Corps’ position throughout DoD by influencing policies to meet the 

needs of the Marine Corps Operating Forces and Supporting Establishment 

   
Goal 3 – Practice Information 

Technology Stewardship 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Information Technology Value: Influence and shape investment 

opportunities to demonstrate fiscal responsibility while guiding 

innovation throughout the Marine Corps Capabilities Based 

Assessment 

► Improves quality of services, increases IT cost transparency, and allows for innovation 

► Eliminates labor and costs associated with duplicative networks and systems and 

reduces spending of separate investment paths 

► Leverages an enterprise approach while advocating for the development of Navy and 

Joint capabilities 

► Implements IT lifecycle best practices of planning, installing, operating, maintaining, and 

continuously improving the MCEN 

► Eliminates the procurement of disparate, non-interoperable systems, and duplicative 

equipment while leveraging sister-service acquisitions 

► Process that rewards expenditure of money, not the provisioning of services 

► Procurement of disparate, non-interoperable IT systems, and duplicative equipment and 

software are not in line with the DDCIO (MC) goals and objectives 

► Organizational funds are being used to implement special projects without aligning 

solutions to the larger enterprise view 

► Enterprise visibility of the full sustainment costs are not captured as part of the Planning, 

Programming, Budgeting, and Execution (PPB&E) process 

► Enforce the IT Investment Strategy aligning policies, projects, acquisitions, and funding 

► Provide modern, cutting-edge technology. Evaluate means, such as leasing or other 

nonstandard methods, to deliver rapid capabilities not normally associated with 

technology refreshes and maintenance cycles where feasible 

► Establish integrated IT priorities by linking the governance and IT Investment Strategy 

processes to improve the Marine Corps IT resourcing process 

► Ensure the IT Investment Strategy includes the tactical edge 

► Provide metrics and measurements to assess the value of the systems within the Marine 

Corps’ IT portfolio 

► Reform the IT Procurement Request Review Approval System (ITPRAS) process ensuring its 

approval process provides compliant solutions that align to the strategic vision and goals 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today
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Enabling C2 for Tomorrow’s Marine Corps, Today

 Each aligned project includes supporting Plans of Actions and Milestones 

(POA&Ms) that encompass issues, risks, and mitigation plans to meet the overall strategic 

vision. Each project contains measurable parameters verified in advance of 

commencement. Project progress measures against the originally set parameters 

quantifiably tracking each project’s advancement. Planning, prioritization, and 

coordination of these project efforts are necessary to establish and maintain tempo and 

momentum in our Marine Corps POM development. 

Associated appendices linked to the objectives of this document address 

technical methodology and details. These appendices provide the engineering details 

and parameters of interrelated projects across the strategy. In other words, they provide 

the “how” in regards to the technical parts, processes, and policies required in achieving 

assured C2. 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Appendix I – Vision, Goals, and Objectives 

Overview 

Command and Control Network Vision, Goals, and Objectives Overview 

Vision 

An assured enterprise warfighting network allowing timely and persistent information exchange in the 

most demanding environments and circumstances realized through efficient and responsible 

stewardship

Goals Objectives 

1. Transform Marine Air Ground 

Task Force Command and 

Control – Establish a warfighting 

network providing 

interoperable, ubiquitous, and 

rapid access to information in 

any environment 

1. Unification – Standardize the network by eliminating legacy 

systems, consolidating resources, and optimizing network operations 

2. Cloud – Provide cloud services supporting the full spectrum of 

Marine Corps’ warfighting and business missions 

3. Applications – Establish and maintain application development 

standards, processes, and infrastructure that allow system capabilities 

to be delivered rapidly and efficiently 

4. Installation/Tactical Processing Nodes – Standardize capabilities of 

the Marine Corps’ regionally aligned Installation Processing Nodes, 

increasing effective access to secure information for Marines 

worldwide 

5. Command and Control Diversity/Network Survivability – Ensure 

survivability of the Command and Control network through the most 

austere, challenged, and contested conditions 

6. Cybersecurity – Establish appropriate measures to protect and 

defend data, users, systems, connections, and missions 

7. Equipment – Maintain proven Command and Control capabilities, 

while fielding capable, relevant, and interoperable systems 

employed in innovative ways 

2. Optimize the Workforce – 

Provide a “right-sized” 

workforce that is highly 

competent, relevant to the 

current mission, prepared to 

meet future requirements, and 

affordable 

1. People – Execute a holistic workforce strategy incorporating Force 

Modernization requirements that address future Communications/ 

Information Technology skillsets 

2. Training and Resources – Provide innovative training using 

regionalized training centers and methods to increase proficiency at 

a sustainable cost

3. Practice Information 

Technology Stewardship – 

Establish and enforce 

disciplined processes for 

delivering effective and 

efficient enterprise capabilities 

across all warfighting and 

business functions 

1. Policy and Governance – Establish enterprise policies, processes, 

and standards that govern the implementation, operation, and 

sustainment of the Command and Control network 

2. Information Technology Value – Influence and shape investment 

opportunities to demonstrate fiscal responsibility while guiding 

innovation throughout the Marine Corps Capabilities Based 

Assessment 
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Enabling C2 for Tomorrow’s Marine Corps, Today

Appendix II – Acronyms 

Acronyms 

BLOS Beyond Line of Sight 

C2 Command and Control 

C4 Command, Control, Communications, and Computers 

CBA Capabilities Based Assessment 

CIO Chief Information Officer 

CO-CO Contractor Owned - Contractor Operated 

COOP Continuity of Operations 

COTS Commercial Off-The-Shelf 

CTC Command and Control Training Centers 

DDCIO (MC) DON CIO Marine Corps 

DIL Disconnected Intermittent and Latent 

DoD Department of Defense 

DON Department of the Navy 

EA Enterprise Architecture 

ESC Executive Steering Council 

FAM Functional Area Manager 

IE Information Enterprise 

IEO Information Environment Operations 

IM Information Management 

IPN Installation Processing Node 

IT Information Technology 

ITPRAS IT Procurement Request Review Approval System 

JCIDS Joint Capabilities Integration and Development System 

JIE Joint Information Environment 

LoS Line of Sight 

MAGTF Marine Air Ground Task Force 

MAWTS Marine Aviation Weapons and Tactics Squadron 

MC CBA Marine Corps Capabilities Based Assessment 

MCCES Marine Corps Communications-Electronics School 

MCEITS Marine Corps Enterprise Information Technology Services 

MCEN Marine Corps Enterprise Network 

MCTOG Marine Corps Tactics and Operations Group 
 

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Enabling C2 for Tomorrow’s Marine Corps, Today

Acronyms 

MET Mission Essential Task 

MOC Marine Corps Operating Concept 

MOS Military Occupational Specialty 

NIPRNET Non-Classified Internet Protocol Router Network 

NMCI Navy-Marine Corps Intranet 

OAG Operational Advisory Group 

POA&M Plan of Action and Milestones 

POM Program Objective Memorandum 

POR Program of Record 

PPB&E Planning, Programming, Budgeting, and Execution 

R&D Research and Development 

RDE Ready Data Environment 

RITC Regional Intelligence Training Centers 

ROI Return on Investment 

S&T Science and Technology 

SATCOM Satellite Communications 

SIPRNET Secret Internet Protocol Router Network 

SWaP Size, Weight, and Power 

TEP Tactical Entry Point 

TPN Tactical Processing Nodes 

ZBR Zero-Based Review 
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Enabling C2 for Tomorrow’s Marine Corps, Today