3d marine aircraft wing “bello ac pace paratus” prepared in peace and war unclassified “rocks...

3D Marine Aircraft Wing“Bello Ac Pace Paratus”

Prepared in Peace and War

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“Rocks in the Rucksack”V10

16 Jul 13

“Bello Ac Pace Paratus”Slide 2

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Overview

• Issue• Definitions• Endstate• Facts & Assumptions• Actions to Date• Interview Results• Training Requirements• Recommendations• Proof-of-Concept• Way Ahead• Background Slides


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Issue

• Over time we have systematically added requirements into a commander’s “rucksack”

• Includes Institutional, Unit, Individual and Commander training requirements

• Also includes reporting, inspections, working groups and other requirements

• Some are mandated by DoD, DoN or Marine Corps policy; some are required specifically for deployment; however, some are simply added by process owners and could bear the scrutiny of review.

• Intent is to review all requirements in order to be as efficient and effective as possible and in the process return time to the commander which can then be invested in Committed and Engaged Leadership themes (Who We Are, Empowering Leaders at all Levels, Accountability, Pay It Forward and Back to Basics).

Genesis: Follow-up to the Heritage Brief—Do we really understand who we are and where we are headed?


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A Rock Is. . . .

• A basic task that applies to most all Marines regardless of MOS to include, but not limited to:

• Annual training requirements such as hazing or marksmanship

• CGIP functional area inspectable items such as request mast or voting

• PME• CMC-directed training such as Ethics or DADT

• A collateral duty that is required for most all units regardless of type to include, but not limited to Substance Abuse Control Officer, Uniformed Victim Advocate, Security Manager or Violence Prevention Officer

• Any additional requirements, e.g. ceremonies, working parties, events, etc.


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A Rock Is NOT. . . .

• A task that is specifically related to a Marine’s MOS to include, but not limited to:

• General administration• Warehousing operations• IT equipment maintenance

• A task that is specifically related to a unit’s type to include, but not limited to:• Sortie-based Training Program• Aviation maintenance & supply• Aviation safety


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Endstate

• Giving time back to our commanders by. . . .• Understanding of the extent and scope of what we are

asking our commanders• Proposing options to delete, combine, re-scope

requirements• Conduct a proof-of-concept evaluation with respect to the

impact of removing “Rocks from the Rucksack”

Proof-of-concept: A controlled mechanism to understand the impact on Institutional-Unit-Individual-Commander requirements changes


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Facts & Assumptions

• Scope was limited to O-6 command and below.• The “rocks” list was compiled using multiple references, to

include Marine Corps Orders, AIRS checklists, MARADMINs and others.

• “Rocks” do not include predeployment or MOS-specific requirements. Note: For purposes of this analysis, we did include some S-1/Admin requirements like DTS and GTCC.

• Institutional and Individual training “rocks” apply to most, if not all Marines on an annual basis.

• Unit training “rocks” apply to individuals or teams within the unit on annual or as-needed basis.

This list is not exhaustive----more work is required----there are “pebbles” yet to be identified.


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Actions to Date

• Laid foundation for why we need to conduct the review via Committed and Engaged Leadership discussions

• Requested commanders identify all the “rocks”; limited success, but a start

• Expanded the input via an in-depth evaluation of the current MCBUL 1500, CGIP, MARADMIN and Center for Naval Analysis (CNA) “Constrained Training Time” studies review. Note: The CNA studies looked at annual, as-required and pre-deployment training requirements.

• Separated the requirements by “Bin,” made recommendations for reducing requirements and calculated time savings

• Reviewed 3d MAW Managers’ Internal Control Program and conducted follow-on data call and interviews to expand the scope beyond training requirements


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HQMC Actions

• In conjunction with the consolidation of the Behavioral Health (BH) Branch new training was developed to consolidate Substance Abuse, Suicide Prevention, Combat and Operational Stress Control, and Family Advocacy

• MAPIT (Marine Awareness & Prevention Integrated Training)• Consists of three tiers of education: Entry Level Training (ELT), Continuing

Education (CE), and Annual Unit Training(UMAPIT)• UMAPIT conducted by OPFOR• Reduces 3.5 – 5.5 hours (rank dependent) to 1.5 hours annually.• Conducted in small groups (30 Marines) enabling small unit leadership• Provides MAPIT dashboard for commanders to utilize for additional

training on an as needed basis in specific BH areas• Full program rollout FY14. MARADMIN guidance expected Jan 14.


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Rocks from around 3d MAW


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Common Concerns

Common concerns: Those concerns that most, if not all, 3d MAW units consistently identified as problematic to accomplishing their mission. Red=Other

• “Last minute” requirements are frustrating, at times defeating and detrimental to accomplishing the mission.

• Decreasing computer-to-personnel ratio for mission tasks, training tasks and day-to-day communication without a corresponding decrease in need.

• Limited feedback from all RFIs• We tailor the MAGTF, why not

tailor the training?• Appropriate training resources• Impacts of personnel turnover


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“The Cost of Doing Business”

• Inadequately linked systems• Defense Travel System• Government Travel Charge Card• EKMS• MSHARP (Aviation and Ground)• Automated Systems

Management• ATLASS to GCCS-MC (or any

other system transition)• DRRS-MC• SharePoint• WESS

“The Cost of Doing Business”: Those processes or systems that exist within the Marine Corps that have become so ingrained and yet remain so inefficient. Red=Other


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Internal Opportunities

• Embrace Committed and Engaged Leadership in the practical sense: Empower Marines to teach rather than rely on “top-down” training methods (all-hands events, CBTs, etc.); this style stymies “bottom-up” initiatives and opportunity for growth and fosters a “wait until I’m told when and how” culture instead of a “give me the tools and I’ll make it happen” one.

• Standard and automated formats for products (requests, reports, briefs, etc.) across functional areas

Internal opportunities: Those internal 3d MAW practices that can be adjusted/eliminated IOT create more efficiencies. Red=Other


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Aviation-Specific Insights

• Driven by qualifications/certifications

• Need to maximize training while balancing it with support (frags, community relations, etc.)

• Costs/benefits of T/M/S Lead

Aviation-specific insights: While we are all Marines, there are differences that sets aviation apart. Red=Other


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Institutional-Unit-Individual-Commander

Training Requirements


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CNA Study #1: Constrained Training Time: Defining and Characterizing the Problem

• Requested by Gen Conway in FY10• Sponsored by ACMC with CG, MARFORCOM as executive agent• Published in Jun 11• Tasks

• Refine analysis methodology and identify major units• Understand problem variability across the MAGTF and MEFs• Define unit responsibility and quantify as possible• Assess extent of problem and determine relative influence of contributing issues• Identify possible effect of constrained training time• Provide recommendations to mitigate the problem

• Limited scope: Infantry/LAR/Combat Logistics Battalions and VMA/HMLA squadrons deploying to OEF between Mar 10-Apr 12

• Defined constrained training time• Used quantitative and qualitative analysis• Addressed time, manpower and resource driven issues• Provided comprehensive list of annual and pre-deployment training

requirements


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CNA Study #2: Constrained Training Time: Why It Matters and What Can Be Done

• Builds off of CNA Study #1• Published in Jan 12• Same tasks and scope• Effects: Units making their own prioritization may have detrimental consequences

for individual Marines/Corps as a whole • Several short-term recommendations

• Make unit-level combat training a top priority• Fully support and resource TECOM’s Training Support Centers• Increase awareness on venue options (computer based vs lecture based

• Several long-term recommendations• Conserve unit commander whitespace via annual T&E OAGs• Develop a forward CE assignment model that minimizes the impact on unit

leadership/prioritizes preserving unit-level training oversight• Decrease or consolidate reporting requirements for aviation units

Not known if these studies have had any impact on the commander’s burden.


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Institutional Bin

• MC Combat Water Survival• Hazing• MC Substance Abuse Program• Sexual Assault Prevention and

Response• CBRN Defense• Marksmanship (Rifle & Pistol)• Equal Opportunity & Sexual

Harassment• Heat Injury Prevention• PFT/CFT• Suicide Prevention & Awareness• Combat Conditioning

Institutional requirements: Those annual training events that all Marines conduct primarily in a group setting. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other

• MCMAP• USMC Common Skills—

Suspended • DRIVESAFE (Vehicle)• Information and Personnel

Security (Refresher and Counter Espionage)

• Request Mast• PES• Privacy Act• BITS• Voting• Personnel and Family Readiness • PME• Violence Prevention


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Unit Bin

• Chasers • Casualty Affairs Calls Officer• Equal Opportunity

Advisor/Manager/Representative• Substance Abuse Control Officer• Voting Assistance Office• Security Manager• Antiterrorism Officer• MCMAP Instructors• MCIWS Instructors• Combat Marksmanship Coaches• Range Safety Officers• Environmental Compliance

Officer/Coordinator• Hazardous Waste Coordinator• Aviation Safety Officer• Ground Safety Officer/Manager• Confined Space Program Manager

Unit requirements: Those training events specific to an element of the MAGTF that only select Marines conduct in order to fulfill a unit requirement. Note: Most programs require an officer/SNCO to be appointed in writing and to attend the associated training, e.g. 40-hour Antiterrorism Level II Course required for unit Antiterrorism Officers. Blue=CGIP Red=Other

• Laser Safety System Officer• Respiratory Protection Program Manager• Radiation Safety

Officer/Manager/Assistant• Motorcycle Club President• Motorcycle Club Mentor• Mishap Investigator• Traffic Safety Program Manager• CBRN Defense Team• SARC/UVA s• Agency Program Coordinator (GTCC)• Suicide Prevention Program Officer• Suicide Prevention/Awareness

Officer/SNCO Facilitators• NLAMB Sgt Instructors• OSCAR Team Mentor/Member• COSC Representative• Security Augmentation Force• Violence Prevention Officer & Team


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Individual Bin

• Semper Fit (Tobacco, STD/HIV, Health Promotion)

• OPSEC• ORM• Combating Trafficking in

Persons• AT Awareness• Cyber Awareness, to include IA

& PII• Code of Conduct Level A• Environmental Awareness• Regional, Cultural, Language

Familiarization

Individual requirements: Those training events that all Marines conduct individually, e.g. MarineNet or other online training system. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other


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As Required

• Remedial Conditioning Program• Government Motor Vehicle

Tactical and Commercial Driver Training

• Flightline Drivers' Licensing• Remedial Driver Training• Motorcycle Safety (I, II, III)• Hearing Conservation• Information and Personnel

Security: Refresher, Classification Management, Unauthorized Disclosure, SCI Security Awareness

Individual requirements: Those training events that all Marines conduct individually, e.g. MarineNet or other online training system. Black=Current MCBUL Brown=CNA Study Blue=CGIP Red=Other


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Commanders’ Bin

• Commandant’s Commanders Program

• Applicable Flight Refresher Training*• Aviation Safety Commanders

Course*• Command Team Training• MCCS Overview• Installation Domestic Violence

Services & Resources• Senior Legal Officers' Course • Environmental Awareness Training

for Commanders • COMSEC for Commanders

Commanders’ responsibilities: Those training requirements for commanders. Purple=Per MCU; (*) indicates flying squadron commanders only Red=Other


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Comments from the Flightline

“More emphasis should be placed on the foundational training provided to our leaders during their initial schooling, i.e. OCS/TBS, recruit training/MCT. Leadership, mentorship and upholding traditions/expectations, as well as fostering USMC institutional values, are all concepts that should be targeted early on and reinforced at every step along the way. This does not mean that repetition works with everything. Increased frequency of training does not necessarily coincide with the level of risk that particular topic presents. In order to achieve the desired effect, the relevance and particular timing of the training are the most critical elements of each training requirement.”


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Recommendations:

General & Specific


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General: Prioritize

• Ideally this would occur as high as possible, i.e. Congress, Department of Defense or Service-level.

• Identify opportunities to combine like programs or eliminate obsolete programs

• Today’s environment: “Everything is important; therefore, nothing is important.”

• Tomorrow’s environment: “Keep the ‘main thing’ the main thing.”


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General: Combine

• Service-level or higher: Currently, programs are being institutionalized one-by-one instead of being incorporated into already existing programs. The Violence Prevention Program is a prime example of this: Instead of the VPP being incorporated into an existing leadership or safety program, it has its own order, training, AIRS checklist, etc.

• Unit-level: Commanders are currently doing this by incorporating multiple training requirements into BITS or other composite training evolutions.


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General: Create a Training Cell

• During in-processing: As soon as a Marine arrives at his unit, he completes a composite requirements training package so that when he checks into his section he is ready to focus on his primary mission.

• During yearly training: When a Marine is assigned to the rifle/pistol range, he is also enrolled in a composite requirements training package taught and/or coordinated by his unit’s S-3. This training package would add a few days away from his section, but it would eliminate “a class here, a class there” to meet all training requirements.


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Specific: Institutional Training

Current Req – Recommended Req = Total Trng Hrs Savings over 3-Yr TourNCO: 61 hrs SNCO/Off: 62 hrs

Training Requirement CurrentTrng Hrs

(NCO)Trng Hrs

(SNCO/Off)3 Year Tour

(NCO)3 Year Tour (SNCO/Off) Recommended

3 Year Tour (NCO)

3 Year Tour (SNCO/Off)

Combat Water Survival As required 1.00 1.00 3.00 3.00 As required 1.00 1.00

Hazing Annual 1.00 1.00 3.00 3.00 Annual 3.00 3.00

Substance Abuse As required 4.00 4.00 12.00 12.00 As required 12.00 12.00

Sexual Assault Prevention & Response Annual 4.00 4.00 12.00 12.00 Annual 12.00 12.00

CBRN Defense Annual 4.00 4.00 12.00 12.00 Annual 12.00 12.00

Combat Marksmanship (Rifle) Annual 48.00 48.00 144.00 144.00 Annual 144.00 144.00

Combat Marksmanship (Pistol) Annual Not required 16.00 Not required 48.00 Annual Not required 48.00

Equal Opportunity & Sexual Harrassment Annual 1.00 1.00 3.00 3.00 Annual 3.00 3.00

Heat Injury Prevention Annual 1.00 1.00 3.00 3.00 Annual 3.00 3.00

PFT Annual 2.00 2.00 6.00 6.00 Annual 6.00 6.00

CFT Annual 2.00 2.00 6.00 6.00 Annual 6.00 6.00

Suicide Prevention & Awareness Annual 4.00 4.00 12.00 12.00 Annual 12.00 12.00

Combat Conditioning Weekly 120.00 120.00 360.00 360.00 Weekly 360.00 360.00

MCMAP One-time 25.00 25.00 25.00 25.00 As required 25.00 25.00

Marine Corps Common Skills Suspended See Note 1

DRIVESAFE (Vehicle) *Under 26 yrs old One-time 6.00 6.00 6.00 6.00One-time, reduce age to

under 24 yrs old 6.00 6.00

Information and Personnel Security (Refresher and Counter Espionage) Annual 1.00 1.00 3.00 3.00 Every two years 1.00 1.00

Request Mast Annual 1.00 1.00 3.00 3.00 Per enlistment or PCS 1.00 1.00

PES Annual 1.00 1.00 3.00 3.00 Annual 3.00 3.00

Privacy Act Annual 1.00 1.00 3.00 3.00 Per enlistment or PCS 1.00 1.00

"Back in the Saddle" Safety Standdown Semiannual 4.00 4.00 24.00 24.00 Semiannual 24.00 24.00

Voting Annual 1.00 1.00 3.00 3.00 Annual 3.00 3.00

Personal and Family Readiness PME Semiannual 1.00 1.00 6.00 6.00 Annual 3.00 3.00

Professional Military EducationAs required per

rank Not calculatedNot

calculated Not calculated Not calculated As required per rank Not calculated Not calculated

Violence Prevention Annual 1.50 2.00 4.50 6.00Per enlistment or PTP or

PCS 1.50 2.00

TOTAL TRAINING HOURS 234.50 251.00 703.50 753.00 642.50 691.00


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Specific: Individual Training

Current Req – Recommended Req = Total Trng Hrs Savings over 3-Yr TourNCO: 24 hrs SNCO/Off: 24 hrs

Training Requirement CurrentTrng Hrs

(NCO)Trng Hrs

(SNCO/Off)3 Year Tour

(NCO)3 Year Tour (SNCO/Off) Recommended

3 Year Tour (NCO)

3 Year Tour (SNCO/Off)

Semper Fit (Tobacco) Annual 1.00 1.00 3.00 3.00 Per enlistment 1.00 1.00

Semper Fit (STD/HIV) Annual 1.00 1.00 3.00 3.00 Per enlistment or PTP 1.00 1.00

Semper Fit (Health Promotion) Annual 1.00 1.00 3.00 3.00 Per enlistment 1.00 1.00

OPSEC Annual 1.00 1.00 3.00 3.00 Per enlistment or PTP 1.00 1.00

ORM Annual 1.00 1.00 3.00 3.00 Annual 1.00 1.00

Combating Trafficking in Persons Annual 1.00 1.00 3.00 3.00 Per enlistment or PTP 1.00 1.00

AT Awareness Annual 1.00 1.00 3.00 3.00 Per enlistment or PTP 1.00 1.00

Cyber Awareness Annual

4.00 4.00 12.00 12.00

Every two years

4.00 4.00IA Annual Every two years

PII Annual Every two years

Code of Conduct Level A Bi-annually 6.00 6.00 6.00 6.00 Per enlistment 6.00 6.00

Environmental Awareness Annual 1.00 1.00 3.00 3.00 Per enlistment or PCS 1.00 1.00

Regional, Cultural and Language Familiarization (RCLF) Per rank Varies Varies Varies Varies Per rank Varies Varies

TOTAL TRAINING HOURS 18.00 18.00 42.00 42.00 18.00 18.00


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Total Savings

• Over a 3-Yr Tour, if we implement recommended changes

(Institutional + Individual). . . .• NCO: 61 hrs + 24 hrs = 85 hrs• SNCO/Off: 62 hrs + 24 hrs = 86 hrs


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Proof-of-Concept

• With the drawdown of OEF and a fiscally constrained environment, we now have both an opportunity and a need to rebalance our Institutional-Unit-Individual-Commander training requirements.

• Several 3d MAW G-shops, one Marine Air Group and two HMLA squadrons were included in the past CNA studies. With broad missions, high operational tempo and Committed and Engaged Leadership, 3d MAW is ideal to once again participate in future CNA studies.


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Proof-of-Concept COA

• Implementing vice Studying• At 3d MAW, we are unaware which, if any, of the

recommendations made by the CNA studies were implemented. We have not felt any relief from the burden of all Institutional-Unit-Individual-Commander training requirements; quite the opposite, we continue to feel the effects of more “rocks” being added to our “rucksack” on a regular basis, e.g. Violence Protection Program.

• Recommend any/all CNA study short- and long-term recommendations be implemented Corps-wide and follow-on CNA study be conducted to evaluate their effectiveness in returning time to the commander.

• Recommend validation and implementation of 3d MAW recommendations.


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Questions?


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Background Slides

• References• Contributors• CNA Studies• Additional slides provided by TECOM

regarding annual training requirements• Additional interview perspectives• Manager’s Internal Control Program


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References

• “Rocks in the Rucksack” Commander’s Inputs from MAG-13, MAG-16, MACG-38, MAG-39, SgtMaj Lewis

• 3d MAW Inspector General Worksheet• 3d MAW Manager’s Internal Control Program (

https://sps.3maw.usmc.mil/compt/OMMC_MICP/default.aspx) • Inspector General of the Marine Corps Functional Area Checklists (

http://www.hqmc.marines.mil/igmc/Resources/FunctionalAreaChecklists.aspx)• Center for Naval Analysis (CNA) studies

• Constrained Training Time: Defining and Characterizing the Problem• Constrained Training Time: Why It Matters and What Can Be Done

All “Rocks in the Rucksack” documents can be found on the 3d MAW G-3 SharePoint site (https://sps.3maw.usmc.mil/g3/Rocks%20in%20the%20Rucksack/Forms/WebFldr.aspx )

https://sps.3maw.usmc.mil/compt/OMMC_MICP/default.aspx

http://www.hqmc.marines.mil/igmc/Resources/FunctionalAreaChecklists.aspx

https://sps.3maw.usmc.mil/g3/Rocks%20in%20the%20Rucksack/Forms/WebFldr.aspx


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Contributors

Research• Margaret Hoar, CNA; Sgt Rennie, MCMAP; Sgt Schaeffer, Combat Water

Survival; Maj Margolis, Lejeune Leadership Institute; CWO3 Yoshida & MSgt Burket, CBRN

Follow-on Interviews• MAG-11: Maj Mrkvicka, Capt Bemis• MAG-13: LtCol Blake, Maj Ebey, Maj Shipley, MGySgt Villarreal, MSgt Ewell,

MSgt Gann, MSgt Hurt, GySgt Herron, GySgt Petrokovitch• MAG-16: LtCol Gillard, LtCol Holtermann• MACG-38: LtCol Lewis, MGySgt Vitale• MAG-39: Maj Marvel, Capt Palumbo, Capt Spring, Capt Schloegl, SSgt Luff


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CNA Studies

• Ensure the CG is fully aware of the CNA studies• Similar issues were brought to the previous CMC’s attention; a full study

was conducted and recommendations were made• From Margaux Hoar, Senior Research Scientist

• We did not make recommendations on what specific requirements should be changed or eliminated in the study, since we felt this was something that would require some deeper examination and was more appropriate for the Marine Corps itself to determine.

• This study has been widely briefed, to everyone from SMMC Barrett to the Command Element Advisory Board and numerous general officers, who all seem to concur that it is a problem. To my knowledge, however, there has not been a service-level effort to adopt our recommendations...though every couple of months I am contacted by someone at a command who has been tasked with investigating whether the individual command can make any appropriate changes.

• What action, if any, was taken as a result of the studies? • If actions were taken, why are we still feeling the heaviness of the load? Did the

recommendations not address 3d MAW’s concerns? • If actions were not taken, why not? Would the recommendations address 3d MAW’s needs?

• What is the level of awareness/attention of the current CMC on these issues? Does he concur with the CNA studies?

• How do 3d MAW’s concerns differ from the CNA studies? Is it apples and oranges?


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TECOM Slides


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Total of 78.75 Hours of Required Annual Training


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MCBUL 1500 Annual Training Requirements

• Comprehensive catalog of annual training requirements

• Current version approved 6 Aug 2012• Draft version in development (scheduled publication

May 2013)• Significant Changes

• Catalogs hours required for training• Places “zero sum” training hour requirement• Establishes DC CD&I advocacy and CG TECOM proponency for

additions, modifications or deletions of required training• Establishes submission timelines for nominations of training

events


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Additional Interview Perspectives


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Away from the Flagpole

• MCAS Yuma• Medical support• SWRFT support

• MCAS Camp Pendleton• Range support

Away from the Flagpole: Those concerns specific to MCAS Yuma or MCAS Camp Pendleton. Red=Other


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Managers’ Internal

Controls Program


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S-1 & Legal

S-1• General Administration• Privacy Act Program• Promotion Process• Postal Affairs• Publication and Directive

Management/Forms Management• Absentee Voting and Voter

Registration Program • Sexual Assault Prevention and

Response Program• Pay and Personnel Administration• Retirement and Separations Process• Casualty Affairs• Limited Duty Administration

• Defense Travel System- Approval Process and Oversight

• Government Travel Charge Card Accountability

• Performance Evaluation System• Career Retention Program• Military Leave and Liberty • Substance Abuse Program • Military Awards Processing• Marine Corps Sponsorship Program• Terminal Area Security Officer

Legal• Military Justice• Legal Administration


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S-2 & S-3

S-2• Intelligence Oversight Program• Information and Personnel

Security• Physical Security

S-3• Antiterrorism/Force Protection and

Critical Infrastructure Program • Chemical, Biological, Radiological,

Nuclear, and Explosive Incidents • Historical Program • Unit Training Management

• MCI Program • DRRS-MC • Body Composition & military

Appearance Program • Marine Corps Martial Arts Program • Marine Combat Water Survival

Training Program • Professional Military Education • Physical Fitness Program • Combat Marksmanship Program • Sortie Based Training Program • Operations Security (OPSEC)

Program


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S-4 & S-6

S-4• Ammo Accountability/Planning/Control• Armory/Serialized Small Arms Control • Ground Equipment Maintenance

Management• Ground Equipment Record Procedures • Vehicle Check In/Check Out procedures • Vehicle Usage Monitoring • Fuel Keys• Environmental Management• Hazardous Materials• Bachelor Housing Management• Meal Card Accountability• Disposition of Serviceable and

Unserviceable Assets • Warehousing Operations • Requisition and Receipt of Goods

• Property Accounting and Tracking• Consolidated Memorandum Receipts

Process• Global Combat Support System-Marine

Corps (GCSS-MC) Management

S-6• Electronic Key Management

System/Encrypted Comm Equipment • IT Equipment Maintenance• Hardware Accountability • Website Security and Management• Safeguarding Network PII• Terminal Area Security Officer• System Authorization Access Request

(SAAR) Management• Information Management


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Aviation Maintenance & Supply

Aviation Maintenance• Power Plants • Airframes • Avionics • Ordnance • Flight Equipment • Mobile Facilities

Aviation Supply• Supply Personnel Administration • Supply Management• Consumable Management • Repairables Management • Squadron Support• Supply Response• Supply Accounting


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Fiscal & Safety

Fiscal• Budget Formulation, Justification, and

Execution• Financial Systems Access/Oversight• Fund Control Personnel Training

Requirements• ULO, NULO, UMD, Tri-Annual Review

Validations • OTO, OTA Validations• Contract Purchasing Process • Government Commercial Purchase Card

Program • Consolidated Material Service Center

Cards • Virtual ServMart Fiscal Approval Process • Offline Requisitions • Managers’ Internal Control Program

Safety• Aviation Safety Program• Ground Safety Program• Industrial Hygiene• Occupational Safety and Health • Incident Report System • Motorcycle Safety Program/Simulators • Motor Vehicle Safety Program • Mishap Prevention • Fire Prevention Program • Laser Safety Program • Radiation Safety Program • Radioactive Materials Receipt and

Storage • NATOPS Program


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Catch-All

HQ• Marine Corps Ball Fundraising• Suicide Prevention Program• Classified Material Control• Request Mast Procedures• Equal Opportunity• Victim and Witness Assistance • Color Guard• Transition Assistance Management

Program

Family Readiness• Unit, Personal and Family Readiness

Program• NAF Funds Management

Chaplain• Command Religious Program• Religious Ministry Team Training • Religious Ministry Team Facilities • Religious Ministry Team Materials • Religious Ministry Team Fiscal

Management • Religious Ministry Team Administration

Medical/Dental• Medical/Dental Readiness• Medical Records • Independent Duty Corpsman


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Common Concerns

Common concerns: Those concerns that most, if not all, 3d MAW units consistently identified as problematic to accomplishing their mission. Red=Other









3d marine aircraft wing “bello ac pace paratus” prepared in peace and war unclassified “rocks...

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