DEPARTMENT OF THE NAVYHEADQUARTERS UNITED STATES MARINE CORPS

3000 MARINECORPS PENTAGONWASHINGTON, DC 20350-3000

IN REPlY REFER TO:

MCO 3500.110CD&I (C 061)15 Jul 2011

MARINE CORPS ORDER 3500.110

From: Commandant of the Marine Corps

To: Distribution List

Subj: POLICY AND GUIDANCE FOR MISSION ESSENTIAL TASK LIST(METL) DEVELOPMENT, REVIEW, APPROVAL, PUBLICATION

AND MAINTENANCE

Ref: (a)

(b)

(c)(d)

(e)(f)(g)(h)(i)(j )(k)(1)(m)

DOD Directive 7730.65, "DEPARTMENT OF DEFENSEREADINESS REPORTING SYSTEM (DRRS) ," June 3, 2002DOD Instruction 7730.cc, "Guidance for the DefenseReadiness Reporting System (DRRS), May 2011MCO 3000.13CJCSI 3500.04E, Universal Joint Task List (UJTL),October 12, 2010Mca 3900.15BMCO 3500.26AMARADMIN 177/08MCO P3500.72ANAVMC 3500.14BMca 1553.1BMCO 1553.3AMCO 5311.1DSECNAV M-5210.1

1. Situation

a. Reference (a) established the Department of DefenseReadiness Reporting System (DRRS).

b. Reference (b) provided guidance on responsibilities andactions to support DRRS and further clarified implementationissues surrounding Mission Essential Task (MET) assessments andDRRS reporting requirements.

c. Reference (b) also instructs all Joint organizations andthe Services to develop METs for three types of missions:"Core," "assigned Major plans," and "assigned Named Operations."

DISTRIBUTION STATEMENT A: Approved for public release;distribution is unlimited.

Mca 3500.11015 Jul 2011

d. Reference (c) provided USMC policy and procedures forreporting readiness in the Defense Readiness Reporting SystemMarine Corps (DRRS-MC) for units, selected installations, andother organizations.

e. Reference (c) also instructs the Deputy Commandant forCombat Development and Integration (DC CD&I) to serve as theprimary review authority for the Marine Corps Task List (MCTL).This includes updating MCTL as required, to reflect tasksdeveloped for inclusion in Core and other mission essential tasklists (METLs) for operations reporting requirements in DRRS-MC.

f. Reference (d) the Universal Joint Task List (UJTL) is alibrary of tasks, which serves as a foundation for capabilities­based planning across the range of military operations. The UJTLsupports the Department of Defense in joint capabilities-basedplanning, joint force development, readiness reporting,experimentation, joint training and education, and lessonslearned. It is the basic language for development of a jointmission-essential task list (JMETL) or agency mission-essentialtask list (AMETL) used in identifying required capabilities formission success.

g. The UJTL, when augmented by the MCTL, or otherapplicable service or agency task lists, is a comprehensive,integrated menu of functional tasks, conditions, and measures toaid in crafting standards (measures and criteria) supporting alllevels of the Department of Defense in executing the NationalSecurity Strategy (NSS) , National Defense Strategy (NDS) , andthe National Military Strategy (NMS).

h. Reference (e) established DC CD&I as the lead for allcombat development activities conducted in the execution of theExpeditionary Force Development System (EFDS), and the NavalCapabilities Development Process (NCDP) (Seabasing). Under theEFDS process, DC CD&I is empowered to manage, coordinate,maintain and serve as the primary review authority for the MCTL,providing periodic examination to reflect unit and installationMETs, unit Core METs, named operation METs and contingency plan/operation plan (CONPLAN/OPLAN) METs.

i. The EFDS, a deliberate, four-phased process executedcyclically, guides the identification, development, andintegration of warfighting and associated support andinfrastructure capabilities for the Marine Air Ground Task Force(MAGTF) and is used to develop future warfighting capabilitiesto meet national security objectives.

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j. Reference (f), the Marine Corps Task List (MCTL), is theauthoritative Marine Corps task list and provides thestandardized, doctrinally based lexicon of common language tasksfor use by units and installations, that defines Marine Corpscapabilities used in development of Core, and Assigned OPLAN andNamed Operation METs to report operational readiness of combatmissions, contingency operations and support to the war fighter.

k. Reference (g) provided guidance and policy for MCTLdevelopment, review, approval and publication.

1. Reference (h) established training standards,regulations and policies regarding the training of Marines andassigned Navy personnel in ground combat, combat support, andcombat service support occupational fields.

m. Reference (h) addressed the improvement and maintenanceof Training and Readiness (T&R) manuals to provide: individualand collective training standards, events that are MET linked,and core/core plus training readiness requirements for theoperating forces (OPFORs) and supporting establishments.

n. Reference (i) provides policy and procedures fordevelopment and standardization of all USMC Aviation T&Rmanuals. The Marine Aviation T&R Program develops unitwarfighting capabilities by training aviation units throughcommunity T&R syllabi. This T&R Program is based on UnitTraining Management (UTM) principles and performance standardsdesigned to ensure units attain and maintain proficiency incore/mission skills and combat leadership.

o. Reference (j) assigns Marine Corps Combat DevelopmentCommand (MCCDC), now further delegated to Training and EducationCommand (TECOM), the responsibility for development ofcollective and individual training standards, oversight of unit­level and formal school training management procedures, andproponency for worldwide Marine Corps training and educationsupport resources.

p. Reference (k) contains the Marine Corps Unit TrainingManagement (UTM) policy that all elements of the Marine Corpswill adhere to when developing, conducting, and evaluatingtraining performance-oriented, standards-based training forwartime missions.

q. Reference (1) provides policy and guidance for the TotalForce Structure Process (TFSP). TFSP integrates billet (T/O ­active, reserve and Navy) and equipment (Approved Acquisition

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Objective (AAO)) requirements to develop and document forcestructure for the Marine Corps. TFSP establishes the optimalallocation of resources in accordance with the Commandant'spriorities to provide a balanced and capable force, and plansand implements future force structure changes (to includemission statements) in order to build capability-basedorganizations that represent the total requirement for thenumber of billets and items of equipment necessary to conductand accomplish Marine Corps Mission Essential Tasks (METs)

r. Reference (m) provides mandatory standards foradministrative orders and directives development, format andstaffing within the Department of Navy.

2. Mission. This Order provides policy and procedures for thedevelopment, review, approval, publication and maintenance ofMission Essential Task List (METL) to support Marine Corpsunits, installations, and organizations.

3. Execution

a. Commander's Intent and Concept of Operations

(1) Commander's Intent. Per reference (c) DC CD&I will:

(a) Establish and codify roles and responsibilitiesof the METL development, review, approval, publication andmaintenance process.

(b) Maintain tasks in the MCTL that are current,relevant, applicable and accurate.

(c) Core METs will be standardized for all like-typeorganizations, installations, and Marine Corps force (MARFOR)organizational commands. Assigned OPLAN and Named OperationMETs vary in accordance with Combatant Commander (CCDR)requirements and identified stages of the operation.

(d) Coordinate and synchronize activities withcurrent operational readiness reporting policy and procedures.

(2) Concept of Operations. In compliance with statutoryresponsibilities to meet Service and CCDR requirements,designated Marine Corps units and installations develop METLs tofocus training and report readiness against Core and Assignedmissions. METs are developed for unit types and will normallybe drawn from the MCTL. Tasks can be selected from the UJTL

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when appropriate for support to a specific Combatant Commanderwith Command Authority over a Marine Corps unit or task force.

(a) Unit Commanders utilize METLs as the foundationfor their training plans and as the basis for readinessreporting within DRRS-MC, thereby providing a vehicle to measurethe readiness of military forces and installations to accomplishtheir METs to specified conditions and standards. DRRS-MCprovides the capability for both resource and MET basedreadiness reporting. The unit commander will use DRRS-MC toreport the organization ability to meet current, forecasted, andcontingency requirements.

1. A unit's METL may include both Core andselected Core Plus METs required to accomplish Core and Assignedmissions. Standardized Core METs for like-type operationalunits and installations have been established through a seriesof MET development workshops and are in use for reporting Coremission readiness in DRRS-MC. These Core METs are "livingdocuments" that require regular review and revision to ensuretheir continued relevancy. Core Plus METs are valid tasks whichmay be required of a unit in addition to its designedcapability. They are not applicable to all units of the sametype.

2. Core Plus METs are valid tasks which may berequired of a unit in addition to Core METs, but which are notrequired by all units of the same type. They are uniquelytailored to specific situations that are not required in CoreSkills. "core Plus METs reflect additional capabilities tosupport missions or plans which are limited in scope, theaterspecific, or have a lower probability of execution. Theyinclude the non-core METs found in assigned missions,OPLAN/CONPLANs, or templates. Core Plus METs are included inthe USMC MET database.

(b) Review of and revisions to operational unit METsare part of a deliberate process executed cyclically and aresynchronized with the communities' of interest (COI) OperationalAdvisory Group (OAG) conferences and Training and Readiness(T&R) Manual reviews.

(c) Development of standardized installation CoreMETs is a deliberate process executed cyclically under theguidance of the DRRS - Marine Installations Council (DRRS-MICouncil). Installation Core METs ensure compliance withreadiness information supporting crisis response planning,deliberate or peacetime planning, and management

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responsibilities to organize, train and equip combat-readyforces for the various type Combatant Commands.

(d) Advocates will participate in the METLdevelopment, review, approval, publication and maintenanceprocess.

(e) Process. Operating forces and installationswill review and develop their Core METs at workshops anddesignated forums.

(f) Scheduling

1. Core/Core Plus METs will be reviewed everythree (3) years, at a minimum, after the last approval date.Core/Core Plus MET reviews may be conducted by the operatingforces or installations whenever required or directed, based onchanging capabilities or mission requirements. Advocates,MARFORs, or other stakeholders may request out-of-cycle reviewsto DC CD&I.

~. MET workshops will normally be scheduled aspart of an institutional battle rhythm. This will allow theproper nesting of tasks up and down the chain of command andacross the MAGTF, providing more accurate assessments at alllevels. For example, battalion core METs must supportregimental tasks, which in turn support division tasks and thefull scope of potential MAGTFs.

l. MET workshops will be scheduled prior to T&Rconferences, whenever possible, so individual and collectivetraining events in T&R Manuals reflect core and core plus METsand associated E-coded events.

4. To allow advocates and MARFORCOM to aligncore MET reviews with T&R manual reviews, TECOM (Ground TrainingDivision (GTD), Aviation Training Division (ATD), or G3 MAGTFTraining Section (MTS) as appropriate) will publish annualannouncements listing all T&R manual reviews scheduled duringthe upcoming fiscal year. The intent is to provide current coreMETs and standards to serve as the baseline for subsequent T&Rmanual development. This is not intended to restrict advocatesfrom scheduling core MET reviews at other times (out-of-cyclereviews) to meet operational requirements.

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5. Core MET workshops provide a comprehensiveand integrated review of personnel, equipment and trainingrequirements which are interrelated and sustain one another in adynamically driven process.

(g) Conduct of Workshops

!. DC CD&I will designate a Chair for eachworkshop. The designated Chair of each MET workshop willestablish the procedures, including daily schedules, agenda, andvoting processes.

~. Attendees. Operating force MET Workshopswill be hosted by DC CD&I and supported by Advocaterepresentation, MARFORs, unit subject matter experts (SMEs), anda TECOM representative supporting the T&R for the specificcommunity of interest. Installation Core MET Workshops will behosted by the DRRS-MI Council, and supported by DC.CD&I.

3. Voting. Representatives from the MARFORs,advocates, and other voting members as designated by DC CD&I andthe workshop chair will determine the formal workshop outputs.While any workshop attendee may recommend a specific position,the voting members will make the final decisions regardingworkshop products. Minority positions will be prepared whereconcurrence cannot be achieved.

4. Appendices A and B provide details regardingthe development of METs with associated conditions and standardsand METLs. These products will normally be developed at theunclassified level. Classified tasks will be handled on a case­by-case basis through Secret Internet Protocol Router Network(SIPRNET) correspondence via the appropriate chain of command.

5. Standards and conditions for Core and Coreplus METs should not include actual readiness data (e.g., outputstandard assessments) .

6. METs should be drawn from the MCTL to ensureconsistency with USMC doctrine and processes.

2. Recommended changes to the MCTL resultingfrom Core MET workshops require complete definitions andsupporting references to facilitate validation by DC CD&I andinclusion in the MCTL. Recommended MET changes that requirepersonnel or equipment resource changes for designated missionswill be accompanied by a Table of Organization and EquipmentChange Request (TOECR).

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(h) Review

1. Upon completion of MET workshops, theworkshop chair will provide workshop products to DC CD&I (MID)

2. DC CD&I will staff revised METs and measuresfor review, comment, and concurrence by the MARFORs, Advocates,TECOM (GTD, ATD, G3 MTS) , Total Force Structure Division (TFSD),and the DRRS-MI Council (for installations) .

3. TFSD will be ,part of the review process tomake sure the Core METs match designed mission and capabilitiesor concur with TOECRs for changed Core METs. Following approvalof Core MET changes, all Advocates shall review their respectiveunits Tables of Organization and Equipment (T/O&E) to identifynecessary force structure changes (to include missionstatements). For those units not affected by changes of theCore METs, a review of the Table of Organization and Equipment(T/O&E) and mission statements is required every four years lAWreference (c) to ensure the stated requirements can lead to theaccomplishment of the unit's mission.

4. DC CD&I will allocate forty-five (45) daysto the appropriate advocate organizations for comprehensivereview and comment of the MET workshop recommendations.

(i) Approval. DC CD&I will consolidate stakeholderinputs and provide to the appropriate advocate for finaldecision.

(j) Publication. DC CD&I will make the approvedMETs and METLs accessible to all stakeholders through anauthoritative unclassified USMC MET database. Thisauthoritative data source (ADS) for Core and Core Plus METs andMETLs will reside in the Marine Corps Training and InformationManagement System (MCTIMS) architecture via the Taskmastermodule. Access to MCTIMS must be granted to utilize the URL:https://timsapp.tecom.usmc.mil/TNRManual/Taskmaster/Pages/home.aspx. TECOM serves as the functional manager for MCTIMS. Incoordination with DC CD&I, MARFORCOM will manage Core and CorePlus METs, METLs, and associated conditions and standards in theUSMC MET database. All classified METs are held in DRRS-MC.

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b. Tasks

(1) Deputy Commandant for Combat Development andIntegration (DC CD&I)

(a) Publish a Naval message annually listing allcommunities recommended or requiring a Core METL review duringthe upcoming FY and provide a schedule for advocate approval ofthose Core METLs.

(b) In coordination with the functional advocates,and Marine Corps Forces headquarters, host MET and METLdevelopment and review workshops.

(c) Schedule MET workshops prior to T&R conferences.METs should be created and reviewed at the Operations AdvisoryGroup (OAG) level prior to T&R conferences whenever possible toprovide tasking to T&R review/development conferences. METsreviewed and updated at OAG level shall be approved by theadvocate per the schedule established.

(d) Appoint a Chair for each workshop. The Chair ofeach MET workshop will establish workshop procedures, dailyschedules, agenda, and voting processes.

(e) Assist the operating forces and installationswith the development of standardized Core METs with conditionsand standards for all like-type units.

(f) Staff initially developed or periodicallyreviewed MET products prior to final approval and inclusion inthe MCTL and the MET authoritative database.

(g) Review developed METs and associated standardsfor organizations under DC CD&I advocacy to ensure theyaccurately reflect community requirements and capabilities.Provide approved changes to COMMMARFORCOM and change taskslisted in Tables of Organization and Equipment (T/O&E).

(h) Conduct an annual MET development conference toalign and review existing policy, deconflict roles andresponsibilities, and develop a METL review schedule for theupcoming FY.

(i) In coordination with Deputy Commandant forPlans, Policy and Operations (DC PP&O) , revise MET development,review, approval, publication and maintenance policy to capture

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future enhancements to readiness reporting policies andprocedures.

(j) Provide policy and guidance to align trainingprocesses with operational readiness to accomplish Core andassigned missions.

(k) Provide assistance at MET workshops to ensurethe development of aligned and appropriate training standards toeach MET.

(1) Once METs have been approved, develop T&Rindividual and collective training events in T&R Manualsreflecting the changed Core/Core Plus METs and associated E­coded events.

(m) Serve as the functional manager for themaintenance of the authoritative Service organizational METdatabase repository within the MCTIMS architecture.

(n) Provide policy and guidance to affect MET basedtraining in the operating forces to ensure operational readinessto accomplish Core and assigned missions.

(0) Provide advocate representation to MET reviewworkshops for organizations that DC CD&I is assigned MAGTFadvocacy or proponency. Integrate MET reviews into OAG sessionsas required.

(2) Deputy Commandant for Plans, Policy and Operations(DC PP&O)

(a) Recommend the review schedule requirements forcommunity Core and out-of-cycle MET reviews to DC CD&I.

(b) Provide representation to MET review workshopsfor organizations for which DC PP&O is assigned MAGTF advocacyor proponency. Integrate MET reviews into OAG sessions asrequired.

(c) Review developed METs and associated cOnditionsand standards for organizations under DC PP&O advocacy andproponency so they accurately reflect community requirements andcapabilities.

(d) Marine Corps tasks that are developed, revisedor recommended for deletion during MET workshops for thoseorganizations under DC PP&O advocacy and proponency, shall be

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approved by the advocate prior to submittal to DC CD&I perreference (f) within the established schedule.

(3) . Deputy Commandant, Installations and Logistics (DCI&L)

(a) Recommend the review schedule requirement forcommunity Core and out-of-cycle MET reviews for logistics unitsand installations to DC CD&I. Integrate MET reviews into OAGsessions as required.

(b) Provide representation to MET review workshopsfor logistics units, installations, and other organizations forwhich DC, I&L is assigned Marine Air Ground Task Force (MAGTF)advocacy.

(c) Review developed METs and associated conditionsand standards for organizations under DC, I&L advocacy to ensurethey accurately reflect community requirements and capabilities.

(d) Marine Corps tasks that are developed, revisedor recommended for deletion during MET workshops for thoseorganizations under DC, I&L advocacy, shall be approved by theadvocate prior to submittal to DC CD&I per reference (f) withinthe established schedule.

(e) Assist MET workshops in the development ofappropriate materiel standards for each MET.

(f) Integrate the equipment standards for unit METsinto Service equipment management processes in the operatingforces to ensure operational readiness to accomplish Core andassigned missions.

(g) The DRRS-MI Council will schedule workshops toreview installation Core METs.

(4) Deputy Commandant, Aviation (DC AVN)

(a) Recommend the review schedule requirement foraviation community Core and out-of-cycle MET reviews to DC CD&I.Integrate MET reviews into OAG sessions as required.

(b) Provide representation to MET review workshopsfor aviation combat organizations for which DC AVN is assignedMAGTF advocacy.

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(c) Review developed METs and associated conditionsand standards for organizations under DC AVN advocacy to ensurethey accurately reflect community requirements and capabilities.

(d) Marine Corps tasks that are developed, revisedor recommended for deletion auring MET workshops for thoseorganizations under DC AVN advocacy, shall be approved by theadvocate prior to submittal to DC CD&I per reference (f) within·the established schedule.

(5) Deputy Commandant, Manpower & Reserve Affairs(DC M&RA)

(a) Assist MET workshops ln the development ofpersonnel standards for each MET.

(b) Integrate the personnel standards for unit METsinto Service personnel management processes for the operatingforces and installations to ensure operational readiness toaccomplish core and assigned missions.

(6) Commanding General, Marine Corps Forces Command(MARFORCOM)

(a) Support the development and periodic review ofMETs and associated conditions and standards for units andinstallations. Chair, host, and/or facilitate workshops asrequired.

(b) In coordination with DC CD&I, load METs andassociated conditions and standards for units and installationsinto the Service organizational MET database repository.

(c) Develop templates for use in the subsequentdevelopment of assigned Named Operations and OPLAN/CONPLAN METs.

(d) Serve as a functional manager for theauthoritative Service organizational MET database repository.

(7) Marine Corps Forces Special Operations Command(MARFORSOC)

(a) Support the development and periodic review ofcommon Core METs and associated conditions and standards forspecial operations units.

(b) Coordinate with DC CD&I and COMMARFORCOM to loadCore METs and associated conditions and standards for special

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operations units into the Service MET database.

(8) United States Marine Corps Component Commanders(MARFORCOM, MARFORPAC, MARFORRES, MARFORSOC, MARFOREUR,

,MARFORCENT, MARFORSOUTH, MARFORAFRICA, MARFORKOREA, MARFORNORTH,MARFORSTRAT, and MARFORCYBER)

(a) Recommend the requirement for out-of-cycle METreviews to DC CD&I based on changing capabilities or missionrequirements.

(b) Provide voting member representation andrequired subject matter experts (SMEs) for MET workshops.

(c) Review draft METs and associated conditions andstandards to ensure they support COCOM capability requirements.

(d) MARFORRES will support the development andperiodic review of MARFORRES unique unit Core METs andassociated conditions and standards.

(9) U.S. Marine Corps Bases Atlantic and Pacific

(a) Recommend the requirement for out-of-cycle METreviews for installations to DC CD&I based on changingcapability or mission requirements.

(b) Review draft installation METs with associatedconditions and standards to ensure they accurately reflectinstallation requirements and capabilities.

(c) Provide voting member representation andrequired subject matter experts (SMEs) for MET workshops.

4. Administration and Logistics

a. Recommendations concerning the contents of this Orderwill be forwarded to CMC CD&I (MID) via the chain-of-command.

b. Developers, owners, and users of all Marine Corpsinformation systems have the responsibility to establish andimplement adequate operation and information technology controlsincluding records management requirements to ensure the propermaintenance and use of records, regardless of format or medium,to promote accessibility and authorized retention per theapproved records schedule and reference (m).

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fSJ.l2Of1

5. Command and Signal

a. Command. This Order applies only to Marine Corps units,installations, and organizations that are involved with thedevelopment and use of METs for core and assigned missions.

b. Signal. This Order is effective the date signed.

~EDeputcombat

DISTRIBUTION: PCN 10203362000

YNNCommandant forDevelopment and Integration

Electronic only, via Marine Corps Publications ElectronicLibrary web site,http://www.marines.mil/news/Pages/OrdersAndDirectivesSearch.aspx

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APPENDIX A

MISSION ESSENTIAL TASK (MET) DEVELOPMENT

1. Introduction. Mission essential tasks (METs) provide thefoundation for the establishment of training priorities and therepqrting of unit readiness to support combatant commanders (CCDRs)for joint operations. This Appendix explains how to use the MarineCorps Task List (MCTL), (reference (f)), to develop individualMETs. The basic guidelines for how tasks, conditions, andstandards are applied to develop a MET will be discussed in detail.

2. Mission Essential Tasks. METs quantify the required outputsfor the task, along with the resources, subordinate forces andtraining required to produce those outputs, given a certain set ofconditions. When training and resource shortfalls are identified,follow-on training can be scheduled and resource shortfalls can beaddressed through other doctrine, organization, training, materiel,leadership and education, personnel, and facilities (DOTMLPF)solutions.

3. Elements of a MET. A quantified MET consists of a tasktogether with associated conditions and standards.

a. Essential Task. An essential task is an externally focusedaction, process, or activity (task) deemed critical to missionaccomplishment. Essential task characteristics are:

(1) Standard Terminology. The Universal Joint Task List(UJTL), (reference(d)), serves as a common language and commonreference system for joint force commanders, combat supportagencies, operation planners, combat developers, and trainers tocommunicate mission requirements. The MCTL is derived from theUJTL and serves as the common reference for Marine Corps'commanders, staffs, and trainers. Marine Corps commands andorganizations serving in their core and assigned missions willderive their tasks from the MCTL. The UJTL can be used as a sourceof specific tasks when no appropriate MCTL task exists.

(2) Essentiality. The task is absolutely necessary,indispensable, and critical. Essential tasks are those for whichthe unit was designed, organized, or sourced to the operation orOPLAN. They apswer the question "Why does this unit exist?"

(3) Externally Focused. A MET must be focused outside ofthe command and support another command or directly affect theenemy. Examples include defending against an enemy force or

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providing medical support to another organization. In compliancewith guidance provided within reference (f), paragraph 12.f. (4),exclude common internally focused activities such as organiclogistics support or command and control of internal organizations.

(4) Additional Considerations

(a) Tasks do not specify means (e.g., type of unit,organization, or system) involved in task performance.

(b) Tasks are not organized to describe a sequence or aprocess. The location of a task within the hierarchy does notimply precedence or organization, nor does it imply the way tasksare selected or applied.

b. Conditions. Conditions are variables of the environmentthat affect the performance of tasks in the context of the assignedmission.

(1) Tasks do not include conditions, but they are linked tothem when developed into METs. The tasks focus on the activitiesperformed. The environment in which the task is performed is keyto the successful accomplishment of the mission and, therefore, thetasks must be linked to applicable environmental conditions.Conditions will be linked to the task, but will not be incorporatedwithin the task itself. Keeping conditions out of the task ensuresthe tasks will be applicable to a wider variety of operations andregions where operations may be conducted. For example, MCT1.6.6.6, Conduct Noncombatant Evacuation Operations (NEO) isdefined in general terms, rather than writing specific conditionsinto the task title and definition. "Conduct NEG in high terrainelevations" would limit use of the MCT to only mountainous areas.

(2) Conditions in reference (f) are categorized byconditions of the physical environment (e.g., sea state, terrain,or weather), military environment (e.g., forces assigned, threat,command relationships), and civil environment (e.g., political,cultural, and economic factors). Beneath each category, a numberof related conditions are organized. For each condition, severaldescriptors are provided that allow a user to specify how thecondition is likely to exist in a particular mission or scenario.For example, for the condition C 1.3.1, Climate, descriptors allowthe user to specify whether the climate is tropical, temperate,arctic, or arid.

(3) Conditions linked to the task are those that reflectthe immediate situation or mission context in which tasks must beperformed. The conditions selected for a MET should be those that

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have the greatest impacts on performance. Conditions which do notaffect how to train, organize, or equip to perform a task are notrelevant and should not be used. While there is no limit in thenumber of conditions that may be linked to a task, the recommendedguide is no more than three to five.

c. Standards. Each MET has standards linked to it to allow acommander to distinguish among varying levels of task capability.They quantify the outputs of the activity, together with theresources and training required to produce those outputs under thetask's conditions. Wartime/contingency mission performancerequirements should be considered when setting standards. Thesestandards provide a basis for planning, conducting, and evaluatingmilitary operations, readiness reporting, developing trainingevents, and support the procurement of future weapon systems andresources. Each standard consists of a measure and a criterion.The measures in the MCTL are provided to support MET development,and provide a starting point for further refinement.

(1) Measure. Measures provide a dimension, capacity, orquantity description to a task. A measure provides the basis fordescribing varying levels of task performance and is thereforedirectly related to a task.

(2) Criterion. A criterion defines acceptable levels ofperformance. It is often expressed as a minimum acceptable levelof performance. The combination of the measure and the criterioncomprise the standard for a task. Criteria can be based on Yes/Noassessments, percentage measurements, or numerical calculations.

(3) Types of Standards

(a) Personnel. Personnel standards measure thepersonnel required to produce the required task outputs under theselected task conditions. They normally link personnel on the unitTable of Organization to the tasks they support. They are used inDRRS-MC to assess the resources required for the task. Examples:">=16 crews formed" ">=80% Of T/O billets filled with MOS­qualified, deployable personnel."

(b) Equipment. Equipment standards measure theequipment required to produce the required task outputs under theselected task conditions. They normally link equipment on the unitTable of Equipment to the tasks ~hey support. They are used inDRRS-MC to assess the resources required for the task. Example:">=80% of BN T/E Stinger sub-systems mission ready and available."

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(c) Subordinates. Subordinate unit standards link theMETs of higher-level organizations with the METs of theirsubordinate organizations. They describe the tasks which eachsubordinate organization must perform to enable the higher-levelorganization to produce the required task outputs under theselected task conditions. They are used in DRRS-MC to assess theresources required for the task. Example: ">=2 Battalions reportYes/Qualified Yes for MCT 1.3.2 Conduct Amphibious Operations."

(d) Supporting. Supporting unit standards are used byhigher-level organizations to measure the support from externalorganizations required to produce the required task outputs underthe selected task conditions. They may be used in DRRS-MC toassess the resources required for the task. Example: "Yes / MLGreports DRRS Y/Q for: MCT 4.3 Conduct Transportation Operatidns."

(e) Training. Training standards measure the trainingrequired to produce the required task outputs under the selectedtask conditions. They are used in DRRS-MC to assess the trainingrequired for the task, and used as a factor in the calculation ofthe percentage of METs trained. They normally refer to E-codedevents in an approved training and readiness manual. E-codedevents are those collective events identified by the community ascritical indicators of a unit's ability to perform a MET. Example:">=4 teams trained to standard in 0321-AMPH-4002 Conduct aclandestine amphibious landing/withdrawal."

(f) Outputs. Output standards quantify and scope theactivity described by the task and to measure the capability toproduce the required end state. They are used in DRRS-MC to assessthe observation of the task performance. Example: ">=22,400gallons per day of bulk fuel received/stored/dispensed."

(g) Certification. Certification standards establishrequired events, venues, or processes required for the task to beassessed as observed in DRRS-MC. Example: ">=1 Planning / training/ operation event for MEB CE performed within the last 12 months".

4. MET Development Conferences

a. MET development conferences are the primary means fordeveloping core METs for standing organizations, and may also beused to develop METs for mission templates, and assigned missions.

b. MET review conferences review existing METs and makerevisions based on doctrinal changes, operations advisory group(GAG) outputs, organizational changes, changes to missionstatements, linkages to other reporting units (supporting tasks),

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readiness reporting experience (raising or lowering standards tocapture readiness issues and filter non-issues), feedback from thedevelopment of training and readiness manuals, feedback fromexercises, and operational lessons learned.

c. MET development and review conferences produce:

(1) Recommended Core Mission Essential Task List (METs bynumber and title) .

(2) For each task: conditions, output standards, E-codedevents (training standards), critical resources (personnel andequipment standards).

(3) Integration matrix linking METs to supported higher HQtasks.

(4) Regimental and higher level organizations will developsubordinate and supporting unit standards which link their tasks tothose of other organizations.

d. The products from MET development and review conferencesare unclassified whenever possible. Core and Core Plus METs arenot specific to any operation or OPLAN/CONPLAN. Recommendationsfor new Marine Corps Tasks for addition to the MCTL require a tasktitle, definition, references to approved Service publications, andsupporting rationale.

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APPENDIX B

MISSION ESSENTIAL TASK LIST (METL) DEVELOPMENT

1. Introduction. The METL is the sum of all METs required by allmissions that are or may be assigned to a commander. As such, itis unique to a specific unit, but is based heavily on standardizedCore METs, as well as, additional METs assigned to the unit. Onlydesignated units, generally battalion sized and larger, have METLs.Templates and lists of METs exist for Unit Type Codes (UTCs) i

however METLs are unique to each unit and therefore will only beassociated with Unit Identification Codes (UICs). The Service andMARFORs play a significant role in the development and maintenanceof METs within the context of the various Task Sets,. but it is theunit commander's responsibility to develop the unit overall METL.

2. Mission Analysis. The METL serves as the capstone list whichtranslates the commander's mission analysis into tangible trainingobjectives and assessment criteria against which to measurereadiness. Just as missions and mission scopes change, the METLmust be adjusted to ensure it accurately communicates the intendedfocus of the unit. The METL will often reflect the reconciliationof multiple missions (Core and assigned) into a single, cohesivelist which helps to prioritize training and resources. The METLdevelopment and approval process ensures commanders and theirhigher headquarters, both garrison and gaining, have a sharedvision of the intended or potential capabilities of the unit.

3. METL Overview. The METL is unconstrained by resources andincludes those tasks required to accomplish the multiplemissions that are or may be assigned to a commander.

a. Core Task Sets. Core Task Sets define the designcapabilities for a type of unit. They are developed using theMCTL and published in the MET Database for each type of unit inthe Marine Corps that reports readiness in DRRS-MC. Theconditions and standards for Core Task Sets are approved by thecommunity and reflect appropriate measures to gauge readinessagainst the performance of the task in any clime or place. CoreTask Sets are standardized for all units of the same type andare used to develop the type community's T&R Manual.

b. Assigned Mission Task Sets. Assigned Mission Task Setsare developed when the unit must prepare to participate in aspecific unit deployment, operation, or alert mission (e.g.,Unit Deployment Program, Tactical Aircraft Integration,Battalion Landing Team, Operation Enduring Freedom, GlobalResponse Force) .

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(1) The Assigned Mission Task Set may be similar to theCore Task Set, with conditions and standards refined as requiredto capture the requirements of the specific assigned mission.

(2) Assigned Mission Task Sets may include tasks notnormally expected of the type unit, drawing from the Core Plustasks for the unit type, or when assigned "in lieu of missions,"importing Core or Core Plus tasks from another community's CoreMETs or using other tasks from the MCTL. Refined conditions andstandards must be developed for each task.

(3) Assigned Mission Task Sets may be developed to meetlocal capability requirements. For example, a unit's higherheadquarters may direct certain units to maintain proficiency inselected Core Plus tasks in order to broaden the aggregatecapability spectrum.

(4) For rotational and large-scale operations, TemplateTask Sets may be provided in order to provide a common baseline.Unit commanders should review the existing template and, asappropriate, make recommendations through the chain of commandto the supported Marine Corps component commander.

(5) Assigned Mission Task Sets are developed andapproved through a process established by the supported Marinecomponent commander, who ensures that the Assigned Mission TaskSets meet the requirements of the COCOM and are loaded into theService MET database. The development process begins at theForce Synchronization Conference. Options for the developmentof Assigned Mission METs include:

(a) Validation of an existing MET template by thegaining MARFOR for use by units assigned to support a specificmission.

(b) Assigned Mission Task Set working groupsestablished for new missions and facilitated by TECOM and theMARFORs.

(c) Development of assigned mission METs at the unitlevel and approved by the gaining operational commander.

c. OPLAN or CONPLAN. An OPLAN or CONPLAN Task Set definesthe required tasks for a unit specifically sourced for a majorOPLAN or CONPLAN. They are similar to Assigned Mission TaskSets, and are developed and approved through a processestablished by the supported Marine component commander. OPLANor CONPLAN Task Sets are typically in consonance with the unit's

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Core Task Set, however, they have refinements/variations in theconditions and standards specific to the OPLAN/CONPLAN.

d. Template Task Sets. Template Task Sets are developed lnsupport of rotational or standing requirements, provisionalunits, or unique missions which are not applicable for all unitsof a given unit type. Examples include prepositioningoperations and provisional security operations. Template TaskSets are included in the Service MET Database.

e. Core Plus Task Sets. Core Plus Task Sets establishdoctrinally appropriate tasks for the associated unit type whichare not widely required from that type unit for the 'execution ofexpected missions. Examples are humanitarian operations, non­combatant evacuation operations, and aviation attacks againstenemy maritime targets. Core Plus tasks support missions orplans which are limited in scope, theater specific, or have alower p~obability of execution. They include the non-core METsused for assigned missions, OPLAN/CONPLANs, or template tasksets. Units preparing to deploy in support of specific assignedmissions or OPLANS/CONPLANs may use Core Plus tasks whendeveloping the task sets for those missions. Core Plus tasksare included in the MET Database. Core Plus tasks are notnormally included in unit readiness evaluations, except for pre­deployment evaluations for specific deployments requiring thesecapabilities. Commanders at all levels may require selectedsubordinate units or crews to train to selected Core Plus tasksin order to expand flexibility and maintain resident expertise.

4. METL Development

a. METL as the sum of Task Sets. A unit's METL consists ofall tasks used for any of the unit's task Sets (Core, allassigned missions, and all assigned OPLAN/CONPLANs). The METLconsists of a single list of METs, as well as, the requiredcondition and standards for measuring successful performance ofeach task. In the absence of assigned and OPLAN/CONPLANmission(s), the unit's METL will be based on the Core Task Set.

b. Retention of all Core Tasks. In the case of assignedand OPLAN/CONPLAN mission(s), the METs required for thesemissions are added to the Core METs. Core METs are retained inorder to retain a broad capability across the Range of MilitaryOperations (ROMO).

c. METL Approval. The unit METL (including Core METs,selected Core Plus METs, assigned mission METs and OPLAN/CONPLANMETs) will be submitted to the next higher headquarters (HHQ)

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for approval prior to development of training plans or readinessreporting. In instances where the next HHQ is serving as aforce provider, that HHQ is responsible for ensuring thesubmitted METL meets the requirements of the various supportedcommanders.

d. METL Archive. Approved assigned mission METs will besubmitted for inclusion within the Service MET Database forarchive purposes and to support potential future missions ofsimilar scope.

5. Training and Readiness

a. Assessment. The METL provides the foundation for trainingplan development and subsequent readiness assessment and reporting.Detailed guidance on training planning and execution to supportMETL requirements is provided in reference (k). The commandercontinuously assesses the unit's strengths and weaknesses todetermine its current readiness to accomplish METs. Knowing thecurrent state of readiness aids the force providers in theassignment of units against operational missions and helps thecommander establish training priorities for training plans. Perreference (c), units report readiness based on the unit's MissionEssential Tasks (METs).

b. Waivers and Deferments. As the Nations' "Force inReadiness," Marine Forces must always maintain a core capabilityand be prepared to respond to potential changes in mission. CoreMETs are included in the unit's METL and must not be excluded. Thecommander ultimately determines the appropriate level of riskagainst multiple missions and reflects this through hisreconciliation of Core and Core Plus METs in creating his unitMETL. During a commander's "problem framing," he may determinethat his assigned mission will not require a Core MET capability.In this instance, the Commander of the unit may request a waiver ordeferment to not train to the E-coded collective training eventssubordinate to that MET. Waived events satisfy the trainingrequirements of associated events, but deferred events do not.

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AAOACEAMETLAVNCCDRCD&ICECGCJCSICOCOMCOlCOMMARFORCOMMARFORCOMCONPLANDOTMLPF

DODDRRSDRRS-MCDRRS-MI

EFDSGCEHHQHQMCI&LMAGTFMARADMINMARFORMARFORAFMARFORCENTMARFORCOMMARFORCYBERMARFOREURMARFORKORMARFORNORTHMARFORPACMARFORRESMARFORSOCMARFORSOUTHMARFORSTRAT

MCTL

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APPENDIX C

ACRONYMS

approved acquisition objectiveaviation combat elementagency mission essential task listaviationcombatant commandercombat development & integrationcommand elementcommanding generalChairman of the Joint Chiefs of Staff Instructioncombatant commandercommunity of interestcommander, Marine Corps Forcescommander, Marine Corps Forces Commandconcept plan: operation plan in concept formdoctrine, organization, training, materiel,leadership and education, personnel, andfacilitiesDepartment of DefenseDefense Readiness Reporting System (DOD)Defense Readiness Reporting System-Marine CorpsDefense Readiness Reporting System-MarineInstallations Councilexpeditionary force development systemground combat elementhigher headquartersHeadquarters, United States Marine CorpsInstallations and LogisticsMarine air-ground task forceMarine Corps administrative messageMarine Corps ForcesMarine Corps Forces, Africa Command'Marine Corps Forces, Central CommandMarine Corps Forces CommandMarine Corps Forces, Cyber CommandMarine Corps Forces, European CommandMarine Corps Forces, Korean CommandMarine Corps Forces, Northern CommandMarine Corps Forces, Pacific CommandMarine Corps Forces, ReserveMarine Corps Forces, Special Operations CommandMarine Corps Forces, SouthMarine Corps Forces, United States StrategicCommandMarine Corps task list

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MCOMCTIMSMEBMEEMEFMETsMETLMEUMEU (SOC)

MOJTMOSM&RANAVMCNCDP

OAGOPLANPP&OROMOSIPRNETSOPSORTSTECOMT/ETFSPTOECR

T/OT/O&ET&RUDC

UDP

UICULCUJTLUNTLUSD (P&R)

USMCUTCUTM

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Marine Corps orderMarine Corps training information management systemMarine expeditionary brigademission essential equipmentMarine expeditionary forcemission essential task(s)mission essential task listMarine expeditionary unitMarine expeditionary unit (special operationscapable)managed on the job trainingmilitary occupational specialtymanpower and reserve affairsNavy-Marine Corps directivenaval capabilities development process(seabasing)operations advisory groupoperation planplans, policy and operationsrange of military operationsSECRET Internet Protocol Router Networkstandard operating proceduresStatus of Resources and Training SystemTraining and Education Commandtable of equipmenttotal force structure processtable of organization and equipment changerequesttable of organizationtable of organization and equipmenttraining and readinessunit descriptor codeunit deployment programunit identification codeunit level codeUniversal Joint Task ListUniversal Naval Task ListUnder Secretary of Defense (Personnel andReadiness)United States Marine Corpsunit type codeunit training management

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APPENDIX D

GLOSSARY

advocate. The Advocate acts as a conduit between the operatingforces/supporting establishment and the various process ownerswithin the EFDS, as well as those external to the Marine Corps, toensure that Element's interests are properly addressed. TheAdvocate is both the single point of contact in the Nation~l

Capital Region for oversight of that Element's issues and thesingle voice, absent the Commander or his designee, in representingthose issues to the Marine Corps leadership.

approved acquisition objective (AAO). The quantity of an itemauthorized for peacetime and wartime requirements to equip andsustain the Marine Corps per current DOD policies and plans.

assigned. 1. To place units or personnel in an organization wheresuch placement is relatively permanent, and/or where suchorganization controls and administers the units or personnel forthe primary function, or greater portion of the functions, of theunit or personnel. 2. To detail individuals to specific duties orfunctions where such duties or functions are primary and/orrelatively permanent.

assigned mission. The mission which an organization/unit istasked to carry out. Note: an assigned mission may also matchthe unit's wartime mission, i.e., purpose for which the unit wasdesigned.

assigned mission essential tasks. The METL tasks developed by theunit commander based on the mission that the unit has been directedto plan for or undertake.

authoritative organization (AO). An organization with oversightauthority at the appropriate level for the organizing, training,and equipping of a unit. Generally, for Service units this isthe Service Headquarters; for Agencies, the Office of theDirector of the Agency; for Joint units of a Combatant Command(such as Standing Joint Force Headquarters-Core Element), CCDR.

authoritative data source (ADS). A recognized or official dataproduction with a designated mission statement or source/productto publish reliable and accurate data for subsequent use bycustomers. Note: an ADS may be the functional combination ofmultiple, separate data sources.

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combatant command. A command with a broad continuing missionunder a single commander and composed of significant assignedcomponents of two or more Military Departments. Theorganization is established and designated by the President,through the Secretary of Defense with the advice and assistanceof the Chairman of the Joint Chiefs of Staff. Combatant commandstypically have geographic or functional responsibilities. Seealso specified command; unified command. (JP 5-0)

combatant commander (CCDR). A commander of one of the unified orspecified combatant commands established by the President. Alsocalled CCDR.

core capabilities. Core capabilities are the essential functionsa unit must be capable of performing during extendedcontingency/combat operations. Core capabilities are based uponmission essential tasks derived from operation plans; doctrineand established tactics; techniques and procedures.

core competency. Core competency is the comprehensive measureof a unit's ability to accomplish its assigned METs. It servesas the foundation of the T&R Program. Core competencies arethose unit core capabilities and individual core skills thatsupport the commander's METL and T/a mission statement.Individual competency is exhibited through demonstration ofproficiency in specified core tasks and core plus tasks. Unitproficiency is measured through collective tasks.

core mission.or organized.

Fundamental mission for which a unit was designedCore and designed missions are the same thing.

core mission essential tasks (METs). The basic capabilitieswhich an organization was organized or designed to perform. Theydraw from tasks published in Mca 3500.26, Marine Corps Task List(MCTL), which serves as the authoritative Marine Corpspublication on Marine Corps tasks. Core METs are reflected inthe T&R manuals and provide the foundation for a community's T&Rstandards.

core mission essential task list (METL). A standardizedapproved list of specified tasks a unit is designed or organizedto perform. Selected tasks are drawn from the Marine Corps TaskList (MCTL) and are standardized by type unit.

core plus capabilities. Core plus capabilities are advancedunit capabilities that are environment, mission, or theaterspecific. Core plus capabilities may entail high-risk, high cost

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training for missions that are less likely to be assignedin combat.

core plus skills. Core plus skills are those advancedindividual skills that are environment, mission, rank, or billetspecific. This advanced, follow-on training is designed to makeMarines proficient in core skills in a specific billet or at aspecified rank. Marines designated for training at this levelare those the commanding officer feels are capable ofaccomplishing unit-level missions and of directing the actionsof subordinates. Many core plus tasks are learned via managed onthe job training (MOJT) while others form the basis forcurriculum in career level MOS courses taught by the formalschool.

Department of Defense Readiness Reporting System (DRRS). TheDRRS is the means to monitor the readiness of the DoD Componentsto provide capabilities to support the NMS as specified in thedefense and contingency planning guidance, Theater SecurityCooperation Guidance, and the Unified Command Plan. DRRS iscommonly referred to as the "Defense Readiness Reporting System"as a derivative of the formally approved title under DoDDirective 7730.65 of 6/03/2002.

Department of Defense Readiness Reporting System - Marine Corps(DRRS-MC). A derivative of the Defense Readiness ReportingSystem tailored to US Marine Corps requirements under policyannounced within MARADMIN 0307/09 UPDATE TO INTERIM DEFENSEREADINESS REPORTING SYSTEM (DRRS) POLICY AND PROCEDURES FORMARINE CORPS UNITS AND INSTALLATIONS of May 12, 2009.

designed mission. Fundamental mission for which a unit wasdesigned or organized. Core and designed missions are the samething.

E-coded event. Collective events identified by the community ascritical indicators of a unit's ability to perform a MET.

in-lieu mission. A mission that is different from the designedmission. An example is a tank battalion executing as a MAGTFheadquarters.

installations. All building and permanent installationsnecessary for the support redeployment, and military forcesoperations (e.g., barracks, headquarters, airfields,communications facilities, stores, port installations andmaintenance stations). (JP 1-02)

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major operation plan/contingency plan (OPLAN/CONPLAN) METs.Major OPLANs/CONPLANs are plans that require level four detail(established Time-Phased Force & Deployment Data (TPFDD, per theContingency Planning Guidance. When tasked by higherheadquarters, units that have been assigned in support of majorOPLANs/CONPLANs will use OPLAN/CONPLAN specific METs and willreport their readiness to support these missions. The commanderchecks the baseline METL derived from core tasks and adjusts toadd, delete, 'and/or modify METs as appropriate during missionassessment of the war plan. The supported Marine Corps ComponentCommanders are the approving authorities for OPLAN/CONPLANspecific METs for their major subordinate units, and will ensureunit, METLs support Combatant Commander capability requirements.u.s. Marine Corps Forces Command will develop and maintain METLtemplates for various missions (e.g., provisional securityoperations) to support this process.

mission assessment. The commander's assessment of hisorganization's ability to accomplish its mission.

mission essential tasks (METs). A MET is an externally focusedaction, process, or ac~ivity (task) deemed critical to missionaccomplishment. Essential task characteristic$ are standardterminology (derived from the Universal Joint Task List (UJTL)or the Marine Corps Task List (MCTL)), essentiality (absolutelynecessary, indispensable, and critical), and external focus(action focused outside of the unit and supporting another unitor directly affecting the enemy). METs are the foundation forthe T&R manual.

mission essential task list (METL). The METL is the sum of allMETs required by all missions assigned to a unit, as well as,additional tasks designated by the unit's chain of command. Itis unique to a specific unit, but is based heavily onstandardized Core METs, as· well as, additional METs assigned tothe unit. The METL reflects the reconciliation of multiplemissions (Core and assigned) into a single, cohesive list whichhelps to prioritize training and resources. Core METs arestandardized for all units of the same type and define thedesign capabilities for a type of unit. Core Plus METsestablish doctrinally appropriate tasks for the associated unittype which are not widely required from that type unit for theexecution of expected missions. Core Plus tasks supportmissions or plans which are limited in scope, theater specific,or have a lower probability of execution. Assigned Mission METsare developed when a unit must prepare to participate in aspecific unit deployment, operation, or alert mission, and mayinclude tasks not normally expected of the type unit, drawing

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from the Core Plus tasks for the unit type or other tasks fromthe MCTL. Commanders at all levels may require selectedsubordinate units or crews to train to selected Core Plus tasksin order to expand flexibility and maintain resident expertise.

named operation METs. Named operations are those operationsdesignated as such by the Joint Chiefs of Staff (e.g. OperationIRAQI FREEDOM). They will be assessed when 25 percent or more ofa unit deploys or prepares to deploy in support of a namedoperation. Core METs, OPLAN/CONPLAN METs, METL templates, anddeploYment guidance provide the basis for the development andrefinement of named operation METs. When such an operation ordeploYment requires specific or additional skills, the commanderrevises the unit's METL accordingly and submits to the nexthigher level of command for approval.

readiness. The ability of US military forces to fight andmeet the demands of the national military strategy. Readinessis the synthesis of two distinct but interrelated levels: (a)Unit readiness--The ability to provide capabilities required bycombatant commanders to execute assigned missions. This isderived from the ability of each unit to deliver the outputs forwhich it was designed. (b) Joint readiness--The combatantcommander's ability to integrate and synchronize ready combatand support forces to execute assigned missions.

registered unit. Active, National Guard, and Reserve forcesapportioned to CJCS/combatant command directed OPLANs, CONPLANs,a Single Integrated Operational Plan (SlOP), Service warplanning documents, or assigned in the 'Forces For UnifiedCommands' document. These units are created in the GlobalStatus of Resources and Training System (GSORTS) database with aunique unit identifier code (UIC) and a basic identity dataelement (BIDE) set describing the unit.

stakeholder. A stakeholder is an organization or functionalactivity that has a stake in the decision at hand or theoutcome of the program. The term stakeholder also is used forthe empowered working-level representatives of that organizationor functional activity that serve on IPTs. As such, stakeholdersare important decision makers that control the resources andcollectively have the know-how to get the job done. Stakeholdersare any party or customer who has an interest in the outcome ofthe project.

subordinate unit standards. Those criteria that reflectcapabilities required by subordinate organizations in order forthe higher level unit to perform specific tasks.

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systems approach to training (SAT). An orderly process foranalyzing, designing, developing, implementing, and evaluating aunit's training program to ensure the unit, and the Marines ofthat unit acquire the knowledge and skills essential for thesuccessful conduct of the unit's wartime missions.

table of equipment requirement. Equipment required by T/E toprovide designed capabilities.

table of organization and equipment. A document that prescribesthe wartime mission, capabilities, organizational structure, andequipment and personnel requirements for military organizations.

task list. A list of tasks that constitute a discrete event oraction, not specific to a single unit, weapon system, orindividual, that enables a mission or function to beaccomplished by individuals, units, organizations and/or othergovernment agencies.

tasked. Assignment to perform a specific mission or taskallotted by higher component.

training rating (T-rating)METs trained to standard.

A rating based on the percentage of

unit descriptor code. A code indicating the component generalstatus and primary mission for which the organization wasestablished.

unit identification code (UIC). A code that uniquely identifieseach Active, Reserve, and National Guard unit of the ArmedForces.

unit readiness. The ability to provide capabilities required bythe combatant commanders to execute their assigned missions. Itis derived from the ability of each unit to deliver the outputsfor which it was designed.

unit training management UTM). Unit training management is theuse of the SAT and Marine Corps training principles in a mannerthat maximizes training results and focuses the trainingpriorities of the unit on its wartime mission. UTM governs themajor peacetime training activity of the Marine Corps andapplies to all echelons of the Total Force.

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unit TIE requirement (UTR). The wartime requirement formateriel assets. Formerly called the unit approved acquisitionobjective in the Total Force Structure Management System.

unit type code (UTC). A five-character, alphanumeric code thatuniquely identifies each type unit of the Armed Forces.

u.S. Armed Forces. The Army, Navy, Air Force, Marine Corps, andCoast Guard.

wartime resources. Personnel, equipment and organic supplyassets required to accomplish a unit's wartime mission.

wartime requirements. Doctrinally established requirementsneeded by type units to full perform as designed and as part ofthe total force.

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