Marine Corps University AY 20 21 Command Brief

Marine Corps University AY 20 -21 Command Brief 29 September 2020 Approved for Public Release

Vision & Mission Statements Vision Statement Advance the legacy of Marine Corps warfighting excellence through a forward-thinking military academic institution that delivers world class education to develop professional leaders. Mission Statement MCU/EDCOM develops and delivers Professional Military Education and training through resident and distance learning programs, while also preserving and presenting the history of the Marine Corps, in order to prepare leaders to meet current and future security challenges and inform the public of the service’s role in national defense. 2

President MCU Priorities We will focus our efforts in four essential areas: • Students: Our foundational goal will be to develop in them a Maneuver Warfare mindset that will ensure their success as part of the Joint Force in future conflict. • Faculty: We will actively recruit, develop, and retain the civilian and military faculty best able to provide high quality instruction today and anticipate and respond to the change required to meet the demands of tomorrow. • Curriculum: Our curricula must be relevant and responsive to the current and future environment. We will ensure this through continuous assessments and regular reviews. • Infrastructure: Our facilities, information and education technologies, and outreach activities must maximize learning and research opportunities for both students and faculty. 3

Organizational Chart CG, EDCOM President, MCU President’s Secretary Aide-de-Camp SJA Sergeant Major Protocol Officer Chaplain Senior Service Representatives at Joint Service Schools Marine Corps Uniform Board Vice President Academic Affairs Director Marine Corps War College (MCWAR) Director School of Advanced Warfighting (SAW) Director Marine Corps University Press (MCUP) Vice President Business Affairs Director Command Staff College (CSC) Director USMC History Division (HD) Board of Visitors Marine Corps University Foundation Chief of Staff Executive VP Marine Corps Association & Foundation Staff Secretary Marine Corps Heritage Foundation Safety Vice President Operations and Plans Director Expeditionary Warfare School (EWS) Director National Museum of the Marine Corps (NMMC) Vice President Distance Learning Director College of Enlisted Military Education Director Lejeune Leadership Institute (LLI) Director College of Distance Education and Training (CDET) Regional Directors (CDET) Directors SNCO Academies (SNCOA) 4

The Community We Serve Officer PME Enlisted PME 32 Leading Marines Prerequisite (Distance) 33, 436 CSC (Resident) 215 Corporals Course Prerequisite (Distance) 22, 256 CSC (Distance) 2, 277 Sergeants School Prerequisite (Distance) 7, 205 CSC (Blended) 75 Sergeants School Prerequisite (Distance) 2, 001 SAW (Resident) 26 Sergeants School (Resident) 7, 613 MCWAR (Resident) EWS (Distance) EWS (Blended) TOTAL 236 Career School Prerequisite (Distance) 2, 165 Career School Seminar (Distance) 234 Career School (Resident) 5, 260 Advanced School Prerequisite (Distance) Advanced School Seminar (Distance) Civilian Faculty 28 Advanced School (Resident) 3, 392 1, 439 3, 293 2, 008 984 1, 032 474 Military Faculty 206 First Sergeants School (Resident) CDET Faculty 357 SEPME 408 TOTAL 591 TOTAL 85, 541 5

Officer PME Continuum General Officer P Col g n di l Rank Lt. Col Maj a on C t( ’s C M C of r P s es Executive Education Program s Li Strategy & Policy Course a e R ) P E School of Advanced Warfighting Command & Staff College am (C r on i Expeditionary Warfare School t ca g ro P u ng i nu Ed i t n o The Basic School Officer Candidates School CMC’s Commanders Program Marine Corps War College i Capt Lt ) L R C 5 10 15 Years of Service 20+ 6

AY 20 -21 Resident OPME Demographics USMCR USAF USN USCG IMS CIV TOTAL MCWAR 11 1 5 4 2 1 4 4 32 CSC 102 7 20 21 16 1 30 18 215 SAW 18 0 2 2 0 1 3 0 26 EWS 174 5 22 15 0 0 236 305 13 49 42 18 3 57 22 509 Civilian Students: MCWAR: Do. S (2), SOCOM, DIA. CSC: Do. S (5), DIA (2), FBI (2), NGA (2), CAA, DHS, USAID, MCIA, NCIS, SOCOM, MARCORSYSCOM. International Military Students (IMS): Argentina, Australia, Brazil, Cameroon, Canada, Colombia, Croatia, Czech Republic, Egypt, Ethiopia, France, Georgia, Germany, Greece, Indonesia, Italy, Japan, Jordan, Korea, Lebanon, Macedonia, Netherlands, Niger, Norway, Papua New Guinea, Philippines, Romania, Spain, Taiwan, Thailand, Tunisia, UAE, UK, Ukraine. 7

Educational Methodologies Seminar Face-to-Face Staff Ride Online Wargame/PE Lecture 8

MCWAR Academic Calendar (AY 20 -21) Aug Blocks Major Curricula Events Overnight Field Studies Oct Sep F o u n d at i o n s Nov Dec Advanced Studies Diplomacy Warfighting Joint Leadership National Phil. Pa Field Study Civil War Staff Ride Jan H ol i d a y B r e a k Feb Mar Apr May Jun Program & Statecraft & Economics Warfare Graduation & Ethics Security COCOM Field Study IMS Field Study MCU Events Constitution Day Marine Corps University Symposium Erskine Lecture Series Marine Corps Birthday Ball 9

SAW Curriculum Approach (AY 20 -21) Operational Art Starting Conditions NDS Emergence Great Power of Modern Conflict War • • • Nation at Military and Arms Naval Theory Start JSCP Enduring How Powerful States Compete • • • Create solutions to complex problems and apply operational art in an uncertain geostrategic security environment. Dissolving Empires and Cold War Strategic Direction Global Integration DPRK Maritime Competition Campaigns CCMD Contingency CCMD Campaign Plans Changing Character of Conflict Future War Project Causes Of War And Military Culture Post 2001 How States Character Of Compete In Nuclear Future Interstate Context Competition Character Of Future Conflict Study competition and conflict to understand the environment and develop campaign plans. Explore how militaries generate power, respond to change, and create response options. Apply case study methods, basic quantitative analysis, and alternative futures evaluation. Jun Dec SAW Themes Nature and Character of War; Political Aim; National and Military Culture; Leadership and Command; Learning and Adaptation; Operational Environment; Resourcing Military Force Single Battle Concept; Military Force Below Armed Conflict Jun • • Apply knowledge of the operational level of war, the art of command, and ethical behavior in warfighting. China Provides depth understanding and appreciation of Service and Joint planning processes Design campaign plans against transregional, all-domain, all-functional military problems across the competition to conflict continuum. CPG JPME 1 Toward Total War Operational Planning China Conceptual Planning Critical Thinking Functional Planning Red Team MEF Ops • • Industrial War and Interwar Use campaign analysis to introduce students to the decisions of past planners and commanders. Devise alternate solutions to the historical examples studied. Examine military theory in the historic context in which it developed. VEO, Iran NMS Program Outcomes 20 th Century to Present 19 th Century 18 th Century Quickly and critically evaluate a situation, determine the essence of a problem, fashion a suitable response, and concisely communicate the conclusion in oral, written, and visual forms. Apply the competence, confidences, character, and creativity required to plan, lead, and command at highlevel service, joint, and combined headquarters. Create, design, plan, and implement adaptive concepts to meet current and future challenges. Continual Assessment • Quarterly CCRBs 21 Written Assignments Fall Comprehensive Exam 7 Planning Exercises 10+ Wargames 10

CSC Curriculum Design (AY 20 -21) Fall Semester Spring Semester 19 -20 Weeks 21 -22 Weeks Joint & Marine Corps Operations Marine Corps Planning Process Leadership in the Profession of Arms I Curriculum: • War Studies • Security Studies • Leadership • Warfighting Enhancements: • Electives • Gray Scholar Program • Master of Military Studies Complex Operational Problem Solving & Design Leadership in the Profession of Arms II Check-Out/Graduate Evolving National Security Concepts & Operations Evolution of Warfare to 1945 National Security Affairs in the International System Capstone Exercise Evolution of Warfare Since 1945 Capstone Exercise (PC-X) Advanced Concepts & Application (2) Electives Leadership Lead-in (whole-of-faculty effort) Check-In Introduce Content & Build Conceptual Depth Masters of Military Studies (all US) Methods: • Seminar • Lecture • Staff Ride • Case Studies • Reading/Writing • Student Led Seminars • Wargaming • Exercises/PRACAPPs 11

EWS Curriculum Overview (AY 20 -21) Expeditionary Warfare School educates and trains company grade officers in order to prepare them mentally, morally, and physically for billets of increased leadership responsibility across the Fleet Marine Force and the Joint Force, with emphasis on the warfighting capabilities of a Marine Air Ground Task Force operating within a complex and distributed Naval expeditionary environment. Who We Are – EWS reinforces the foundations of who we are as Marines, with specific emphasis on the Marine Corps’ ethos, values, history and Naval character, coupled with our roles and missions within the Joint Force. EWS devotes particular attention to the sacred leadership responsibilities inherent in service as commissioned officers in the Armed Forces of the United States. August Doctrine • • How We Fight – The Marine Corps’ maneuver Where We Fight. . . Past, Present, and warfare doctrine is the lens through which we Future In keeping with the Marine Corps’ role as view the enduring nature and evolving character of warfare. The mental, moral, and physical underpinnings of our warfighting philosophy intentionally permeate every class, discussion, and practical exercise. October November September December OFE Planning MAGTF Operations Ashore C Theory of War Nature and Military Theorists Marine Corps Doctrine Marine Corps History Critical Thinking Marine Corps Planning Process Antietam Staff Ride Fall Occupational Field Expansion Course • • MAGTF ISR and Collections MAGTF Logistics MAGTF C 4 I MAGTF Fires MAGTF Aviation Offense Defense Marine Air Assault Task Force our Nation’s force in readiness, prepared to respond in “any clime and place, ” the EWS curriculum includes a detailed study of MAGTF operations at sea, from the sea, and ashore, as well as the of the Naval expeditionary environment. The curriculum accomplishes this through case studies, preserving critical lessons from history while maintaining an eye towards the future battlefield. February January MAGTF Operations Afloat • • • April March Maritime Theorists and Doctrine Force Deployment and Execution Amphibious Planning • Landing Plan Development • STS & STOM OE&AS Expeditionary Fleet Orientation Argumentative Research Paper OFEC • • May POA State of the Corps Commandership Spring Occupational Field Expansion Course Gettysburg Staff Ride Profession of Arms Officership Total Force Fitness Professional Communication Military Adaptation & Innovation Historical Studies Global Security Environment Future Warfare 12

Enlisted College Continuum Knowledge & Critical Thinking Influencing Command Climate Senior Enlisted Academy Developing Subordinate leaders gre ssio n Communication & Admin Pro Leadership & Professional Ethics Lea der ship Warfighting Advanced School Leading Subordinate leaders Career School Leading Marines Cmd Seminars/ Sergeants School Ethical Follower Skills RTR/SOI/MOS School/ Cmd Seminars The Enlisted College supports the transition from skills-oriented following to knowledge-based leading 13

Enlisted PME Continuum/Them e LCpl Ethics Seminar Corporals Course Ethical Leaders - Defining My Moral Compass - Social Ills And Their Impact - Embrace the Transformatio n - Decision Making - Organizational Values - Situational Ethics - Introduce warfighting concepts, MCDP-1 - Diverse Decision Making Professional Warfighters Sound Decision Makers Endstate Sustain the Transformation Career Course Advanced Course - Accountability For Actions - Ability To Stimulate Change In Behavior - Obstacles That Affect Cohesion - Mentorship Of Marines And Junior Officers - Command Climate - Support Of Commander’s Philosophy - Joint And Coalition Leadership - Positive Command Climate - Nature Of War - US DOD Structure - Understand the importance of the Oath and US Constitution - Theory Of War - Warfighting Functions - Combatant Command Structure - Operational Planning - Foundations Of Joint Operations - MEF Operations - National Security And National Military Strategy - MAGTF Operations In a Joint Environment - “Human Society” Affect In Shaping, Planning And Executing Operations - Complex Decision Making - Solve Problems Creatively - Communicatio n Skills To Guide Subordinates - Formulate And Solve Openended Problems - Use Of Commander’s Intent - Challenges Of Leadership Development - Translating Policy Into Action - Critical Thinking and Adaptability Skills In The Role Of Senior Enlisted Advisor Lead Marines Lead Subordinate Develop Subordinate Lead Marines Sergeants Course Senior Enlisted Course Influence 14 Command

CDET Distance Education Programs Blended Officer Seminar Programs (BSP) Delivered at Quantico, CLNC, CPCA, & Okinawa & Hawaii (EWS only) Standard Nonresident Officer Seminar Programs (onsite, online, weekend) EWSBSP - AY 20: 238 Graduates (CMC Tgt 190) CSCBSP AY 20: 62 Graduates (CMC Tgt 50) Enlisted College Distance Education Program (ECDEP) Over 70 K self-study course completions/yr - Leading Marines (E-3) IMI - Corporals Course (E-4) IMI - Sergeants School (E-5) IMI & Seminar - Career School (E-6) IMI & Seminar - Advanced School (E-7) IMI & Seminar EWSDEP Captain (70%)(+USMCR, LDOs, CWO-3: 100%) 2 -year program/AY 20 Grads = 712 Over 2, 200 active students/year CSCDEP - Major (80%)(+USMCR, LDOs, CWO-4: 100%) - 2 -year seminar program/AY 20 Grads = 487 - Over 1, 300 active students/year - @50% SAW, SAMS, SAAS students sourced from CSCDEP each year - ECDEP Program closes SNCOA seat availability gap and expands MCU reach through weekly seminars at all 8 regions for Sgt – Gy. Sgt 15 week instructor facilitated onsite or online program 15 15

Lejeune Leadership Institute • Mission: Provide training, education, and resources that inspire and advance leadership excellence in the Marine Corps. • Background: Established in 2005. Focus has progressively shifted from internal (MCU) to external (Total Force). • Major Projects/Initiatives: - CMC Commanders Program, “Cornerstone” - Executive Education Program (EEP) - Assessments - Marine Leader Development (MLD) pursuant MCO 1500. 61 dtd 28 Jul 2017. - Liaison with DOD, Joint Staff, other Services on issues of leadership and ethics - CMC Professional Reading Program (CPRP) - Russell Leadership Conference (RLC) - Marine Corps Civilian Leadership Development Program (MCCLDP) - Ethics Training & Education 16

History Division Mission: Provide knowledge of the Marine Corps’ past to ensure understanding of the Corps’ future by: • Making the historical experience of the Corps available for practical study and exploitation • Preserving a record of Marine Corps activities and traditions by collecting and maintaining papers and articles of lasting historical interest to the Corps • Achieving a generally accepted realization within the Corps that military history is a basic source of knowledge for solving problems and attaining advances in theory and practice of military science Components: • Histories Branch • Reference Branch • Oral History Section • Editing & Design Branch • Field History Branch • Archives

National Museum of the Marine Corps (NMMC) Mission: Preserving our Past, Influencing the Present, Inspiring the Future Background: • Opened to the public 10 Nov 2006 • Additional galleries opened in 2010 • Accredited by American Alliance of Museums (AAM) in 2012 • Final Phase construction began in 2015 • Private-public partnership with Marine Corps Heritage Foundation • Average ~500, 000 visitors per year; 50, 000+ students on site annually • Two theaters, two restaurants, rifle range, and gift shop on site • Children’s Gallery, Combat Art Gallery, Art Studio with Artist in Residence • Professional curatorial, exhibits, collections, visitor services, education, public affairs, facilities, and admin staff (54 GS billets); Marine detachment (8); ~400 volunteers and docents; security, maintenance, housekeeping, and other contractors; 13 special assistants; three teachers in residence; 10 summer interns Current projects: • Completing Final Phase galleries; cataloging all collections; relocating artifacts to secure, environmentally-controlled Museum Storage Facility; launching traveling art exhibit; receiving AAM re-accreditation; providing increased distance learning opportunities; increased online presence 18

The Brute Krulak Center The Krulak Center supports students and faculty through an interdisciplinary approach to complex problem solving, fosters an environment that enhances our collective warfighting capability, and facilitates and encourages novel solutions to current and future warfighting challenges in order to expand the Corps’ competitive edge and improve our warfighting effectiveness. STUDENT SUPPORT MMS Support Classroom Instruction / Electives Exercise Support Innovation Summit INSTRUCTOR SUPPORT Faculty Development Facilitation Academic Initiatives ADVANCED EDUCATIONAL OPPORTUNITIES Scholars Programs Speaker Series Creative Writing Wargaming OUTREACH / COLLABORATION Social Media Newsletter / Website / You. Tube Channel Non-Resident Fellows Road Show Sister Services/Allies

Center for Regional and Security Studies (CRSS) CRSS prepares Marines for the unknown by developing their ability to anticipate and overcome regional and security challenges associated with operating in culturally complex environments. CRSS houses critical capabilities charged with honing Marines’ cognitive advantage so they can act more effectively during military operations.

MCU Facilities Master Plan Infrastructure Upgrades P-610 Wargaming Center P-719 Enlisted College Support Facility P-676 EWS Academic Facility P-610 MCWAR, SAW and Student Services Building P-674

COVID-19 Contingency Planning • • CG EDCOM Intent – Balance Risk to Force and Risk to Mission – Build on successes from last AY contingency planning – Stay flexible MCU COVID Mitigation Phases – Phase I (Higher Risk) o o HPCON-C or HPCON-B with additional measures “Strictest limitations” including reduced room capacity – Phase II (Moderate-Low Risk) o o HPCON-B or HPCON-A with additional measures Phase II ROE will be conditions based – Phase III (Normal Ops) o o • HPCON-A or “ 0” Most/all COVID restrictions lifted Base Plan (in-person) & Branch Plan (virtual) – All resident OPME schools began AY 20 -21 in-person – BPT shift to Branch Plan (virtual) or implement a “hybrid” approach, as required – CG EDCOM Decision Points every 30 -days 22

MCU Command Brief (AY 20 -21) QUESTIONS