USMC
Force Structure Review
Col Russell E. Smith USMC
Director
MAGTF Integration Division/
Strategic Vision Group
CDD, CD&I, HQMC
30 Apr 2011
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- A Marine Corps in Transition -
Our Guidance As We Began
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SecDef’s Guidance (San Francisco Speech)
 “.. to be at the “tip of the spear” in the future, when the U.S. military is likely to confront a
range of irregular and hybrid conflicts.”
 “… the United States will continue to face a diverse range of threats that will require a more
flexible portfolio of military capabilities.”
 “… flexible and prepared to fight and operate in any contingency – including
counterinsurgency and stability operations.”
 “...the maritime soul of the Marine Corps needs to be preserved,”
 “..challenge is finding the right balance between preserving what is unique and valuable
while making changes needed to win the wars we are in and likely to face.”
 “…the Marines’ greatest strengths: a broad portfolio of capabilities and penchant for
adapting that are needed to be successful in any campaign.”
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SecNav’s Guidance
 “… build on Marine Corp’s willingness to adapt and its steady institutional focus on readiness
and national relevance “
 “ … conduct a capabilities-based force structure review that balances requirements and
capacities throughout the conflict spectrum, across multiple domains (sea, air, ground, and
cyber) “
 “… provide me with recommendations that result in a 21st century expeditionary force in
readiness”
 “… remain capable of being able to project ready-to-fight forces from the sea into potentially
hostile territory”
 “ must remain a well-trained, morally strong, highly disciplined, high-state-of-readiness force,
capable of operating persistently forward in multiple geographic theaters; responding rapidly to
any crisis “
 “… primary goal should be to maximize total force capability and minimize risk …”
 “… rapidly disaggregate and aggregate to increase forward engagement, rapidly respond to
crisis, and rapidly project power in austere locations.”
 “Provide options for headquarters and staff reductions and institutional efficiencies.”
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Expeditionary Force-in-Readiness Defined
Role of the Marine Corps within the Joint Force
 An integrated & balanced air-ground-logistics team
 Fwd deployed and fwd engaged – ever ready to respond and protect as directed
 Responsive & scalable - ready today to respond to the full range of crises & contingencies
 Trained & equipped to Integrate with other Services, Allies and Interagency partners
 The USMC is a Middleweight Force…“light enough to get there quickly,
heavy enough to carry the day upon arrival”
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Force Structure Review Group
(FSRG)
What We Did
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Capabilities-Based Review
A Total Force, Capability-Based Review (Active, Reserve, Civilian)
Senior USMC Leadership for 3 months
3 Star Exec Steering Group - CMC Direct Guidance/Oversight
Objective:
Design a Relevant, Efficient & Effective Force for Crisis Response & Fwd
Engagement with a Single MCO Capacity
* Mitigated Risk Whenever Feasible With an Operational Reserve
* Incorporated Lessons Learned from last 10 years of combat
* Employed OSD Planning Scenarios & Analytic Tools to Test the Force
* Cross Checked Against Approved OPLANS
* Red Team Review Throughout
* Examined Capability Bands Between 175-190K
Sweet Spot
Engagement
Crisis Response
Power Projection
Sustained Op IW/MCO
186.8K Active Force / 39.6K Reserve Force
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Major Initiatives
Ready, regionally focused C2 for crisis response
 Ready operating forces manned at 99% enlisted and 95% officers
 5 regionally aligned JTF capable MEB command elements to support GCCs
 Increased enablers to create a multi-capable force (enablers + general purpose = multi-capable)
Designed for the future
 Restructured logistics groups to increase the depth, availability and responsiveness of our combat
service support
 67% increase in cyber capacity
 Marine Special Operations increased 44% in critical combat and combat service support
 Institutionalized IW organizations
 ISR structured to tightly integrate tactical, operational and strategic capability for distributed and
complex operations
Command structures flattened…new operational construct
 Changed High Demand/Low Density MOS’ to High Demand/Right Density
 A fully integrated operational reserve
 Full spectrum readiness
 Consolidated/reorganized/eliminated 21 active and reserve higher headquarters
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Structural Changes
Operating Forces
Joint/MARSOC/CYBER
 Reduced infantry regiment HQ (8 to 7)
 Reduced infantry battalions (27 to 24)
 Reduced artillery battalions (11 to 9)
 Reduced flying squadrons (70 to 61)
 Reduced wing supt group HQs (3 to 0)
 Increased UAS squadrons (4 to 5)
 Increased Cyber 67% (+250)
 Increased MARSOC 44% (+1000)
 Reorganized all logistics commands
 Consolidated MPs to support law
enforcement requirements
 5 JTF capable MEB HQs for GCCs
 Combined two 3 star HQs & realigned 3
star authorization to Cmdr MARCENT
 High Demand/Low Density are now
High Demand/Right Density
Note: ~26k in Training, Transient,
Patient and Prisoner (T2P2) status
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Training/Supporting Establishment
 Reduced civilian structure (-2979 or 13%)
 Mil-to-civ conversions limited active duty
structure reductions
 Reorganized installations/consolidate
leadership
 Training Command consolidation
 Downgraded three 2 star billets to 1 stars
 Maintained HMX-1, nuclear weapon security,
joint billets, chem-bio incident response and
embassy support
Reserve
 Cadred division, wing, logistics & mobilization
command HQs
 Reduced regimental headquarters (3 to 2)
 Increased civil affairs groups (3 to 5)
 Increased CI/HUMINT (1 to 2)
 Increased ANGLICO (2 to 3)
Next Steps
FY11 Quick Wins
 Fully establish MARCENT MEB CE
 Stop programmed 202k growth
(tanks, AAV, bridge company, combat logistics company)
 Deactivate wing support group headquarters
 Institutionalize irregular warfare organizations
 Consolidate training and education commands & combine staffs
 Halt planned civilian growth *
 Begin reorganization of logistics commands
 Begin Installations reorganization
 Speed up CYBER growth
* Growth in Cyber/Acquisition is likely necessary
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Next Steps
FY12
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
Strengthen manning of Pacific JTF-capable MEB on Okinawa
Begin strengthening manning of MARSOC
Reorganize military police for future IW operations
Consolidate MARFORCOM & II MEF staffs & move 3 star authorization to
MARCENT
 Cadre and consolidate major reserve headquarters
FY13 & Beyond
 Complete establishment of MARFOR MEB HQs at GCCs
 Deactivate infantry regiment
 Complete MARSOC capability and capacity increase
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Way Ahead
 Continue developing, sustaining and enabling the Nation’s
Expeditionary Force in Readiness
 Move forward with implementation
 Conduct DOTMLPF analysis ~ next 6 months
 FSRG results to inform POM 13
 Seek Title 10 changes for improved access to operational reserve
(OSD Support)
 FY12 NDAA DOPMA Relief
(OSD Support)
 Develop a measured way to reduce the force over time “to keep
faith with Marines, families and civilians”
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