MCO 3000.13 MARINE CORPS READINESS REPORTING STANDARD OPERATING PROCEDURES (SOP) 3000

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DEPARTMENT OF THE NAVY
HEADQUARTERS UNITED STATES MARINE CORPS
3000 MARINE CORPS PENTAGON
WASHINGTON , DC 20350-3000

MCO 3000.13
paR
30 Jul 2010
MARINE CORPS ORDER 3000.13
From:
To:

Commandant of the Marine Corps
Distribut ion List

Subj:

MARINE CORPS READINESS REPORTING STANDARD OPERATING
PROCEDURES (SOP)

Ref:

(a) CJCSI 3401.02A, "Global Status of Resources and
Training System (GSORTS)," June 12, 2008
(b) CJCSM 3150.02A, "Global Status of Resources and
Training System (GSORTS ) ," Apr il 29, 2004 (NOTAL )
(c) DOD Directive 7730 . 65, "Department of Defense
Readiness Reporting System (DRRS) ," April 23, 2007
(d) MCO 5311.1D
(e) MCO 3400.3F
(f) MCO 3000.11D
(g) MCO 1553.3A
(h) MCO 3500.26A
(i) MCO 3125.1B
(j) MCO 3500.14
(k) NAVMC 3500 . 14B
(1) NAVMC 3500 .1 8A
(m) NAVMC 3500.70
(n) SECNAV M-5210.1

Encl:

(1) Marine Corps Readiness Reporting SOP Guidance

Reports Required:

Defense Readiness Reporting System Marine Corps (Report Control Symbol
EXEMPT) , par. 4.a. (2)

1. Situation. To promulgate policies and procedures for
reporting readiness on Marine Corps organizations. This Order
amplifies the policies, procedures and reporting requirements
delineated in references (a) through (d) .
2. Cancellation. MCO P3000.13D and Interim Defense Readiness
Reporting System (DRRS) Policy & Procedures for Marine Corps
Units and Installations.

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

MCO 3000.13
30 Jul 2010
3. Mission. This Order provides policy and procedures for
reporting readiness for units, selected installations, and other
organizations in the Marine Corps per references (a) through
(n).
Procedural "how to" guidance is contained in the
appendices.
4.

Execution
a.

Commander's Intent and Concept of Operations

(1) Commander's Intent. The Marine Corps will meet its
Title 10 Readiness reporting responsibilities by providing both
capability and resource related assessments to meet Service and
Department of Defense (DOD) requirements.
(2) Concept of Operations. The Marine Corps will
maintain a single, uniform system for the preparation, approval,
and maintenance of a readiness reporting system. This reporting
requirement is exempt from reports control per reference (n),
part IV, paragraph 7.h.
Future enhancements to the Defense
Readiness Reporting System Marine Corps (DRRS-MC) in support of
evolving DOD requirements will be captured in subsequent changes
to this Order.
b.

Subordinate Element Missions

(1) Deputy Commandant for Plans, Policy and Operations
(DC PP&O)
(a) Establish Service policy, procedures, training,
and guidance on unit readiness reporting.
(b) In coordination with DC I&L, establish Service
policy, procedures, and guidance on installation readiness
reporting in DRRS-MC.
(c) Maintain DRRS-MC per applicable Joint and DoD
directives.
(d) Coordinate proposed Service policies and
procedures with other Services, Combatant Commands, the Joint
Staff, Defense Information Systems Agency (DISA), Deputy Under
Secretary of Defense (Readiness), and the Office of the
Secretary of Defense.

MCO 3000.13
30 Jul 2010
(e) Develop and review every four years mission
statements and core mission essential task lists (METLs) for
ground combat element organizations that DC PP&O is assigned
Marine Air Ground Task Force (MAGTF) advocacy. Develop and
review standards used for MET assessment. Provide METs and
standards to DC, CD&I and COMMMARFORCOM.
(f) Register units, organizations, and installations
in DRRS-MC. Coordinate with DC I&L on which installations will
be designated to report in DRRS-MC.
(g) Integrate USMC readiness initiatives and serve
as the functional advocate for DRRS-MC.
(h) Coordinate the activation, deactivation, and
reassignment of Marine Corps units with the Deputy Commandant,
Combat Development & Integration (CD&I), Total Force Structure
Division (TFSD)
(i) Post and maintain an updated DRRS-MC User's
Guide on PP&O's portal for force and supporting establishment
commanders.
(2)

Deputy Commandant, Installations and Logistics (DC,

I&L)
(a) In coordination with DC PP&O, establish Service
policy, procedures, and guidance on installation readiness
reporting in DRRS-MC.
(b) Coordinate proposed Service installation
reporting policies and procedures with other Services, Combatant
Commands, the Joint Staff, Defense· Information Systems Agency
(DISA), and the Office of the Secretary of Defense.
(c) Coordinate the designation and registration of
selected installations to report in DRRS-MC with DC PP&O and DC
CD&I.
(d) Integrate USMC readiness initiatives relative to
installations.
(e) Develop and review every four years mission
statements and core mission essential task lists (METLs) for
logistic combat element organizations and installations that DC
I&L is assigned MAGTF advocacy. Develop and review standards

MCO 3000.13
30 Jul 2010
used for·MET assessment.
and COMMMARFORCOM.·

Provide METs and standards to DC, CD&I

(f) Identify the readiness reportable ground
principal end items (PEI) and mission essential equipment (MEE)
selected for readiness reporting.
(3) Deputy Commandant, Aviation
(a) Coordinate with PP&O on policy, procedures, and
guidance for aviation unit readiness reporting.
(b) Develop and review every four years mission
statements and core mission essential task lists (METLs) for
aviation combat element organizations that DC Aviation is
assigned MAGTF advocacy. Develop and review standards used for
MET assessment. Provide METs and standards to DC, CD&I and
COMMMARFORCOM.
(4) Deputy Commandant, Combat Development & Integration
(CD&I)
(a) Manage, coordinate, maintain, and serve as the
primary review authority of the Marine Corps Task List (MCTL)
and update it as required. Provide periodic examination of the
MCTL to reflect installation METLs, Unit Core METLs, Named
Operation METLs, and Concept Plan/Operation Plan (CONPLAN/OPLAN)
METLs. Define doctrinal tasks and support operational reporting
requirements.
(b) Coordinate the activation, deactivation, and
reassignment of Marine Corps units and installations with PP&O
and I&L.
(c) Develop and review every four years mission
statements and core mission essential task lists (METLs) for
command element organizations that DC CD&I is assigned MAGTF
advocacy. Develop and review standards used for MET assessment.
(d) Assist Deputy Commandants, Advocates and the
Marine Corps Component Commanders (MARFORs) in the development
of Common Core METLs with conditions and standards for all liketype units and installations.
(e) Establish and maintain a Service organizational
database for unit.METs and associated standards.

MCO 3000.13
30 Jul 2010
(f) Incorporate standardized Unit Core METLs and
associated training standards in Ground and Aviation T&R
Manuals.
(g) Identify, develop, fund and administer an online
distance learning (DL) DRRS-MC training course. Obtain input
from PP&O (POR) , Advocates, the MARFORs, and Commanders of
designated Marine Corps installations regarding DL course
requirements.
(5) Commanding General, Marine Corps Forces Command
(MARFORCOM)
(a) Support the development and periodic review of
common Core METs and associated standards for all like-type
conventional units.
(b) Coordinate with DC CD&I to load Core METs and
associated standards for like-type conventional units into the
Service organizational MET database.
(c) Develop templates for unit Named Operations and
OPLAN/CONPLAN METLs.
(d) Integrate Named Operation and OPLAN/CONPLAN METL
development into force sourcing actions.
(6) Marine Corps Component Commanders (MARFORCOM,
MARFORPAC, MARFORSOC, MARFORCENT, MARFOREUR, MARFORSOUTH,
MARFORSTRAT, MARFORNORTH, MARFORAF, MARFORCYBERCOM, MARFORKOREA,
MARFORRES)
(a) Inform the supporting MARFOR (MARFORCOM,
MARFORPAC, MARFORRES, MARFORSOC) when OPLAN/CONPLAN assessment
requires assigned units to develop and report against
OPLAN/CONPLAN METLs. MARFORSOC is the exception, when they
provide forces to Theater Special Operations Commands (TSOCs).
(b) Establish procedures to monitor the readiness
reporting of subordinate units for accuracy, timeliness, and
validity. Direct corrective action as required.
(c) Support subordinate units'
Inform
Operation and OPLAN/CONPLAN METLs.
and MARFORCOM if such METLs need to become
resourcing and training efforts instead of

development of Named
HQMC (PP&O), MCCDC,
the focus of
Core Unit METLs.

MCO 3000.13
30 Jul 2010
6.

Command and Signal

a. Command.
Total Force.
b.

Signal.

This Order is applicable to the Marine Corps
This
Order

.i}

)~:;;;: :,gned

T. D. WALDHAUSER
Deputy Commandant for
Plans, Policies and Operations
DISTRIBUTION:
Copy to:

PCN 10203045300
8145001
USCINCSTRATACOM/J3 (10)
Joint Staff
USCINCCENT/ccj3 (10)
J-1
USCINCEUCOM/ECJ3-FD (10)
J-38
USCINCTRANSCOM/DOCR (10)
J-6I
USCINCPACCOM/J34 (10)
J-7/EAD/JDED
USCINCSOUTHCOM/SCJ3-0POS-JOC (10)
DISA/JSSC (1)
USCINCSPACECOM/J-3CO (10)
CSA/DAMO-ODR (5)USCINCSOCOM/J3 (10)
CSAF/XOOOC (5) USJTFORCESCMD/J331 (10)
CNO/OP642E (5)

MCO 3000.13
30 Jul 2010
(d) Integrate Named Operation and OPLAN/CONPLAN
METLs into unit deployment orders as appropriate.

(e) Support DRRS-MC development, testing and
training.
(7) Marine Corps Forces Special Operations Command
(MARFORSOC)
(a) Support the development and periodic review of
common Core METs and associated standards for special operations
units.
(b) Coordinate with CD&I to load common Core METs
and associated standards for all like-type special operations
units into the Service organizational MET database.
(c) Develop templates for special operations unit
Named Operation and OPLAN/CONPLAN METLs.
(d) Support DRRS-MC development, testing, and
training.
(8) U.S. Marine Corps Bases Atlantic and Pacific
(a) Supervise DRRS-MC reporting for selected
installations upon direction of HQMC, I&L.
(b) Coordinate DRRS-MC development, testing, and
training for subordinate installations.
(9) Reporting Units, Organizations, and Installations.
Assess their organizations in DRRS-MC.
5.

Administration and Logistics

a. Recommendations concerning the contents of this Order
may be forwarded to CMC PP&O (POR) via the appropriate chain-ofcommand.
b. Records created as a result of this directive shall
include records management requirements to ensure the proper
maintenance and use of records, regardless of format or medium,
to promote accessibility and authorized retention per the
approved records schedule and reference (n).

MCO 3000.13
30 Jul 2010

LOCATOR SHEET
SUbj:

MARINE CORPS READINESS REPORTING STANDING OPERATING
PROCEDURES (SHORT TITLE: MARINE CORPS READINESS SOP)

LOCATION:
(Indicates the location(s) of copy(ies) of this Order.)

MCO 3000.13
30 Jul 2010
RECORD OF CHANGES
Log completed change action as indicated.
Change
Number

Date of
Change

Date
Entered

Signature of Person
Incorporated Change

MCO 3000.13
30 Jul 2010

•
TABLE OF CONTENTS
TITLE

IDENTIFICATION

PAGE

Chapter 1

READINESS OVERVIEW

11.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Background . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Reporting Organizations ............ 1-2
Core and Assigned Readiness
Assessments . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Reporting Occasions . . . . . . . . . . . . . . . . 1-3
Reporting Channels . . . . . . . . . . . . . . . . . 1-5
Security Classification ............ 1-6
Release and Access to Reports ...... 1-7
Codes for Report Submissions ....... 1-7

Table 1-1

Reporting Occasions . . . . . . . . . . . . . . . . 1-3

Chapter 2

PERSONNEL

1.
2.
3.
4.
5.
6.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
Reporting Requirements ............. 2-1
Task Organization . . . . . . . . . . . . . . . . . . 2-3
Personnel Remaining Behind From
Deployment . . . . . . . . . . . . . . . . . . . . . . . . . 2-3
Employ/Deploy Codes . . . . . . . . . . . . . . . . 2-3

Figure 2-1
Table 2-1

Personnel Percentages . . . . . . . . . . . . . . 2-1
P-Ratings . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2

Chapter 3

EQUIPMENT

1.
2.
3.
4.
5.
6.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Reporting Requirements . . . . . . . . . . . . . 3-1
Reportable Equipment . . . . . . . . . . . . . . . 3-1
S-Rating: Equipment And Supplies ... 3-2

2.
3.
4.

5.
6.

7.
8.
9.

10.

MCO 3000.13
30 Jul 2010
IDENTIFICATION
7.

8.
9.

10.
Table 3-1

TITLE

PAGE

R-Rating: Equipment Condition ...... 3-3
Task Organization . . . . . . . . . . . . . . . . . . 3-4
Equipment Remaining Behind From
Deployment . . . . . . . . . . . . . . . . . . . . . . . . . 3 - 4
Employ/Deploy Codes . . . . . . . . . . . . . . . . 3-4

Table 3-2

Equipment and Supplies
(S-Rating) . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Equipment Condition (R-Rating) ..... 3-3

Chapter 4

MET ASSESSMENTS

2.
3.
4.
5.
6.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
MET Assessment . . . . . . . . . . . . . . . . . . . . . 4-1
Assessment Definitions . . . . . . . . . . . . . 4-2
Required Remarks . . . . . . . . . . . . . . . . . . . 4 - 3

Chapter 5

TRAINING

l.
2.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Training (T-Rating) . . . . . . . . . . . . . . . 5-1
Mandatory Training Remarks . . . . . . . . . 5-1
Training Reason Codes . . . . . . . . . . . . . . 5-2

Table 5-1

T-Rating Calculation . . . . . . . . . . . . . . . 5-1

Chapter 6

CHEMICAL, BIOLOGICAL, AND NUCLEAR
(CBRN) DEFENSE

2.
3.
4.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Reporting Requirements . . . . . . . . . . . . . 6-1

Table 6-1
Table 6-2

CBRN Defense Equipment S-Ratings ... 6-2
CBRN Defense Training T-Rating ..... 6-2

3.
4.
5.

MCO 3000.13
30 Jul 2010
IDENTIFICATION

TITLE

PAGE

Chapter 7

COMMANDER'S ASSESSMENTS

1.
2.
3.

4.
5.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Reporting Requirements ............. 7-1
Guided Remarks . . . . . . . . . . . . . . . . . . . . . 7-4

Appendix A

PERSONNEL PROCEDURES

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
Assembly of Personnel
Information . . . . . . . . . . . . . . . . . . . . . . . . A-1
Personnel Location . . . . . . . . . . . . . . . . . A-1
Type Personnel Codes (TPERS) ....... A-1
Personnel Adjustments for Task
Organization . . . . . . . . . . . . . . . . . . . . . . . A-1
Mandatory Personnel Remarks ........ A-2
Personnel Reason Codes ............. A-3
Employ/Deploy Codes . . . . . . . . . . . . . . . . A-3

2.
3.

4.
5.
6.
7.

Figure A-1

Personnel Task Organization
Adjustments . . . . . . . . . . . . . . . . . . . . . . . . A-2

Appendix B

EQUIPMENT PROCEDURES

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1
Assembly of Equipment
Information . . . . . . . . . . . . . . . . . . . . . . . . B-1
MEE Location . . . . . . . . . . . . . . . . . . . . . . . B-1
Equipment Adjustments for Task
Organization: S-Ratings ............ B-1
Mandatory Equipment Remarks ........ B-1
Equipment Reason Codes ............. B-2
Employ/Deploy Codes . . . . . . . . . . . . . . . . B-2

2.
3.

4.
5.
6.
7.

Figure B-1

Equipment Task Organization
Adjustments . . . . . . . . . . . . . . . . . . . . . . . . B-2

Appendix C

MET ASSESSMENT

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-1

MCO 3000.13
30 Jul 2010
TITLE

IDENTIFICATION

PAGE

Assembly of Information ............ C-1
MET Assessment Guidance ............ C-1

Table C-1

MET Assessment Guidance ............ C-1

Appendix D

CHEMICAL, BIOLOGICAL, RADIOLOGICAL
AND NUCLEAR DEFENSE (CBRN) READINESS
REPORTING PROCEDURES

1.
2.
3.
4.
5.
6.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1
Procedures . . . . . . . . . . . . . . . . . . . . . . . . . D-1
CBRN Defense Equipment (S-Rating) .. D-1
CBRN Defense Training (T-rating) ... D-4
CBRN Defense Overall Readiness
Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-4
CBRN Forecast . . . . . . . . . . . . . . . . . . . . . . D-4

Appendix E

COMMANDER'S ASSESSMENT PROCEDURES

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-1
Reporting Procedures ............... E-1
Mandatory Remarks . . . . . . . . . . . . . . . . . . E-4

2.
3.
Table
Table
Table
Table
Table

E-1
E-2
E-3
E-4
E-5

C-Level Definitions . . . . . . . . . . . . . . . . E-1
C-Level Reason Codes ............... E-2
Assessment Correlation ............. E-2
PCTEF Definitions . . . . . . . . . . . . . . . . . . E-3
Mission Capability Assessment
Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . E-3

Appendix F

WORKSHEETS

1.
2.
3.
4.

Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . F-1
Personnel Worksheet . . . . . . . . . . . . . . . . F-1
Equipment Worksheet . . . . . . . . . . . . . . . . F-3
CBRN Defense Worksheet ............. F-6

Figure F-1
Figure F-2
Figure F-3

Personnel Worksheet . . . . . . . . . . . . . . . . F-3
Equipment Worksheet . . . . . . . . . . . . . . . . F-5
CBRN Equipment Worksheet ........... F-6

MCO 3000.13
30 Jul 2010
IDENTIFICATION

TITLE

PAGE

Appendix G

READINESS TABLES

Table G-1
Table G-2

Reason Codes . . . . . . . . . . . . . . . . . . . . . . . G-1
Current Status and Activity
Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . G- 6
Type Personnel Code Descriptions ... G-7
Deployable Personnel ............... G-8
Non-deployable Personnel ........... G-9
Percentage Employed/Deployed ....... G-10
Major Commands/Reporting
Organizations . . . . . . . . . . . . . . . . . . . . . . G-11

Table
Table
Table
Table
Table

G-3
G-4
G-S
G-6
G-7

Appendix H

ABBREVIATIONS

Appendix I

GLOSSARY

MCO 3000.13
30 Jul 2010
Chapter 1
Readiness Overview
1. Purpose. This Chapter outlines general policy for
operational readiness reporting. It includes information on
which organizations report, reporting occasions, reporting
channels, security, and the release of readiness data outside of
the Marine Corps.
2.
Policy. Reference (a) contains the general provisions,
detailed instructions, and formats to submit readiness data in
support of joint requirements. Supplemental instructions are
provided by this Order. This Order is the governing authority
for all Marine Corps readiness reporting requirements.
Development or use of any additional software, reporting
formats, local standards or definitions within any part of
readiness reporting requires prior authorization from DC PP&O
(POR) .
3.

Background

a. Readiness. Readiness is defined as the ability of U.S.
military forces to fight and meet the demands of the national
military strategy. Readiness is the synthesis of two distinct
but interrelated levels.
(1) Unit Readiness. The ability to provide capabilities
'required by the combatant commanders to execute their assigned
missions. This is derived from the ability of each unit to
deliver the outputs for which it was designed. Unit readiness
is reported by the military services.
(2) Joint Readiness. This is the combatant commander's
(CCDR's) or Joint Task Force (JTF) Commander's ability to
integrate and synchronize ready combat and support forces to
execute assigned missions. Accurate and timely unit readiness
reports are essential for Joint Readiness reporting.
b. Legal Requirement To Report Readiness. Title 10,
section 153a.3.C., United States Code (USC) directs the Chairman
of the Joint Chiefs of Staff to advise the Secretary of Defense
on critical deficiencies and strengths in force capabilities
identified during the preparation and review of contingency
plans. Title 10, section'l17, USC directed the Secretary of
Defense to establish a comprehensive readiness reporting system
that would measure in an objective, accurate, and timely manner

1-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
the capability of the u.s. military to carry out the National
Security Strategy, Defense Planning Guidance, and the National
Military Strategy. Title 10, section 5042b.2, U.S.C. directs
Headquarters, Marine Corps, to investigate and report upon their
efficiency and preparation to support military operations by
combatant commanders.
c. Uses. Readiness information supports in priority order:
crisis response planning, deliberate or peacetime planning, and
management responsibilities to organize, train, and equip
combat-ready forces for the unified commands. Readiness
reporting information is also used in: Service testimony,
reports to Congress, the Chairman of the Joint Chief of Staff's
Readiness System and other venues.
4.
Scope. This Order applies to all Marine Corps readiness
reporting organizations.
5.

Reporting Organizations

a. Organizations Required to Report. Combat, combat
support, and combat service support units of the Marine Air
Ground Task Forces (MAGTFs), MARFORs, and designated
organizations and installations will report their readiness.
Each type of organization is deployable, designed for
warfighting, or provides support to the warfighting Marine.
These will include designated task organized units.
b. Organizations Not Under MARFOR Operational Control.
Marine Corps organizations passed OPCON to a non-Marine Corps
command will submit their reports through DRRS-MC. This applies
to units in contingency operations and aviation squadrons
participating in Navy carrier integration.
c. Non-Marine Corps Organizations OPCON to Marine
Organizations. Those organizations will report their readiness
per their channels, not in DRRS-MC. Exceptions may be requested
of PP&O, POR, through the chain of command.
d. Readiness Reporting Organizations. Only organizations
designated by PP&O, POR will submit readiness reports. Requests
for organizations to report in DRRS-MC will be forwarded to
PP&O, POR through the chain of command.
6.
Core and Assigned Readiness Assessments. The readiness
reporting system allows commanders of reporting organizations to
uniformly determine and accurately report their organizations'

1-2

Enclosure (1)

MCO 3000.13
30 Jul 2010
ability to accomplish the core (wartime) mission for which the
organization was designed via a C-level and core mission
capability assessment. When applicable, commanders will also
capture their organizations' ability to accomplish assigned
missions via the Percent Effective (PCTEF) level and an assigned
mission capability assessment. All these assessments can be
captured in a single report.
a.
C-Level and PCTEF Assessments. Both assessments
indicate the degree to which a unit has achieved prescribed
levels of fill for personnel and equipment, the materiel
condition of available equipment, and the training proficiency
status of the unit. C-level and PCTEF are discussed in Chapter
7.

b. Core and Assigned Mission Capability Assessments. The
most significant aspect of readiness reporting is the
requirement for Commanders to assess their organizations'
capabilities to accomplish their mission essential tasks (METs)
to specified conditions and standards. Those assessments are
then used by Commanders to assess their organizations'
capabilities to accomplish their missions. These assessments
are discussed in Chapter 4.
7. Reporting Occasions. Reports will be submitted within 24
hours of the occasions listed in Table 1-1 for the organizations
specified. Units will continue to report when deployed for
training, deployed in response to a crisis, deployed in
execution of an OPLAN, and in combat. occasions that require
the report to include PCTEF/assigned mission capability
assessments are shown in the right most column of Table 1-1.

occasion

Table 1-1 --Reporting Occasions
Units
MARFOR
Installations

30 days since last
report
90 days since last
report
Activation or
deactivation
Change in C-Level
Change in Percent
Effective (PCTEF)

PCTEF/
Assign
Msn

X
X

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MCO 3000.13
30 Jul 2010
Change in core
Mission Assessment
(Yes, Qualified Yes,
No)
Change in assigned
Mission Assessment
(Yes, Qualified Yes,
No)
Change in
Administrative
Control (ADCON) or
Operational Control
(OPCON)
Change of location of
command element
Change of geographic
location of unit's
personnel or
equipment (e.g.
mobilized reserve
unit's arrival at
Site of Initial
Activation, a unit's
arrival at CAX, or
arrival overseas)
Employed in support
of an in-lieu mission
(one that does not
match the core
mission)
Assignment to Named
Operations (e.g.
Operation Iraqi
Freedom) or
Operational
Plan/Concept Plan
(OPLAN/CONPLAN) by D-

Assignment to
Security, Transition,
and Reconstruction
(SSTR) mission

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MCO 3000.13
30 Jul 2010
Receipt of an order
to execute any of
these missions:
homeland defense,
homeland security,
peacekeeping, peace
enforcement,
humanitarian
assistance,
consequence
management, counterdrug, civil
disturbance, and
natural disaster
relief (including
wildfire fighting)
Receipt of an alert,
formal warning, or
execute order for
deployment or NLT 90
days prior to
deployment, whichever
comes first
12 months prior to a
Reserve unit's
planned activation
date
Mobilization of
Reserve unit

a.
Increased Reporting Frequency. The Chairman of the
Joint Chiefs of Staff may require organizations to report more
frequently.
Combatant commanders may require assigned units, or
units over whom they exercise OPCON, to report more frequently.
DC PP&O, and Marine Forces (MARFORs) may also require increased
reporting frequency and more detailed remarks to provide updated
information for crisis planning.
b. Reporting Intervals. MARFORs may set submission dates,
within the reporting occasions, to stagger the reporting
intervals for organizations OPCON to them (e.g. battalions
report on 1 st of month, regiments report on 10th of month) .
8. Reporting Channels. Readiness reports are the
responsibility of the organization commander and must reflect
the commander's best military judgment regarding the
organization's readiness. Organizations submit their reports

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MCO 3000.13
30 Jul 2010
directly into DRRS-MC, and the use of DRRS-MC software is
mandatory.
Coordination of readiness issues with higher,
supported, and supporting commands ensures a shared
understanding of unit capabilities and any support that may be
required.
Commanders and staffs must avoid actions which may
impair the submission of timely, accurate, and complete
readiness assessments by subordinate organizations. Higher
headquarters will not require higher level review of reports
prior to submission or direct minimum levels of reported
readiness.
a.
Edit of Reports.
Report originators will be notified of
reports processed and errors detected. Erroneous reports will
be corrected and resubmitted within 24 hours of notification.
b.
Review of DRRS-MC Data. DRRS-MC resource data is
maintained in the GSORTS database by the Defense Information
Systems Agency. Resource data and mission and MET assessments
can be accessed through DRRS-MC with the Marine Readiness
Management Output Tool (MRMOT). Reporting organizations at all
levels must develop an audit program to periodically check
readiness reports for accuracy. Higher headquarters are not
authorized to change subordinate organization readiness reports,
except to correct computation errors or administrative errors.
9.

Security Classification

a.
The classification of readiness data will be based on
the highest classified item in the report. Top Secret
information will not be reported.
Protection of classified
information shall be per: DOD Instruction 5200.01 (DOD
Information Security Program and Protection of Sensitive
Compartmented Information; SECNAVINST 5510.36A), Department Of
The Navy (DON) Information Security Program (ISP) Instruction;
and the Chairman of Joint Chiefs of Staff Manual on GSORTS
(CJCSM 3150.02A).
b.
The policy guidance contained in this paragraph is
specifically applicable to reports that are submitted in
compliance with the provisions of this Order and to information
contained in or extracted from those reports following their
submission.
The provisions of this paragraph are not applicable
to information regarding personnel status, equipment status, or
training status of organizations, people or equipment that
resides in or is derived from other databases or systems.

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MCO 3000.13
30 Jul 2010
c. Confidential. C-level, PCTEF, and core/assigned
capability mission assessments for a battalion, squadron,
installation or smaller unit are confidential.
d. Secret. C-level, PCTEF, and core/assigned capability
mission assessments for organizations larger than a battalion,
squadron, or installation are secret.
e. Top Secret. Top secret information will not be included
in readiness reports.
10. Release and Access to Reports. Marine Corps readiness
information will not be released outside the Department of
Defense without the written approval of PP&O, POR. Outside
agencies with a valid need-to-know and the appropriate clearance
should submit requests to PP&O, POR.
11. Codes for Report Submissions. Appendix G contains codes
for readiness report submissions that are not contained in the
other chapters and appendices.

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MCO 3000.13
30 Jul 2010
Chapter 2
Personnel
Purpose.
reporting.
1.

This chapter outlines policy for personnel

2. Policy. Reporting of personnel to determine a Personnelrating (P-rating) is based on the unit's ability to provide
deployable, military occupational specialty (MOS) qualified
personnel to accomplish its missions.
It is one of the four
measured areas that are factors in determining a unit's Clevel.
P-ratings may also be used as part of the standards
for a unit's METs. Reportable personnel will be accounted for
by only one organization at a time.
3. Scope. This section applies to Marine Corps readiness
reporting units, not installations or MARFORs.
Intermediate
level commands will provide a sUbjective assessment of their
personnel resource rating based upon the resource ratings of
subordinate units.
4. Reporting Requirements. Personnel readiness policy is
explained in this chapter. Personnel guidance on reporting
procedures, mandatory remarks, and reason codes are contained
in Appendix A.
a.
P-Rating. Units will determine the P-rating based on
the lower percentage of the PERSONNEL STRENGTH and MOS FILL
calculations. Figure 2-1 depicts the formulas for calculating
these percentages; Task organized units and units detaching
personnel to task organized units will comply with paragraph 5
of this chapter when calculating personnel percentages. Table
2-1 depicts how the percentages determine the P-rating. The
P-rating will be calculated as of the time of the report and
will not be a future projection. P-ratings of less than 1
require reason codes and remarks per Appendix A .
.Figure 2-1.--Personnel Percentages
Personnel Strength Percentage

(Assigned Strength - Nondeployables/Structure Strength) X 100

MOS Fill Percentage
(MOS Fill - Nondeployables/Structure Strength) X 100

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MCO 3000.13
30 Jul 2010
Rule

Table 2-1.--P Ratings
P2
P3

Personnel
Strength

£.90%

80-89%

70-79%

<70%

MOS Fill

2:,85%

75-84%

65-74%

<65%

b. Structure Strength. The Total Force Structure
Management System (TFSMS) is the authoritative source for
obtaining a unit's table of organization (T/O) Structure
Strength data; minus any individual mobilization augmentation
(IMA) billets or unfilled Navy billets identified with a "M"
code (medical billets to be augmented by the hospital staff).
Site support personnel will not be counted in Reserve units.
Task organized units will obtain their personnel Structure
Strength from the unit's manning documents. Task organized
units and the units providing personnel to task organized
units will adjust their Structure Strength per paragraph 5 of
this chapter. Occasionally, the majority of a unit will
deploy, but still retain personnel at their home station.
Those units will compute their structure strength per
paragraph 6 of this chapter.
c. Assigned Strength. The Marine Corps Total Force
Structure System (MCTFS) is the authoritative source for unit
personnel status, which should be used to help determine the
Assigned Strength. Reporting units will list their entire
assigned strength, minus any contingency billets (read as a
"C" type billet on a unit's T/O) or unfilled Navy billets
identified with an "M" code (medical billets to be augmented
by the hospital staff). Task organized units and the units
providing personnel to task organized units will adjust their
Assigned Strength per paragraph 5 of this chapter. Units that
are deployed, but still retain personnel at home station will
compute their assigned strength per paragraph 6 of this
chapter.
d. MOS Fill. The MOS FILL is determined by taking the
number of personnel matched against T/O line number billets by
MOS. A unit will report Marines filling T/O billets using
either a primary or additional MOS, but not both. One Marine
cannot fill two billet lines, even if that Marine has two
MOSs. Each person will be aligned with a specific T/O line
number by MOS, and the rank may vary one above or one below
that listed in the T/O, if it's the same MOS. Marines
assigned to billets such as Scout Sniper, will use their

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MCO 3000.13
30 Jul 2010
primary MOS with a necessary skill designator to match against
the unit's T/O (i.e., 0369 with a billet MOS of 8541 Scout
Sniper). In cases where line numbers require more than one
MOS, each MOS must match to count as an MOS match.
e. Non-Deployable Personnel. The criteria for
determining a non-deployable status and the codes for listing
them are depicted in Tables G-4 and G-5.
f.
Critical MOSs. Units will identify the three most
critical PMOSs that have the largest detrimental impact on the
unit's readiness per Appendix A.
5. Task-Organization. Task organized units gaining personnel
and the units providing them personnel will adjust their
personnel quantities. Coordination must occur between the
task organized and providing units to avoid double counting of
personnel. Remarks explaining the personnel adjustments will
remain in the task organized and providing units' reports
until the detachments are returned to the providing units or
transferred elsewhere.
a. Task Organized Units Gaining Personnel. Task
organized units that receive detachments of personnel will
increase their Assigned Strength, Structure Strength, and MOS
Fill quantities.
b. Units Providing Personnel to Task Organized Units.
The Assigned Strength and MOS Fill quantities will be
subtracted from the providing unit(s). Do not subtract the
Structure Strength from the providing unit.
6.
Personnel Remaining Behind From Deployment. When an
active duty unit deploys and has personnel that still belong
to the unit remaining behind, the commander will still
consider them in the P-rating calculation and C-level
assessment. They will not be considered in PCTEF, assigned
MET and mission assessments.
If some of these personnel are
subsequently transferred to another unit, their quantity is
removed from the assigned strength, not the structure
strength. This policy is not applicable to Reserve units,
because remain behind personnel are transferred to another
unit upon deployment.
7. Employ/Deploy Codes. When five percent (5%) or more of a
unit's personnel are detached to deploy with another unit, the

2-3

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Mea 3000.13
30 Jul 2010

providing unit will use the employ/deployed codes from
Appendix G, Table G-6 to report the percentage deployed.

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MCO 3000.13
30 Jul 2010
Chapter 3
Equipment
1. Purpose. This chapter outlines policy for equipment
reporting for both equipment and supplies on hand (S-rating),
and equipment condition (R-rating). The S-rating is a materiel
measurement of an organization's possessed equipment quantity
against its designed requirement. The R-rating indicates the
materiel condition of the organization's possessed equipment.
2. Policy. Reporting on equipment to determine a S-rating and a
R-rating is based on the unit's ability to provide the
quantities and quality of equipment to accomplish its missions.
The Sand R ratings are two of the four measured areas that are
factors in determining a unit's C-level. Sand R-ratings may
also be used as part of the conditions for an organization's
METs. Equipment will be accounted for by only one organization
at a time, and the present materiel status, not future
projections, will be used. Active and Reserve units will
compute their Sand R-ratings in the same way.
3. Scope. This section applies to Marine Corps readiness
reporting units.
It does not apply to installations or MARFORs.
Intermediate level commands will provide a subjective assessment
of their equipment ratings based upon their subordinate units' S
and R ratings.
4. Reporting Requirements. Materiel readiness policy is
explained in this chapter. Materiel guidance on reporting
procedures, mandatory remarks, and reason codes are contained in
Appendix B.
5. Reportable Equipment. Selected pieces of equipment are
designated to accurately capture the equipment readiness of
Marine Corps units. The selected equipment is reported as
either mission essential equipment (MEE) or principal end items
(PEl) .
a. Ground Equipment. Reference (f) defines MEE and PEl for
ground equipment and sets forth the procedures for updating
them. Updated MEE and PEl are published in Marine Corps
Bulletin 3000.
b. Aircraft and Aviation Support Equipment. Flying
squadrons, to include MEU(ACE) designated squadrons, will
consider their aircraft as MEE when calculating their Sand R3-1

Enclosure (1)

Meo 3000.13
30 Jul 2010
ratings. Flying squadrons will not calculate aviation support
equipment as PEl. MALS will calculate Sand R-ratings using
aviation support equipment as PEl.
6. S-Rating: Equipment and Supplies. Units will calculate a Srating as of the time of the report and report the lowest Srating between the MEE and PEl calculations. Task organized
units and units detaching equipment to task organized units will
comply with paragraph 8 of this chapter when calculating Sratings. Table 3-1 depicts the criteria for these calculations.
Table 3-1 --Equipment and Supplies (S-Rating)
Rule
Sl
S2
S3
1. Mission Essential
Equipment (MEE)
Total Service-selected
mission-essential
equipment possessed
divided by prescribed
wartime requirements
[UTR]
T.otal In Reporting
Status aircraft
possessed divided by
prescribed wartime
requirement (PMAA)
2. Support Equipment
(PEl)
Total Service-selected
principal end-items
possessed divided by
prescribed wartime
requirement [UTR]

->90%

80-89%

65-79%

<65%

->90%

80-89%

60-79%

<60%

->90%

80-89%

65-79%

<65%

a. Prescribed Wartime Requirement. The Total Force
Structure Management System (TFSMS) is the authoritative source
for obtaining a unit's table of equipment (TIE) data for ground
equipment. The TIE prescribed wartime requirement appears in
the AAO column, which will be changed in the future to read Unit
TIE Requirement (UTR). The Primary Mission Authorized Aircraft
(PMAA) quantity is the prescribed wartime requirement for
tactical aircraft. The PMAA is published in the Marine Aviation
Plan. Task organized units will use their sourcing document or
equipment density list (EDL) for their prescribed wartime
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MCO 3000.13
30 Jul 2010
requirement. The prescribed wartime requirement for aviation
support equipment comes from the Support Equipment Resources
Management Information System (SERMIS).
b.
Possessed Equipment. Ground and aviation supply
regulations determine the possession status of equipment.
Excess possessed equipment (quantities above the prescribed PEl
and MEE wartime requirement) will not be used to calculate the S
or R-ratings for non-intermediate units, but will be mentioned
in the report's remarks.
c.
Intermediate Level Commands.
Intermediate commands
should consider the impact of any excess equipment in their
subordinate units when making a subjective S-rating assessment.
7. R-Rating: Equipment Condition. Units will calculate a Rrating as of the time of the report and report the lowest Rrating between the MEE and PEl calculations. Applicable
maintenance directives determine a mission capable status.
Excess possessed equipment (quantities above the prescribed
wartime requirement) will not be used in the R-rating.
Further
guidance on aircraft status is defined in OPNAVINST 5442.4 and
OPNAVINST 4790.2. Table 3-2 depicts the criteria for the Rrating calculations.
Table 3-2 --Equipment Condition (R-Rating)
R3
Rl
R2
Rule
1. Mission Essential
Equipment (MEE)
Total Service-selected
mission-essential
equipment available and
>90%
70-89%
60-69%
"mission capable"
divided by total
possessed
Total In Reporting
Status aircraft mission
capable divided by
total aircraft In
Reporting Status

60-74%

>75%
-

3-3

50-59%

<60%

<50%

Enclosure (1)

MCO 3000.13
30 Jul 2010
2. Principal End Item
(PEl)
Total Service-selected
principal end-items
available and mission
capable divided by the
total possessed

70-89%

>90%
...

60-69%

<60%

8. Task Organization. Task organized units and the units
providing them equipment will adjust their equipment quantities
as described below. Coordination must occur between the task
organized and providing units to avoid double counting of
equipment. The adjustments will remain in the task organized
and providing units' reports until the detachments are returned
to the providing units or transferred elsewhere.
a. Task Organized Units Gaining Equipment. Task organized
units that receive detachments of equipment will increase their
possessed and prescribed wartime requirement quantities.
b. Units Providing Equipment to Task Organized Units. The
possessed quantities will be subtracted from the providing
unit(s). Do not subtract the prescribed wartime requirement
quantities.
9. Equipment Remaining Behind From Deployment. When an active
duty unit deploys and has equipment that still belongs to the
unit remaining behind, the commander will still include that
equipment in the Sand R-rating calculations and the C-Ievel
assessment. They will not be considered in PCTEF or assigned
MET and mission assessments. This policy is not applicable to
Reserve units, because remain behind equipment is transferred to
another unit when they deploy.
10. Employ/Deploy Codes. When five percent (5%) or more of a
unit's equipment is detached to deploy with another unit, the
providing unit will use the employ/deployed codes from Appendix
G, Table G-6 to report the percentage deployed.

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Enclosure (1)

MCO 3000.13
30 Jul 2010
Chapter 4
MET Assessments
1. Purpose. This chapter outlines policy for assessing mission
essential tasks (METs).
2.
Policy. METs will be developed per references (g) and (h)
Core METs are published within Training and Readiness manuals
and form the foundation for a community's T&R standards. A
mission essential task list (METL) contains the list of a
command's essential tasks with appropriate conditions and
performance standards to assure successful mission
accomplishment. The assessment of METs will be based on the
organization's present state, not a future projection. Guidance
on MET assessment procedures is contained in Appendix C.
3. Scope. All readiness reporting units (including
intermediate commands), installations, and MARFORs will assess
their METs.
4.

MET Assessment

a. General. A MET is an event in which a unit or
organization must be proficient to be capable of accomplishing an
appropriate portion of its wartime mission. All readiness
reporting Marine Corps organizations will have a mission
essential task list (METL). Assessments at all levels will
include evaluations of the resources available and training
readiness to perform METs to prescribed standards. The
assessments will assist the commander in determining the
organization's ability to execute core and assigned missions.
Reference (h) provides a common language that commanders can use
to document their warfighting requirements as METs. The METs in
reference (h) are architecturally linked to the Universal Joint
Task List (UJTL), which includes strategic-national, strategictheater, and operational level of war tasks used by joint task
forces and Combatant Commanders.
b. Types of MET Assessments. Commanders will assess METs
for three types of missions: Core, assigned Major Operational
Plans/Concept Plans (OPLANs/CONPLANs), and assigned Named
Operations.
(1) Core METs.
Core METs define the design capabilities
of a unit and are developed using tasks documented in the Marine
Corps Task List (MCTL), reference (h). Core METs are reflected

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Enclosure (1)

MCO 3000.13
30 Jul 2010
in the T&R manuals and provide the foundation for a community's
T&R standards. The conditions and standards for training to
Core METs are reflected by events which serve as the measures to
gauge readiness against the performance of the task.
Personnel
and equipment standards for Core METs are developed by DC CD&I
Total Force Structure and can be found within the Service
organizational MET database.
Core METs are standardized for all
units of the same type and are used to develop the community's
T&R Manual. Core METs form the basis for the METL and
additional METs are added or refined as required. Units without
approved Core METs will establish their own (with conditions and
standards), based on established doctrine, METLs of similar
units, higher headquarters' METLs, and Marine Corps
publications. The MCTL contains Marine Corps tasks approved by
Marine Corps Combat Development Command, Combat Development and
Integration (MCCDC, CD&I).
(2) Major OPLAN/CONPLAN METs. Major OPLANs/CONPLANs are
plans that require level four detail (established Time-Phased
Force & Deployment Data (TPFDD», per the Contingency Planning
Guidance. When tasked by higher headquarters, units that have
been assigned in support of major OPLANs/CONPLANs will use
OPLAN/CONPLAN specific METs and will report their readiness to
support these missions. The commander checks the baseline METL
derived from core tasks and adjusts to add, delete, and/or
modify METs as appropriate during mission assessment of the
warplan. The supported Marine Corps Component Commanders are
the approving authorities for OPLAN/CONPLAN specific METs for
their major subordinate units, and will ensure unit METLs
support Combatant Commander capability requirements. U.S.
Marine Corps Forces Command will develop and maintain METL
templates for various missions (e.g., provisional security
operations) to support this process.
(3) Named Operation METs. Named operations are those
operations designated as such by the Joint Chiefs of Staff (e.g.
Operation IRAQI FREEDOM). They will be assessed when 25 percent
or more of a unit deploys or prepares to deploy in support of a
named operation. Core METs, OPLAN/CONPLAN METs, METL templates,
and deployment guidance provide the basis for the development
and refinement of named operation METs. When such an operation
or deployment requires specific or additional skills, the
commander revises the unit's METL accordingly and submits to the
next higher level of command for approval.
5. Assessment Definitions. The Commander will assess his METs
as Yes, Qualified Yes, or No. The definitions for those

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Enclosure (1)

MCO 3000.13
30 Jul 2010
assessments are below. Table C-1 in Appendix C provides more
in-depth information to assist with MET assessment.
a. Yes "Y" Assessment. The organization can accomplish the
task to standard under the specified conditions. A "Y"
assessment should reflect demonstrated performance in training
or operations whenever possible. A "Y" assessment indicates an
organization possesses the necessary resources or those
resources explicitly identified in its MET to allow it to
execute when ordered.
b. Qualified Yes "Q" Assessment. The organization is
expected to accomplish the task to standard under most
conditions, but this performance has not been observed or
demonstrated in training or operations. Organizations assessing
their task as "Q" may be employed for those tasks. The unit
possesses the necessary resources or those resources have been
explicitly identified to the organization to allow it to execute
when ordered.
c. No "N" Assessment. The organization is unable to
accomplish the task to standard at this time.
6. Required Remarks.
If any METs are assessed as "No", explain
the capability shortfall, as well as the resources, training, or
forces required to resolve the shortfall. Address any standards
assessed as not meeting required criteria. EXAMPLE: "80%
TRAINED TO STANDARD, NOT ABLE TO TRAIN TO AMPHIB OPS UNTIL DEC
WHEN AMPHIB SHIPS AVAIL. ABLE PERFORM AMPHIP PORTION OF MSN
AFTER THIS TRNG."

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MCO 3000.13
30 Jul 2010
Chapter 5
Training
1. Purpose. This chapter outlines policy for reporting
training (T-rating).
2.
Policy. The T-rating is one of the four measured areas that
are factors in determining a unit's C-level. The determination
of a T-level will be based on the unit's present state, not a
future projection.
3. Scope. T-ratings will be calculated only by units
(including intermediate level commands), not by installations or
MARFORs.
4. Training (T-Rating). The T-rating is an assessment of the
unit's training to accomplish its designed mission.
a. Units, to include intermediate level units, will base
their T-rating on the percentage of their core METs trained to
standard using Table 5-1 as a reference. For example, if a
battalion was trained to standard in four of its five METs, it
would have a T-rating of T-2 (80%).
Table 5-1 . --T-Rating Calculation
Rule
T1
T2
T3
Percentage of Core
METs Trained to
70-84%
~85%
55-69%
Standard

T4
<55%

b. Aviation Units. For aviation units guided by references
(i) through (k), the T-rating reported will be the lower of the
Combat Leadership assessment or the Training Percentage.
5. Mandatory Training Remarks. Report the exact percentage of
METs trained to standard, list the METs not trained to standard
and their impact on readiness, and provide amplifying remarks
outlining the support needed to improve training. EXAMPLE: "80%
TRAINED TO STANDARD, NOT ABLE TO TRAIN TO AMPHIB OPS UNTIL DEC
WHEN AMPHIB SHIPS AVAIL. ABLE PERFORM AMPHIP PORTION OF MSN
AFTER THIS TRNG."
6. Training Reason Codes. Enter the Training Reason Codes from
Appendix G, Table G-1 to explain the unit's T-rating when it is
less than 1.
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MCO 3000.13
30 Jul 2010
Chapter 6
Chemical, Biological, Radiological, and Nuclear (CBRN) Defense
1. Purpose. This Chapter outlines policy for reporting CBRN
Defense readiness.
2. Policy. Reference (a) requires unit commanders to provide a
subjective assessment of their unit's readiness to accomplish
its mission under CBRN conditions. The CBRN Defense assessment
is a separate assessment based on the reported levels of CBRN
equipment and training. As a separate reporting requirement,
the CBRN Defense assessment does not directly influence or
contribute to a unit's overall C-level calculations; however, a
commander may subjectively change the unit's overall reported Clevel and core mission assessment when a CBRN deficiency or
asset directly impacts the unit's ability to carry out its
wartime mission. CBRN will be assessed in each readiness
report.
3. Scope. This Chapter pertains to units.
Installations and
MARFORs will not report CBRN defense readiness.
4. Reporting Requirements. CBRN Defense readiness policy is
explained in this chapter. Guidance on reporting procedures,
mandatory remarks, and reason codes are contained in Appendix D.
a. Overall CBRN Level. Units will determine the Overall
CBRN Level based on reported ratings of CBRN defense equipment
and CBRN training. The Overall CBRN Level will not be higher
than the lowest of the ratings for CBRN defense equipment and
CBRN training.
b. CBRN Defense Equipment (S-rating). Marine Corps CBRN
defense equipment is managed by MARCORSYSCOM as a Centrally
Managed Program under the Program Manager for Combat Support
Equipment (PM CSE).
PM CSE is responsible for ensuring the
Marine Corps CBRN equipment inventory is sufficient to support
readiness. PM CSE assesses the Marine Corps CBRN equipment for
deficiencies and coordinates all readiness issues with DC PP&O
(POR) and DC CD&I. DC CD&I is the Marine Corps' Advocate for
CBRN Defense. MARCORLOGCOM stores, maintains and issues the
Marine Corps' CBRN equipment within the Consolidated Storage
Program (CSP) at distributed Unit Issue Facilities (UIF) and
Individual Issue Facilities (IIF). The Marine Corps'
Centralized Management of CBRN defense equipment eliminated the
unit commanders' responsibility to fund for and sustain CBRN
6-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
defense equipment. When shortages exist, the consolidation of
CBRN equipment within the CSP allows the Marine Corps to rapidly
shift CBRN assets to support deploying units.
This ability to
support units from a centralized pool of equipment ensures
deploying units are fully equipped with the best CBRN equipment
in the inventory. Garrison units should request equipment data
for their CBRN equipment rating from the CBRN officer or staff
noncommissioned officer within the chain of command. Determine
the CBRN equipment rating using the procedures in Appendix D and
Table 6-1.
Table 6-1.--CBRN Defense Equipment S-Rating
Sl
S2
S3
Rule
Aggregate average of total
serviceable selected CBRN
90-100%
80-89%
65-79%
Equipment possessed divided
by total required quantity

S4
0-65%

c.
CBRN Defense Training (T-rating).
CBRN training
requirements are per references (e), (1), and (m).
The CBRN Trating is an assessment of the unit's training to accomplish its
designed mission under CBRN conditions.
It considers the
accomplishment of required individual and unit training. All
units will base their CBRN T-rating on the percentage of their
core METs trained to standard under CBRN conditions within the
past 12 months. Determine the CBRN T-rating using the
procedures in Appendix D and Table 6-2.
Table 6-2 --CBRN Defense Training T-Rating
Rule
Tl
T2
T3
Percentage of METs Trained to
Standard under CBRN
85-100%
70-84%
55-69%
conditions in the past 12
months

6-2

T4
0-55%

Enclosure (1)

MCO 3000.13
30 Jul 2010
Chapter 7
Commander's Assessments
1. Purpose. This chapter outlines policy for the Commander's
readiness assessment of his/her organization.
2.
Policy. The commander's assessments encompass the C-Ievel
and capability assessments for the organization's core mission,
as well as the PCTEF and capability assessments for assigned
mission(s). The commander's assessments will be based on the
organization's present state, not a future projection. Remarks
will provide additional information, such as projected changes
in readiness.
3. Scope.
C-Ievel and PCTEF will be calculated only by units
(including intermediate level commands), not installations or
MARFORs All Marine Corps readiness reporting organization
commanders will make capability assessments of their core and
assigned missions.
4. Reporting Requirements.
Policy regarding the commander's
assessments is explained in this chapter. Reporting procedures,
guidance, mandatory remarks, and reason codes for the
Commander's assessments are contained in Appendix E. The
operational readiness of Marine Corps organizations is directly
impacted by their capabilities, resourcing, and training.
Accurate assessments by commanders are essential for helping the
Marine Corps, combatant commands, and the Department of Defense
understand their capability to accomplish tactical, operational,
and strategic goals.
a.

C-Level Assessment

(1) The C-Ievel reflects the status of the selected unit
resources measured against the resources required to undertake
the core mission for which the unit is task organized or
designed. The C-Ievel also reflects the condition of available
equipment, personnel, and unit training status. C-Ievels, by
themselves, do not project a unit's combat performance once
committed to combat. The five C-Ievels and their definitions
are listed in Table E-1. Units will not report C-5, unless
directed to do so by DC PP&O.
(2) The overall C-Ievel will equate to the lowest rating
of any of the unit's individually measured resource and training
ratings (P, R, S or T) .

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MCO 3000.13
30 Jul 2010
(3) C-5 Level Ratings
(a) The exception to the above policy is for units
reporting C-5. C-5 is used for units undergoing CMC directed
resource actions and the changes in their resource and training
ratings (P, S, R, and T) should be tracked with the appropriate
numeric ratings of 1 through 4.
(b) Units reporting C-5 will remain C-5 until all
ratings (P, S, R, and T) are 3 or higher, unless directed
otherwise by PP&O, POR. A rating of C-5 does not prevent the
deployment of ready detachments from the unit.
(4) Subjective C-Level Changes
(a) The commander may subjectively raise or lower
the C-Ievel.
In determining the need for a subjective upgrade
or downgrade of the C-Ievel, the commander will determine
whether the subjectively changed C-Ievel would be in consonance
with the C-Ievel definitions listed in Appendix E, Table E-l.
For instance, units missing important personnel or equipment
should be guarded against a subjective upgrade to C-l.
(b) A sUbjective change of the C-Ievel does not
permit a change to the resource and training ratings (P, R, S
and T) . They will be reported without adjustment.
(c) A subjective change of the C-Ievel results in
the requirement to submit a Reason Code (Appendix E, Table E-2)
and a mandatory remark.
(5) Forecast C-Ievel and Date. The commander will
report any forecasted increase or decrease in the unit's C-Ievel
with the date of the forecasted change. Remarks explaining the
projected increase or decrease in readiness are required.
Explain why, if a forecasted change or date is not possible.
(6) C-Level and Core Mission Capability Assessments.
These assessments should correlate. Appendix E, Table E-3
provides guidance.
(7) C-Level Reason Codes and mandatory remarks are
contained in Appendix E. Remarks are required for all C-Ievel
assessments.

7-2

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MCO 3000.13
30 Jul 2010
b.
PCTEF Assessment.
PCTEF ratings are calculated like Clevel ratings.
PCTEF levels and their definitions are contained
in Table E-4.
(1) A commander's evaluation of the unit's ability to
perform the assigned mission cannot be based solely on P, S, R,
and T-ratings. The cumulative effect of these measured areas,
with other important factors, could have a positive or negative
implication on the unit's ability to execute its assigned
mission.
For the commander to assess the unit's current
military capability to respond to the full spectrum of
designated mission requirements, the commander must consider
additional factors. Although not all inclusive, other factors
for the commander to consider are: personnel turnover,
availability of ranges and training areas, installation support,
operational tempo, exercises, and leadership.
(2) If the unit has more than one assigned mission, then
the assigned mission the unit is focusing on for training and
execution will be the basis for the PCTEF assessment.
(3) The PCTEF assessment will not necessarily correlate
with the unit's overall C-Ievel. For instance, if an infantry
battalion is assigned a humanitarian assistance mission, PCTEF
will capture an assessment against the humanitarian assistance
mission while the overall C-Ievel will assess the unit's ability
to execute its core mission.
If the assigned mission is the
same as the core mission, the C-Ievel and PCTEF assessments
should be the same.
(4) PCTEF reporting occasions are shown in Table 1-1.
(5) The PCTEF level should correlate with capability
assessments for assigned missions as depicted in Appendix E,
Table E-3.
c.

Core and Assigned Mission Capability Assessments

(1) Commanders will assess the capability of their
organizations to execute their core and assigned (OPLAN/CONPLAN
and Named Operation) missions using a Yes (Y), Qualified Yes
(Q), and No (N) criteria based on their assessed METs for those
missions. The mission assessments will consider the missions as
a whole and should reflect the Commander's military experience
and judgment on all the tasks and factors that affect the
organization's ability to meet mission objectives. Table E-5

7-3

Enclosure (1)

Mca 3000.13
30 Jul 2010

contains the definitions and guidelines for the Y, Q, and N
mission assessment criteria.
(2) Core and assigned mission capability assessments
should align respectively with C-Level and PCTEF assessments as
depicted in Appendix E, Table E-3.
5.
Guided Remarks.
If not stated in other remarks, Commanders
should provide amplifying remarks for the following instances to
assist with resourcing, training, and force management
decisions:
Change in C-Level and/or PCTEF Since Last Report.
a.
Explain what caused the change since the last report.
b.
Identify key readiness degraders within each section of
the report (Personnel, Equipment, Training, CBRN, etc).
c.
State what actions are being taken to mitigate readiness
degraders.
d.
State what assistance is needed from higher
headquarters.

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Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix A
Personnel Procedures
1. Purpose. This appendix provides the procedures to
calculate personnel readiness. Policy information on
personnel readiness is contained in Chapter 2.
2. Assembly of Personnel Information. Personnel
information should be consolidated by the personnel officer
(G-l/S-l) and provided to the Marine assembling the
readiness report. The completion of a personnel worksheet
is recommended prior to starting the report. Samples of
personnel worksheets are contained in Appendix F.
3. Personnel Location. Personnel locations will be
reported using standard geographical location (GEOLOC)
codes or ship UICs for personnel embarked aboard ships.
Units with assigned personnel at more than one location
will report the personnel data for each geographic
location.
4. Type Personnel Codes (TPERS).
Personnel are reported
by type codes as defined in Table G-3. Use the same code
(MC) for commissioned and warrant officers. Refer to the
glossary in Appendix I for definitions of personnel
reporting terms.
5. Personnel Adjustments for Task Organization. The
policy for personnel adjustments of assigned and structured
quantities is provided in paragraph 6, chapter 2, in this
Order. Task organized units gaining personnel will add
assigned strength, structured strength, and MOS Fill
quantities. The Assigned Strength and MOS Fill quantities
will be subtracted from the providing unit(s).
Figure A-I
provides an example of these adjustments with an artillery
battalion providing a battery of 134 personnel to form a
battalion landing team.

A-I

Enclosure (1)

MCO 3000.13
30 Jul 2010
Figure A-1.--Personnel Task Organization Adjustments
Prior to Task Organization
Artillery Battalion
550
600

Infantry Battalion
Assigned Strength
Structured Strength

748

760

After Task Organization
A battery of 134 Marines and Sailors detached to the battalion
landing team
Battalion
Landing Team

Artillery Battalion
416
600

Assigned Strength
Structured Strength

6. Mandatory Personnel Remarks.
examples are:

882
894

Mandatory remarks and

a. Assigned Strength (ASGD) Remark.
Identify changes
due to assigned strength. EXAMPLE REMARK OF UNIT PROVIDING
PERSONNEL: "ASGD Bn decreased by detaching B Battery to BLT
1/2; 7/125/0/2 MC/ME/NC/NE".
b. Structure Strength (STRUC) Remark.
Identify
changes due to structure strength. EXAMPLE REMARK OF TASK
ORGANIZED UNIT GAINING PERSONNEL: "BLT STRUC increased by
attaching a battery from 1/10; to 1/2; 7/125/0/2
MC/ME/NC/NE" .
c. Critical MOSs.
Identify the three critical PMOSs
that have the largest detrimental impact on the unit's
readiness and explain why they were selected and the impact
they have. Up to ten primary MOSs can be entered as
critical MOSs in DRRS-MC.
d. P-Level is Not 1. Explain why and the impact.
EXAMPLE REMARK: "Detached a battery to 1/2 and cannot fully
support an infantry regiment with fire support."
e. Employed/Deployed Personnel. State the percentage
of personnel employed or deployed when five percent (5%) or
more of a unit's personnel are detached to another unit.

A-2

Enclosure (1)

MCO 3000.13
30 Jul 2010
7. Personnel Reason Codes. Enter the Personnel Reason
Codes from Table G-1 to explain the unit's status when the
P-level is less than 1.
8. Employ/Deploy Codes. If these codes were used, state
the percentage of personnel employed/deployed to other
units.

A-3

Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix B
Equipment Procedures
1. Purpose. This appendix provides procedures, guidance,
mandatory remarks, and reason codes for reporting equipment.
Policy information on equipment readiness is contained in
Chapter 3.
2. Assembly of Equipment Information. Equipment information
should be consolidated by the Logistics Officer (G-4/S-4) with
the support of the supply and maintenance officers. The
completion of an equipment worksheet is recommended prior to
starting the report.
3. MEE Location. MEE located away from the unit will have its
quantities and location reported. Report the location using
standard geographical location (GEOLOC) codes or ship UICs for
equipment embarked aboard ships.
4. Equipment Adjustments for Task Organization: S-Ratings. The
policy for materiel adjustments of possessed and prescribed
wartime requirement quantities is provided in Chapter 3,
paragraph 8 in this Order. The task organized units receiving
equipment will add the possessed and prescribed wartime
requirement quantities. The units providing the equipment to
the task organized unit will subtract only the possessed
quantities, not the prescribed wartime requirement quantities.
Figure B-1 provides an example of these adjustments with an
artillery battalion providing a battery of 6 howitzers to form a
battalion landing team. The same procedure would be followed to
illustrate an aviation unit chopping aircraft to support a MEU
deployment.
5.

Mandatory Equipment Remarks.

Mandatory remarks and examples

are:
a. Sand/or R-Rating Not 1. Explain why, what the impact
is on the unit's mission(s), what is being done to correct the
problem and what assistance is required. EXAMPLE: MALS-XX HAS
ONLY 70% OF ITS IMRL; REMAINDER SHIPPED TO OEF. CRITICAL IMRL
GEAR COMING FROM MALS-YY BY 1 DEC, WHICH WILL ENABLE UNIT TO
PROVIDE MINIMAL SUPPORT TO MAG."
b. Aircraft Out of Reporting Status. State the quantities
and status. EXAMPLE: "2 ACFT AT SDLM, 1 ACFT AT MALS FOR DEPOT
REPAIR. "

B-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
c. Reserve Units' Training Allowances (T/A). Selected
Marine Corps Reserve units will report the percentage of their
T/A that is on-hand. This calculation is not the same as the Srating.
Figure B-l.--Equipment Task Organization Adjustments
Prior to Task Organization

Artillery Battalion
18 howitzers
18 howitzers

Infantry Battalion
Possessed
Prescribed wartime
requirement

o
o

After Task Organization
A battery of howitzers detached to the battalion landing
team
Battalion
Landing Team

Artillery Battalion
12
18

Possessed
Prescribed wartime
Requirement

6
6

6. Equipment Reason Codes. Enter the Equipment Reason Codes
from Appendix G, Table G-l to explain the unit's status when the
Sand/or R-rating are not 1.
7. Employ/Deploy Codes.
If these codes were used, state the
percentage of equipment employed/deployed to other units.

B-2

Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix C
MET Assessment
1. Purpose. This appendix provides the procedures to assess
METs. Policy information on MET assessments is provided in
Chapter 4.
2. Assembly of Information. MET assessment information should
be consolidated by the Operations Officer (G-3/S-3), with the
support of the Personnel (G-1/S-1), Squadron Maintenance
Department, and Logistics (G-4/S-4) Officers to provide resource
information regarding MET conditions.
3. MET Assessment Guidance. Guidance on the MET assessment
definitions is listed below and depicted in Figure C-1. Based
on the commander's assessment of MET performance standards, the
commander will conduct his MET Assessment by checking Resourced,
Trained, and Observed as appropriate. The relationship between
these three selections will drive the MET Assessment of Y/Q/N.
a. Resourced. The organization meets standards for
personnel, equipment, and subordinate forces for the task. The
resources are in possession or have been explicitly identified
to the organization to allow it to execute when ordered.
b. Trained. The organization meets established training
standards for the task.
c. Observed. The organization has demonstrated, in
training or operations, the ability to produce the task's output
measures to standard. An organization observed successfully
meeting MET performance standards will be considered, and
marked, "Trained" during the MET assessment.
Table C-1.--MET Assessment Guidance
Resourced Trained Observed
MET Assessment
(Y~Yes, Q~Qualified Yes,
-V
Y
-V
-V
-V
Q
-V

-V

N~No)

-V
-V

-V

Q
N
N

C-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix D
Chemical, Biological, Radiological, and Nuclear Defense (CBRN)
Readiness Reporting Procedures
1. Purpose. This appendix provides procedures, mandatory
remarks, and reason codes used to calculate and report CBRN
defense readiness. Policy on CBRN defense is provided in
Chapter 6.
2.
Procedures. Commanders will assess the availability and
condition of equipment and unit training conducted as it
pertains to CBRN Defense. The unit CBRN Defense Officer/Chief
is responsible for advising the Commander on the unit's CBRN
readiness level and for calculating the CBRN S-rating, T-rating
and Overall C-level. Remarks are required for all CBRN C-levels
to clarify the Commander's assessment. As applicable, a
forecast improvement / downturn date, reason codes, and remarks
will accompany the assessment when the assessment is made and
the S-rating or T-rating are not 1.
3. CBRN Defense Equipment (S-Rating)
The CBRN Equipment
Worksheet found in Appendix F is used to determine the CBRN
equipment S-rating. These steps will help with completing the
worksheet.
a. Data.
worksheet;

Two data elements are required to complete the

(1) Unit's Approved Acquisition Objective (AAO) For
Applicable Items. The Unit AAO can be found in the unit's Table
of Organization and Equipment (TO&E) for the current fiscal year
as maintained in the Total Force Structure Management System
(TFSMS). The AAO column in TFSMS will be changed to read the
Unit T/E Requirement (UTR).
(2) Quantity of Serviceable CBRN Equipment On-hand.
b.
CBRN Readiness Calculator. A CBRN Readiness Calculator
that greatly reduces the time required to determine the CBRN
Equipment rating, eliminates the need to perform manual
calculations, and provides the same results as the Worksheet is
maintained by Marine Corps Systems Command and is available for
use at https: // ips.usmc.mil / sites / mcsccbrn / default . aspx .
It is
recommended for use due to its efficiency and because its
equipment data is kept current.

D-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
c. Worksheet Procedures. Manual procedures for the CBRN
Equipment Rating Worksheet follow.
(1) Authorized Column. Record the Unit AAO Quantities
from the TFSMS generated unit TO&E report for the current FY.
(2) Serviceable-On Hand Column. Record the actual
quantity of serviceable equipment the unit has on hand to
include equipment issued to individuals in the unit.
(3) Percent On Hand Column. Calculate the Percent On
Hand for each item as follows; "Authorized" divided by
"Serviceable On Hand" equals the "Percent On Hand". Round to
nearest whole number.
For example; 90 divided by 100 equals 0.9
or 90%.
(4) Rating Column.
Table 6-1.

Apply the appropriate rating from

(5) Overall CBRN Sense Rating. The overall CBRN Sense
rating is the average of four Sense capability area ratings:
Chemical Detection Rating, Biological Detection Rating,
Radiological/Nuclear Detection Rating, and CBRN Detection
Equipment Rating. Spaces are provided on the worksheet to
record the four Sense capability area ratings and the Overall
CBRN Sense Rating.
(a) Chemical Detection Rating. Determine the number
by averaging the chemical detection equipment ratings from the
Rating Column.
(b) Biological Detection Rating.
The Marine Corps
has not fielded a biological detection capability, so there are
no AAOs for such equipment loaded in TFSMS. Units will enter
"4" in the space provided, until the Marine C6rps requirement
for a biological detection system has been met.
(c) Radiological/Nuclear Detection Rating.
Determine the number by averaging the radiological/nuclear
detection equipment ratings from the Rating Column.
(d) CBRN Detection Rating. Determine the number by
averaging the CBRN detection equipment ratings from the Rating
Column.

D-2

Enclosure (1)

MCO 3000.13
30 Jul 2010
(6) CBRN Shield Overall Rating. The rating is based on
separate assessments of Ground and Aviation CBRN defense
equipment.
It is the lower of the Ground Equipment Rating or
the Aviation Equipment Rating, which are described below.
(a) Ground Equipment Rating. Average all the
ratings in the Rating Column under Ground Equipment. Compare
the average ground equipment rating to the ground equipment
ratings for the equipment identified with an asterisk. The
equipment associated with the asterisks directly support
individual survival in a CBRN environment. A shortage of any
one of the items with an asterisk will reduce the overall Srating to no higher than the lowest asterisk rating. Enter the
lowest rating from the average rating for the ground equipment
or the asterisk ratings in the space provided for the overall
Ground Equipment Rating.
(b) Aviation Equipment Rating. This equipment is
managed by the Navy and there are no AAOs.
So the CBRN
equipment required to support aircrews must be a subjective
assessment.
If the Aviation Equipment Rating is lower than the
ground equipment rating, the lower rating will be entered in the
space provided for the Subjective S-rating.
(7) CBRN Sustain Rating. Calculate the rating column
for each piece 'of equipment and determine their average.
Compare this average to the sustain equipment ratings for the
asterisk items.
If any of the asterisk ratings are lower than
the average, the lowest asterisk rating is used for the overall
CBRN Sustain Rating.
If none of the asterisk ratings are lower
than the sustain equipment average, the average is used for the
overall CBRN sustain Rating. The asterisk equipment directly
support individual survival in a CBRN environment. A shortage
of anyone of these items will reduce the overall S-rating to no
higher than the lowest asterisk rating.
(8) CBRN Medical. The Medical Logistics (MedLog)
Companies are the only units that report CBRN medical readiness
while in garrison.
(a) Calculate the Percent On Hand for each item.
The CBRN Medical Rating will be the average of the three items,
unless one of the asterisk items is lower.
If the latter
occurs, use the lowest highlighted rating.
(b) Deploying units report CBRN medical readiness
when they draw their Authorized Medical Allowance List (AMAL)
D-3

Enclosure (1)

MCO 3000.13
30 Jul 2010
from MedLog. Such units will subjectively assess their CBRN
medical items when deployed to a CBRN threat area and enter that
subjective assessment in the space provided for the CBRN Medical
Subjective Rating.
(9) CBRN Equipment Rating. Average the four CBRN
Capability Area Ratings: CBRN Sense, CBRN Shape, CBRN Shield,
CBRN Sustain, and CBRN Medical.
Compare the average rating to
the overall CBRN Shield Rating. The lower of the two ratings is
the CBRN Equipment Rating. Enter the CBRN Equipment Rating in
the space provided at the top of the worksheet under Calculated.
(10) Subjective Ratings. When the individual preparing
the worksheet believes the calculated ratings do not accurately
reflect the unit's CBRN equipment readiness, the Subjective
Ratings should be filled in for CBRN Sense, CBRN Shape, CBRN
Shield, CBRN Sustain, CBRN Medical, and the CBRN Equipment SRating. The unit commander will decide whether to report the
calculated or subjective ratings.
4. CBRN Defense Training (T-Rating). The CBRN T-rating is
determined in the same manner as the T-rating described in
Chapter 5, paragraph 4 for all core METs trained for CBRN
conditions within the past 12 months. Accomplishment of
required individual and unit CBRN training will be considered
when applying the subjective rating.
5. CBRN Defense Overall Readiness Level. The lower of the CBRN
Defense Equipment and CBRN Defense Training ratings is used for
the Overall CBRN Defense Readiness level. Provide a reason code
from Appendix G when the overall CBRN level is not CBRN-l.
6.
CBRN Forecast. The commander will state in the remarks a
forecasted improvement/downturn date when the overall CBRN
rating is less than CBRN-l and briefly explain what is required
to return the unit to CBRN-l. When determining an
improvement/downturn date is not possible, state so and provide
the reason why.

D-4

Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix E
Commander's Assessment Procedures
1. Purpose. This appendix provides reporting procedures,
guidance, reason codes, and mandatory remarks for reporting the
Commander's assessments.
Policy information on Commanders'
assessments is contained in Chapter 7.
2.

Reporting Procedures

a.
C-Level Assessment. The five C-Ievels and their
definitions are listed in Table E-1. Units will not report C-5,
unless directed to do so by DC PP&O or a Marine Corps Bulletin
5400.

C-Level
C-1

C-2

C-3

C-4

Table E-1.--C-Level Definitions
Definition
The unit possesses the required resources and is
trained to undertake the full wartime mission(s) for
which it is organized or designed. The resource and
training area status will neither limit flexibility in
methods for mission accomplishment nor increase
vulnerability of unit personnel and equipment. The
unit does not require any compensation for
deficiencies.
The unit possesses the required resources and is
trained to undertake most of the wartime mission(s) for
which it is organized or designed. The resource and
training area status may cause isolated decreases in
flexibility in methods for mission accomplishment, but
will not increase vulnerability of the unit under most
envisioned operational scenarios. The unit would
require little, i f any, compensation for deficiencies.
The unit possesses the required resources and is
trained to undertake many, but not all, portions of the
wartime mission(s) for which it is organized or
designed. The resource or training area status will
result in significant decreases in flexibility for
mission accomplishment and will increase vulnerability
of the unit under many, but not all, envisioned
operational scenarios. The unit would require
significant compensation for deficiencies.
The unit requires additional resources or training to
undertake its wartime mission(s), but it may be
directed to undertake portions of its wartime
mission(s) with resources on hand.

E-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
C-5

The unit is undertaking a CMC-directed resource action
and is not prepared, at this time, to undertake the
wartime mission(s) for which it is organized or
designed.

(1) C-Level Reason Codes. A C-level reason code is
mandatory when the.C-level is not lor when the Commander
subjectively changes the unit C-level per his/her judgment. The
"X" code for a Subjective C-level change has precedence over the
other codes and should be used first, if applicable. These
codes are contained in Table E-2.

CODE
P
S
R
T
X

Table E-2.--C-Level Reason Codes
DEFINITION
Personnel
Equipment and Supplies On-hand
Equipment Condition
Training
Commander's Subjective Judgment
(Explanatory remarks are required. )
Not Available (CMC directed)

(2) Assessment Correlation. Use Table E-3 to ensure
that C-level and PCTEF assessments correlate respectively with
core and assigned mission capability assessments.
Table E-3 --Assessment Correlation
C-Level/
Mission
PCTEF
Capability
Assessment
y or Q
C-1
. C-2
Y or Q
C-3

C-4

N
N

C-5

PCTEF Assessment

(1) Calculating Resource and Training Ratings. These
ratings will be calculated in the same manner as the ratings for
a C-level.
Chapter 2 addresses personnel ratings, Chapter 3
addresses equipment ratings, and Chapter 5 addresses training
ratings.

E-2

Enclosure (1)

MCO 3000.13
30 Jul 2010
(2) PCTEF Levels. Table E-4 contains definitions for
the different PCTEF levels. PCTEF does not have a level S.
Table E-4.--PCTEF Definitions
PCTEF
Level
1

PCTEF Definitions
unit has full flexibility and will not
need extraordinary assistance to carry out
mission.
Unit may encounter isolated decreases in
Flexibili ty, but vulnerability will usually be
acceptable relative to mission criticality.
Unit will encounter significant decreases in
flexibility and increased vulnerability may be
unacceptable relative to mission criticality.
Mission success is possible for certain isolated
scenarios, but flexibility will be severely
restricted.

c.
Core and Assigned Mission Capability Assessments. These
assessments will be made using a Yes (Y), Qualified Yes (Q), and
No (N) criteria. The definition of that criteria and the
guidance for assignment are contained in Table E-S.
Table E-S.--Mission Capability Assessment Guidance
Assessment
Definition
Guidance
Yes (Y)
The organization can
The majority of the METs
accomplish the mission to
are assessed as Yes and
conditions and prescribed
the remaining METs are
standards
assessed as Qualified
Yes
Qualified The organization can
The majority of the METs
Yes ( Q)
accomplish the mission to
are assessed as
standard under most
Qualified Yes and the
conditions, but this
remaining METs are
performance has not been
assessed as Yes
observed or demonstrated in
training or operations. A
"Qualified yes" equates to
a "Yes" in that it sends
the message the
organization is prepared to
conduct the mission under
the prescribed conditions
and standards.
No (N)
The organization cannot
A No MET assessment will
accomplish the mission to
normally preclude a

E-3

Enclosure (1)

MCO 3000.13
30 Jul 2010
the standards and
conditions prescribed

mission assessment of
Yes. The Commander must
make a judgment i f the
mission can still be
accomplished i f a MET is
assessed as No

3. Mandatory Remarks. General remarks required of all C-Ievel,
PCTEF, core, and assigned mission capability assessments to help
higher headquarters understand the organization's mission,
readiness, and capabilities. Remarks specific to certain
assessments are listed below.
a.

General

(1) The Commander's remarks should explain, in succinct
and easily understood terms, the "bottom line" assessment of
organization's capability to carry out its missions. This is
especially important for intermediate commands, which must not
simply repeat data and remarks from subordinate units.
(2) Identify changes to the unit's tasking,
organization, or renaming of the unit due to operational \
requirements. EXAMPLE: "3RD MAR REGT REDESIGNATED AS SP MAGTF
A.

(3) Describe readiness issues in sufficient detail to
support corrective action and prioritization of resources.
Key
information needed from each Commander are resources and
capabilities needed for the unit to be a 1 or Y and length of
time required to train to the unit's METs once the resources are
on hand.
(4) Intermediate level units will highlight subordinate
unit issues and shortfalls and state actions taken to assist
them.
b.

C-Level and PCTEF Remarks

(1) When the C-Level/PCTEF Is Other Than 1. Clarify
impact the resource and training ratings have on the ability of
the unit to carry out its core and assigned missions.
(2) Forecast C-Level/PCTEF Changes. State the dates
when the C-Ievel and/or PCTEF are anticipated to change, state
why, and state the predicted level (1-5).

E-4

Enclosure (1)

MCO 3000.13
30 Jul 2010
(3)

C-5 Units.

State why the unit is C-5.

(4) Subjective Change in C-Level.
and provide supporting comments.

Identify the reason

(5) units with remain behind personnel and/or equipment
will explain the impact on the core mission.
(6) State the P, S, R, and T ratings for the PCTEF
assessment.

E-5

Enclosure (1)

MCO 3000.13
30 Jul 2010
Appendix F
Worksheets
1. Purpose. This appendix provides worksheets to assist
with assembling a readiness report. Their use is optional.
2.
Personnel Worksheet.
It should be the responsibility
of the unit's Personnel Section (S-l) to provide an
accurate worksheet. Guidance for completing this work
sheet, Figure F-1 is:
a. Use Current Fiscal Year T/O to Determine Structure
Strength. Use the current fiscal year T/O from the TFSMS
to analyze the T/O and document correct quantities for each
type personnel (TPERS) (see Table G-3). Enter the T/O unit
identification code and fiscal year on the worksheet.
b. Determine Assigned Strength by Person. Each person
assigned to the unit will fill a T/O billet per TPERS; for
example 30/165/1/5 means 30 MC, 165 ME, 1 NC, and 5 NE.
This is the Assigned Strength. Align each person to a
specific T/O line number by MOS, one up or one down in
rank, if in the same MOS.
c. Determine the Unit's Task Organization. Subtract
or add to STRUC and ASGD by TPERS. Enter unit STRUC
numbers on worksheet with the geolocation code and the
correct STRUC and ASGD mandatory remarks.
d.
lAs, and JMDs.
subtract these personnel from the
ASGD strength only, because they are considered not
available for deployment with the parent unit.
e. Make the STRUC numbers the second entry requirement
on the worksheet. Then account for these with correct
STRUC and ASGD remarks for task organization. These
remarks must be accurate and formatted properly to capture
task organization impacts.
f.
Determine the non-deployables by TPERS (Table G-3)
and the reasons codes (Table G-5). Total by TPERS and
place in the Non-Deployable column at the present location
code (PRGEO) TPERS locations. Place Non-Deployable numbers
by category in the column; Legal, Admin, etc.

F-1

Enclosure (1)

MCO 3000.13
30 Jul 2010
g. Determine how many locations are active for
training or other missions for unit personnel. Make the
appropriate geolocation Code entries for affected TPERS
under the first entered geolocation in the location column.
h. Determine how many of each TPERS are at each PEGEO
location. Make the appropriate number entries by TPERS for
each location listed under MC/ME/NC/NE. Subtract these
from the ASGD totals by TPERS arrived at in step "b".
Assume all personnel at away locations are deployable and
MOS qualified, subtracting the away assigned number equally
from the deployed and MOS-Fill totals respectively. After
all locations are subtracted, what remains should be the
correct number of personnel assigned for each PRGEO TPERS
"ASGD" and MOS-Fill entry.
i. Subtract each TPERS non-deployable total from the
remaining PRGEO ASGD numbers. The remaining number
represents the number for each TPERS category that is
entered into the Deployable column.
j. Using the TPERS totals for MOS-Fill, subtract away
location numbers from each PRGEO TPERS.
The remaining
number is entered into the appropriate PRGEO TPERS in the
MOS-Fill column.
k. Add each column and determine unit totals for
STRUC, ASGD, Deployable, Non-Deployable and MOS-Fill.
These should match the original totals.
If not, find the
error in math.
1. Discuss with the S-l section what MOS' have the
largest operational impact of those shortages to determine
which MOS' should be categorized as "Critical." Enter
these in the worksheet space.
m. Using the totals, determine the P-Rating (per
Figure 2-1 and Table 2-1).
If not P-l, determine the
correct Personnel reason code and recommended mandatory
remarks from the S-l. The worksheet should now be
complete, accurate, and telling the personnel "rest of the
story. "

F-2

Enclosure (1)

Meo 3000.13
30 Jul 2010

Figure F-l. --Personnel Worksheet
USMC
,

,,'.

,t'

,',.'....

\;,

\:'

.. :"

STRENGTH

. ,"

·'·'i . '-

t."

....

FILL TOTALS BY TPERS

ITOTALS

CROSS CHECR "GURES,

STRlJ'C = Tic

C>I OR C-I

NON·DEPLOYABLES

ADJUSTMENTS

MOS'S:

INOTE:

ASGD .. DEPLOYABLE + MON DEPLOYABLE,

IMC

MJS fill will only include personnel which possess MOS of

TIc

IME

··.··.·~I

assigned.
SORTS MANDATORY REMARKS I

FOR EACH RRPORT WHILE THESE REMAIN Attached or Detached.

Ex: "INCREASED OR DECREASED PROM OR TO UNIT BY Me/ME/Ne/NE" I.E. INCREASED 2/15/0/1 FM 20 LAR

OR "DECREASED BY 2/20/0/1 TO MSSG-22."
STRUC;

IASGO'
IpEGEO'

Temp location by TPERS MC/KB/NC/NE

P-RATING:

INOTE,

(SORTS Generated- Fill and Sheet is CLASSIPIED)

K~ON

COOE'F. T ' T " NOT C-1.

, REKABK,

PVE "
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