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pdfUNITED ST ATES MARINE CORPS
MARINE CORPS INSTALLATIONS PACIFIC-MCB CAMP BUTLER
UNIT 35001
FPO AP 96373-5001
MCIPAC-MCBBO 5000. IA Ch 2
lADJ
FEB O3 2023
MARINE CORPS INSTALLATIONS PACIFIC-MCB CAMP BUTLER ORDER 5000. lA Ch 2
From: Commanding General, Marine Corps Installations Pacific-MCB Camp Butler
To:
Distribution List
Subj: MARINE CORPS INSTALLATIONS PACIFIC STAFF REGULATIONS
Encl: (1) New page inserts to MCIPAC-MCBBO 5000.lA
1. Situation. To transmit new page inserts to the basic order.
2. Mission. To update Chapter 17 Marine Corps Community Services to add information on Marine
Corps Installations Pacific-MCB Camp Butler forms to comply with Marine Corps Forms Management
program.
3. Execution. Remove page 69 of enclosure (2) and replace with corresponding page in the enclosure.
4. Filing Instructions. File this change in front of the original Order.
DISTRIBUTION: List C
DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
UNITED ST ATES MARINE CORPS
MARINE CORPS INST ALLA TJONS PACIFJC-MCB CAMP BUTLER
UNIT 35001
FPO AP 963 73-500 I
MCIPAC-MCBBO 5000.lA Ch 1
lADJ
SEP 1 6 ?n22
MARINE CORPS INSTALLATIONS PACIFIC-MCB CAMP BUTLER ORDER 5000. lA Ch l
From: Commanding General, Marine Corps Installations Pacific-MCB Camp Butler
To:
Distribution List
Subj: MARINE CORPS INSTALLATIONS PACIFIC STAFF REGULATIONS
Encl: (1) New page inserts to MCIPAC-MCBBO 5000.lA
1. Situation. To transmit new page inserts to the basic order.
2. Mission. To provide a link to the Forms Management SharePoint site in Administration and Logistics
paragraph and to add information on MCIPAC-MCBB Form 11000/1 Project Decision Documentation
form to Chapter 20.
3. Execution
a. Remove page 2 of the basic order and replace with corresponding page in the enclosure.
b. Remove page 77 of enclosure (2) and replace with corresponding page in the enclosure.
4. Filing Instructions. File this change in front of the original Order.
11/4/l
(,;{-1,.r-:!__· DAWSON
Chief of Staff
DISTRIBUTION: List C
DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
....
UNITED STATES MARlNE CORPS
MARINE CORPS INSTALLATIONS PACIFIC-MCB CAMP BUTLER
UNIT 35001
FPO AP 963 73-500 I
MCIPAC-MCBBO
5000.lA
12 May 22
MARINE CORPS rNSTALLATIONS PACIFIC-MCB CAMP BUTLER ORDER 5000.1A W/CH 1-2
From: Commanding General, Marine Corps Installations Pacific-MCB Camp Butler
To:
Distribution List
Subj:
Encl:
MARINE CORPS INSTALLATIONS PACIFIC STAFF REGULATIONS (SHORT TITLE:
STAFF REGS)
(l) References
(2) MCIPAC-MCBB Staff Organization and Functions
(3) MCIPAC-MCBB Staff Procedures
1. Situation. This Order promulgates the official organization and functions of Marine Corps
Installations Pacific-Marine Corps Base Camp Butler (MCIPAC-MCBB), and publishes command and
staff actions within MCIPAC-MCBB Headquarters to promote uniformity in staff procedures.
2. Cancellation. BO 5000.1 C w/CH 1.
3. Mission
a. To publish command organization, functions, and staff procedures of MCIPAC-MCBB.
b. This order has been completely revised due to changes in staff organization and functions. This
order should be reviewed in its entirety.
4. Execution
a. Commander's Intent and Concept of Operations
(1) Commander's Intent. This Order establishes regulations, procedures, and processes and defines
functions and responsibilities to enhance staff action. Additionally, it articulates the mission and core
competencies of MCIPAC-MCBB staff sections and identifies the purpose, structure and responsibilities
of MCIPAC-MCBB.
(2) Concept of Operations. All MCIPAC-MCBB general/special staff officers will ensure
compliance with the contents of this Manual. The MCB Camp Butler G-1 will ensure that the applicable
chapter/paragraph remains current.
b. Tasks. Refer to enclosures (2) and (3).
5. Administration and Logistics
a. This Order is published electronically and can be accessed on-line via the MCB Camp Butler G-1
portal at https://usmc.sharepoint-mil.us/sites/mcipac_g1.
MCIPAC-MCBBO 5000.IA Ch 1
1 6 SEP 2022
b. Recommendations concerning the contents of this Order may be forwarded to MCIPAC-MCBB
Adjutant, G-1 Division via the appropriate chain-of-command.
c. Forms. All approved MCIPAC-MCBB forms are available for download at MCIPAC-MCBB G-1
Adjutant SharePoint site https://usmc.sharepoint-mil.us/sites/mcipac_gl/adjutant (and Go to "Forms
Management")
6. Command and Signal
a. Command. This Order is applicable to all MCIPAC-MCBB general/special staff sections.
b. Signal. This Order is effective the date signed.
~
P. M. DAWSON
Chief of Staff
DISTRIBUTION: List C
2
UNITED STATES MARINE CORPS
MARINE CORPS INSTALLATIONS PACIFIC-MCB CAMP BUTLER
UNIT 35001
FPO AP 96373-5001
References
(a) U.S. Navy Regulations 1990
(b) MARINE CORPS MANUAL
(c) MCTP 3-30A
(d) MCO 5400.54
(e) MCO 5750.1H
(f) MCO 1050.3J
(g) MCO P1020.34H
(h) MCO 1610.7A
(i) MCO 5600.31A
(j) MCO 5215.1K
(k) MCO 5216.9Y
(l) MCO 5210.11F
(m) MCIPAC-MCBBO 5510.1A
(n) SECNAV M-5216.5
(o) SECNAV M-5210.2
(p) MCIPAC-MCBB Policy Letter 11-15
(q) MCO 5214.2G
(r) SECNAV M-5210.1
(s) NAVMC 2761
(t) MCIPAC-MCBBO 1650.2A w/ CH 1-2
(u) SECNAVINST 5210.8F
(v) SECNAVINST 5720.42G
(w) SECNAVINST 5211.5F
(x) MCIPAC-MCBBO 1601.2
(y) MCIPAC-MCBBO 1050.2
(z) MCO 12250.3
(aa) MCIPAC-MCBBO 5041.1B, Commanding General’s Inspection Program
(ab) MCO 1700.23G, Request Mast Procedures
(ac) MCO 5430.1A, Marine Corps Inspector General Program
(ad) MCO 5370.8A, Marine Corps Hotline Program
(ae) Marine Corps Inspector General Program Assistance Guide, August 2009
Enclosure (1)
STAFF ORGANIZATION AND FUNCTIONS
IDENTIFICATION
TITLE
PAGE
CHAPTER 1
MISSION, COMMAND RELATIONSHIPS, AND ORGANIZATION
3
CHAPTER 2
MCIPAC-MCBB CAMP COMMANDERS
7
CHAPTER 3
G-1 DIVISION: MANPOWER AND ADMINISTRATION
9
CHAPTER 4
G-2 DIVISION: INTELLIGENCE
11
CHAPTER 5
G-3 DIVISION: OPERATIONS
14
CHAPTER 6
G-4 DIVISION: LOGISTICS
22
CHAPTER 7
G-5 DIVISION: PLANS
25
CHAPTER 8
G-6 DIVISION: COMMUNICATIONS
28
CHAPTER 9
G-7 DIVISION: GOVERNMENT AND EXTERNAL AFFAIRS
31
CHAPTER 10
G-8 DIVISION: FINANCE
38
CHAPTER 11
G-F DIVISION: FACILITIES
44
CHAPTER 12
CIVILIAN HUMAN RESOURCE OFFICE
47
CHAPTER 13
COMMUNICATIONS, STRATEGY, AND OPERATIONS
54
CHAPTER 14
STAFF JUDGE ADVOCATE
58
CHAPTER 15
PACIFIC AREA COUNSEL OFFICE
60
CHAPTER 16
LEGAL SERVICES SUPPORT SECTION-PACIFIC
62
CHAPTER 17
MARINE CORPS COMMUNITY SERVICES
67
CHAPTER 18
REGIONAL CONTRACTING OFFICE
70
CHAPTER 19
RELIGIOUS MINISTRIES
72
CHAPTER 20
DEFENSE POLICY REVIEW INITIATIVE
MANAGEMENT OFFICE
75
CHAPTER 21
INSTALLATION SAFETY OFFICE
78
CHAPTER 22
COMMAND INSPECTOR GENERAL
82
1
Enclosure (2)
Introduction
1. Purpose. The purpose of the staff regulations is to publish the collective functions common to all staff
officers, including: providing information and advice; making estimates; making recommendations;
preparing plans and orders; advising other staffs and subordinate commands; and, supervising the
execution of plans and orders. Staff effectiveness depends in part on relationships of the staff with
commanders and other staff. Collaboration and dialogue aid in developing shared understanding and
visualization among staff at different echelons. Teamwork within a staff and between staffs produces the
staff integration essential to synchronized operations.
2. Responsibility. The G-1 is responsible for maintaining the Staff Regulations. Each staff is responsible
for keeping the chapter describing their section current. The MCIPAC-MCBB Adjutant is assigned the
responsibility for coordinating changes to these regulations. When changes are desired, they will be
forwarded to the MCIPAC-MCBB Adjutant with both a hard copy and electronic file, for submission to
the Chief of Staff, MCIPAC-MCBB for approval.
3. Distribution. The MCIPAC-MCBB Adjutant is assigned responsibility for the distribution of the Staff
Regulations and changes thereto.
2
Enclosure (2)
Chapter 1
MCIPAC-MCBB Mission, Command Relationships, and Organization
1. General. MCIPAC-MCBB supports the current and future combat readiness of III MEF forwardbased forces in the Pacific by providing facilities, training support, mobilization and deployment support,
and installation services. Additionally, MCIPAC-MCBB provides installation services and support to
other tenant commands, service members, and all family members.
2. Command. Reference (d) directed the reorganization of the Headquarters Marine Corps Installations
and Logistics department. Marine Corps Installations Pacific-Marine Corps Base Camp Butler
(MCIPAC-MCBB) is a subordinate, regional command of Marine Corps Installations Command
(MCICOM). MCICOM is subordinate to the Deputy Commandant for Installation and Logistics (DC,
I&L). MCIPAC-MCBB is a support establishment of the United States Marine Corps which includes
command of all Marine Corps installations in Japan, South Korea, Guam, and Hawaii. The composition
of total personnel within MCIPAC-MCBB is a combination of Marines, Sailors, U.S. government
employees, local nationals from Japan and South Korea, and contractors.
2. Control
a. The Commanding General (CG) directs and coordinates the functions of MCB Camp Butler and
Marine Corps Installations Pacific in the Indo-Pacific Region with the assigned additional duty of Deputy
Commander, Marine Corps Forces Japan (MARFORJ).
b. MCIPAC-MCBB Headquarters consists of 12 Primary Staff Divisions and 13 Special Staff sections
necessary to function as a regional command for Marine Corps Installations Command (MCICOM) and
support MCB Camp Butler’s provision of installation services.
3. Mission. To execute command control, oversight, and budgetary guidance over the Marine Corps
network of Advanced Naval Bases in the Pacific in order to: (1) secure and protect our capabilities, (2)
strengthen our alliances, and (3) expand the capabilities of forward-deployed naval expeditionary forces
in this theater.
4. Command Relationships
a. The Commanding General, MCIPAC-MCBB wields two levels of authority: that of the
Commander, Marine Corps Installation Pacific (the regional commander) and that of the Commander,
Marine Corps Base Camp Butler (the Marine Corps base commander).
b. Marine Corps Installations Pacific (MCIPAC). The commander is responsible for MCIPAC-MCBB
regional matters for applicable subordinate installations within the Pacific region. These installations
include:
(1) Marine Corps Base Camp Butler, Japan
(2) Marine Corps Base, Hawaii
(3) Marine Corps Air Station, Iwakuni, Japan
(4) Marine Corps Air Station, Futenma, Japan
3
Enclosure (2)
(5) Combined Arms Training Center, Camp Fuji, Japan
(6) Camp Mujuk, South Korea
(7) Marine Corps Base Camp Blaz, Guam
c. Marine Corps Base Camp Butler (MCBB). The commander is responsible for installation matters
pertaining to Marine camps on Okinawa. These camps include:
(1) Camp Foster/Lester (listed together as they fall under one commander)
(2) Camp Kinser
(3) Camp Schwab
(4) Camp Hansen
(5) Camp Courtney/McTureous (listed together as they fall under one commander)
(6) Camp Gonsalves
d. MCIPAC-MCBB OOD. The MCIPAC-MCBB OOD serves as the direct representative for the
Commanding General, MCIPAC-MCBB, and is the POC for the duty section in all matters pertaining to
MCIPAC-MCBB.
e. MCIPAC-MCBB staff shall be organized according to the current Table of Organization. However,
some deviation may occur to accommodate the function of the headquarters in a situation peculiar to
MCIPAC-MCBB.
f. The mission of the MCIPAC-MCBB staff is to assist the CG in the exercise of command, provide
information and advice, make recommendations, prepare plans and orders, advise other staff and
subordinate commands of the CG's plans and policies, and supervise the execution of plans and orders.
The CG and staff are to be considered as a single entity.
g. Only the CG can establish policy. The MCIPAC staff may recommend new policies as well as
modifications or revisions to existing policies. The CG, or the Chief of Staff (CoS), will sign all
directives. The CG must sign all directives that are punitive in nature. The staff is authorized to carry out
the routine business of MCIPAC except in matters that will bear directly on readiness, efficiency, and
policy.
h. The COS has overall responsibility for management and coordination of all staff activity. There
must be alignment and coordination between all Primary/Special Staff divisions/sections, which taken
together cover all activities of the Command.
i. The Special Staff consists of staff officers whose area of responsibility pertains to particular military
specialties. They act as advisors, planners, supervisors, and coordinators within their respective
specialties.
j. Heads of Primary Staff sections have primary responsibility for direction, coordination, and
integration of staff effort in those activities that fall within their respective functional areas.
4
Enclosure (2)
k. All Primary Staff and Special Staff officers have direct access to the CG or COS, when appropriate.
l. In matters affecting two or more staff sections, the staff officer having primary interest is responsible
for coordinating the efforts of all staff sections concerned. Prior to taking action, all other interested staff
sections will be afforded the opportunity to provide input as appropriate.
5. Temporary Succession to Command. Per Article 1073 of reference (a) and paragraphs 1007.2a(1) and
1007.2a(2) of reference (b), succession to command of MCIPAC-MCBB during the temporary absence,
leave, or temporary additional duty (TAD) of the CG shall be as follows:
(1) Succession by Senior Marine Officer. Normally, the MCIPAC-MCBB Deputy Commander
(DC) will succeed to command.
(2) Succession by Other Officers. In the absence of the DC the CG will appoint another officer in
writing who will assume the command.
6. Temporary Appointment as Acting Chief of Staff. When the COS is temporarily absent, on leave, or
on temporary additional duty, a designated member of the staff will normally succeed as Acting COS and
will be guided by the principles set forth on pages 22 and 23 of reference (c).
7. External command relationships. Basic external command relationships for MCIPAC-MCBB are
illustrated in figure (1) below:
Figure (1)
5
Enclosure (2)
8. Internal command relationships. Basic internal command relationships for MCIPAC-MCBB are
illustrated in the figure below:
Inspector
General
EE
Figure (2)
6
Enclosure (2)
Chapter 2
Marine Corps Base Camp Butler Camp Commanders
1. General
a. Because of the large geographically dispersed nature of MCB Camp Butler, a “Tenant
Commander” concept prevails for the overall operation of six separate Marine Corps Camps under the
jurisdiction of the CG, MCIPAC-MCBB. Although the MCBB staff is responsible for and capable of
providing installation support services and facilities, the primary supervisory and day-to-day operation of
each Marine Corps Camp resides with the respective tenant camp commander.
b. A tenant commander is formally designated as the Camp Commander for each MCBB Camp and
tasked to function as the host and provide the necessary camp support required for all other camp tenant
units. The Marine Corps Camps referred to herein as follows:
(1) Camp Schwab
(2) Camp Hansen
(3) Camp Kinser
(4) Camps Courtney/McTureous
(5) Camps Foster/Lester
(6) Camp Gonsalves (Jungle Warfare Training Center)
c. Camp Commanders are assigned in writing by the CG, MCBB. Marine Officers of tenant Marine
FMF organizations are assigned the duty as Camp Commander only upon concurrence of their parent
Marine FMF organization. Tenant Fleet Marine Force Camp Commanders are provided with a
simultaneous fitness report on the execution of their duties by the CG, MCBB.
d. Camp Commanders will have a civilian Camp Director assigned to assist in conducting their
various camp operations and administration, with the exception of Camp Gonsalves.
2. Mission. Camp Commanders will provide the overall operational, administrative, morale,
safety and security support for their respective camps in accordance with applicable directives under the
jurisdiction of the CG, MCIPAC-MCBB.
3. Functions. MCBB Camp Commander responsibilities include:
a. Coordinate with the Base Fire Chief in all matters affecting fire prevention and response. Enforces
the fire regulations within their respective camp.
b. Coordinate with each tenant command to provide the necessary personnel support to fill the Camp
billets that enable the Camp Commander to provide camp services, establish an Auxiliary Force, provide
billeting support, and maintain a general police of the area.
7
Enclosure (2)
c. Establish and maintains proper community relations with the local community. These community
relations will be fostered through meetings with the local mayor(s), city government council(s), social
events etc.
d. Coordinate those functions necessary for the efficient operation of the camp in conjunction with
MCIPAC-MCBB primary and special staff.
e. Establish and maintains a camp guard to effect safety and security. Establish, maintain, and
control a Security Augmentation Force to be used in establishing a heightened security posture in
response to both natural and man-made disasters and/or contingency plans.
f. Promulgate and maintain those camp directives and standard procedures that are necessary to carry
out assigned responsibilities.
g. Ensure MCIPAC-MCBB directives and instructions are followed by all tenant units and
organizations, and personnel who are residing in, visiting, or using facilities within each respective camp.
h. Coordinate camp services for all tenants.
i. Coordinate unaccompanied enlisted/officer billeting for tenant commands in coordination with GF, Housing and Billeting Branch.
j. Establish tactical control (TACON) of all camp resources required to respond to a crisis.
k. Implement all antiterrorism, physical security, critical infrastructure, CBRNE and base defense
tasks for the camp in accordance with applicable directives. Develops and maintains an All Hazards
Emergency Management Program.
l. Maintain an Emergency Operations Center (EOC) to coordinate the response activities of
emergency services and security forces.
m. Coordinate the enforcement of MCIPAC-MCBB Environmental policy.
n. Enforce compliance with the MCIPAC-MCBB Energy and Water Conservation Campaign Plan.
o. Maintain awareness and involvement in all educational matters relating to public, private and
home schooling issues.
p. Serve on the Quality of Life Council and Qualified Recycling Program Committee.
r. Serve as an advocate for camp tenants and residents in all issues.
8
Enclosure (2)
Chapter 3
G-1 Division: Personnel and Administration
1. Responsibility. The AC/S G-1 is the senior administrative advisor to the Commanding General and is
the principle staff officer responsible for the conduct of the G-1 and execution of the four functions of
administration: operational, manpower, personnel and general.
2. Mission. The AC/S G-1 is the principal staff member responsible to the Commanding General for
manpower and human resource matters both organic and not organic to the command.
3. Operations Branch. The operations branch serves as the lead for planning and readiness analysis in
support of operations and contingencies within the MCIPAC area of operations in support of MCIPAC
and III MEF. The branch also sources the commander’s valid manpower requirements in support of
exercises and contingencies. Operational administration includes administration related to individual
Marines, exercises and required deployments. The branch is responsible for coordinating with the G-3 to
establish and maintain manning documents for the Crisis Action Team (CAT) and Emergency Operations
Center (EOC), and will serve as the G-1 staff representative for the EOC.
4. Manpower and Personnel Branch. The manpower and personnel branch provides the complete
staffing picture through the following:
9
Enclosure (2)
a. The identification and validation of human resource requirements to support assigned missions and
tasks initiates the total force structure process. The available inventory shapes the command’s on-hand
strength.
b. The branch uses the manpower family of systems to monitor the command’s personnel readiness.
Personnel administration provides a thorough assessment of the efficiency and effectiveness of personnel
unit and individual reporting. The branch acts as a conduit between the G-1 and the installation personnel
administration centers, finance office, manpower information systems support office and subordinate S1s.
5. Adjutant Branch. The adjutant branch provides guidance/support to the Commanding General on
general administration issues. The adjutant branch assists the Commanding General by providing subject
matter expertise, allowing a division of labor and distribution of information. General administration is
conducted at all echelons of command and applies to the total force.
6. Installation Personnel Administration Center (IPAC). The IPACs provide personnel administrative
services to commanders, Marines, and family members throughout the MCIPAC AOR. Each IPAC
maintains accurate information within the Marine Corps Total Force System (MCTFS) and supports their
local commands in all aspects of personnel administration.
7. Postal. The Postal Officer plans and oversees postal affairs and mail handling procedures. The Postal
Officer coordinates with appropriate civilian and military postal authorities to include executive agents
for postal services within the MCIPAC area of operations. The Postal Officer coordinates with the AC/S
G-3 and AC/S G4 for the movement and in transit storage of mail, and conveying command priorities for
movement of mail to logistics transportation coordinators.
10
Enclosure (2)
Chapter 4
G-2 Division: Intelligence
1. Mission. Leverage intelligence capabilities to reduce uncertainty and mitigate threats, in support of
leaderships’ decision making, focused on protecting personnel, facilities, and resources in order to help
set conditions for the operational mission success of our allies, partners, tenant commands, Sister
Services, and III Marine Expeditionary Forces (MEF) in the Indo-Pacific.
2. Scope. The Assistant Chief of Staff (AC/S), G-2 is directly responsible to the Commanding General
(CG) for all matters pertaining to intelligence. The AC/S G-2 is the Senior Intelligence Officer (SIO)
within Marine Corps Installations Pacific (MCIPAC), its subordinate units and ancillary sites. As the
SIO, the AC/S G-2 serves in accordance with the defined Marine Corps Intelligence Surveillance and
Reconnaissance Enterprise (MCISRE) roles and responsibilities, which include advocacy and support of
the Director of Intelligence (DIRINT) guidance in accordance with Intelligence Community and Marine
Corps directives, instructions, orders and policies. The AC/S G-2 exercises staff cognizance and
intelligence tasking authority over G-2 personnel. As the coordinator for CG MCIPAC intelligence
requirements, the AC/S G-2 is responsible for planning, directing, managing, and supervising the tasking
and operations of intelligence and counterintelligence activities aboard MCIPAC’s bases, stations, and
camps.
3. Purpose. Enable MCIPAC’s primary mission tenants: (1) secure and protect our capabilities, (2)
strengthen our alliances, and (3) expand the capabilities of forward-deployed naval expeditionary forces.
This is done by helping set theater-strategic conditions for military readiness, command and control,
logistics throughput, and a partnered presence through the implementation of our seven (a - g) lines of
effort (LOEs), derived from intelligence Marine Corps Tasks (MCT).
a. Threat and Vulnerability Awareness. Achieved through weekly classified Intelligence Summaries
(INTSUM), classified briefings, and providing timely intelligence reporting correlated to the
Commander’s Priority Intelligence Requirements (PIRs) or other topics of staff interest/concern. It
requires an actively managed collection plan integrated from the tactical to strategic levels in order to
provide indications and warning regarding the geopolitical environment, emerging threats and adversarial
intent.
11
Enclosure (2)
b. Guard and Protect. Encompasses counterintelligence surveys, assessments and inspections. It also
includes providing intelligence support to the functional areas of Force Protection, Mission Assurance,
Operational Security (OPSEC), Antiterrorism, Law Enforcement, Emergency Management, and
Physical/Personnel Security. This demands direct, active engagement with installation commanders and
their staff in addition to close coordination with functional area special staff members to include
Installation Protection and the Provost Marshals Office. Ensuring MCIPAC intelligence requirements are
appropriately addressed and incorporated into Operation Plans (OPLAN) and Contingency Plans
(CONPLAN) must also be accomplished.
c. Task Critical Assets (TCA). MCIPAC has a responsibility to support the monitoring and reporting
of threats, suspicious incidents and countermeasure implementation in addition to identifying,
neutralizing, or exploiting foreign intelligence entity (FIE) threats to Defense Critical Infrastructure
(DCI). Additional activities include identifying intelligence gaps and developing collection
requirements focused on mitigating TCA vulnerabilities. These operations are complimented by
periodic counterintelligence surveys and assessments.
d. Insider Threat. Counter-Insider Threat activities are focused on detecting, deterring, and mitigating
threats posed by both witting and unwitting personnel. These threats may include unauthorized disclosure
of national security information, the loss or degradation of departmental resources and capabilities,
espionage, or terrorism. The desired end-state is having a well-equipped, trained, and vigilant workforce
to protect MCIPAC resources, personnel, installations and equities.
e. Open Base Events. These are important events which facilitate bonds of friendship with local
communities while fostering good will and transparency. Open base events also pose risks due to less
restrictive access controls and the increased volume of foreign personnel in attendance. Sensitizing
security personnel and operators on appropriate measures to reduce the risks associated with these events
and to whom to report helps mitigate vulnerabilities associated with these events.
f. Station/Base/Camp Exercises. Intelligence Division can assist in the development of the exercise
threat design and incorporate threat and vulnerability trends into scenarios. This provides commanders
and staff an opportunity to develop or refine techniques, tactics and procedures and response measures.
During exercise execution, the G2 may provide oversight and guidance to augmented intelligence
personnel.
g. Education and Training. Includes facilitating annual Counterintelligence Awareness and Reporting
(CIAR) training to include providing insider threat awareness and suspicious activity reporting points of
contacts. A repository of country threat briefs and one-on-one engagements in support of foreign travel
requirements and Isolated Personnel Report (ISOPREP) support is also a service the G2 provides.
Additionally all intelligence personnel are required to comply with Intelligence Oversight training and
reporting requirements
4. Organization. Intelligence Division is comprised of a headquarters element and three branches:
Analysis and Production (a), Operations (b), and Direct Support (c).
a. Analysis and Production. The Senior Analyst leads this effort, focused on our Threat and
Vulnerability Awareness LOE. Routine tasking consists of weekly classified INTSUMs, classified
briefings and providing emerging reporting correlated to the CG’s PIRs or other topics of staff
interest/concern. During exercise windows, scenario development, road to crisis (RTC) and scripting may
become the main effort based on personnel availability and other operational demands. Other
12
Enclosure (2)
responsibilities include collection plan development and refinement in addition to ensuring MCIPAC’s
collection focus is appropriately captured and documented for Intelligence Community (IC) action.
b. Operations. Focus is on Task Critical Assets, Guard and Protect, Insider Threat, and Open Base
Events LOEs. This branch is comprised of a Counterintelligence/Human Intelligence Officer (CIHO) and
a Counterintelligence Support Element (CISE), provided by III MEF. Additional support is provided by a
Counter Insider Threat (C-IntP) cell and an Identity Intelligence Analysis Cell (I2AC). The lead for this
branch is the Counterintelligence/Human Intelligence Chief. While the vast majority of this structure is
not organic to MCIPAC, these personnel directly support MCIPAC requirements.
c. Direct Support. Education and training in addition to exercise support are facilitated by the Direct
Support branch. Country threat briefs and one-on-one engagements in support of foreign travel
requirements and Isolated Personnel Report (ISOPREP) are also services this branch provides. An
Request for Information (RFI) portal, located on MCIPAC’s MCISRE Secure Internet Protocol
(SIPRNET) site provides MCIPAC personnel a means to input and track the progress of validated
intelligence support requests.
13
Enclosure (2)
Chapter 5
G-3 Division: Operations
1. Mission. To enable the CG’s command and control and maintain readiness of MCIPAC personnel,
capabilities, and critical infrastructure throughout the MCIPAC AOR in order to provide operational
support to naval expeditionary forces in the Pacific Theater through: operational policy and crisis
management; execution and planning for current and future operations; installation protection and defense;
quality range training, systems, and facility management; aviation plans and policies; and fire and
emergency response.
2. Current Operations Branch
a. Responsible for execution of operations occurring in the next 30 days. COPS represents the G-3 in
the planning process to ensure continuity for exercises, plans, orders and operational objectives as they
transmission from future operations to execution.
b. Responsible for MCIPAC Regional and MCB Camp Butler Local Destructive Weather Operations.
Maintains and updates orders, plans and conducts exercises, and facilitate associated staff actions, Marine
Corps Capabilities Plan, and Crisis Management Teams. Direct and supervise the conduct of such
operations when directed to do so by command authority.
c. Maintains the MCIPAC-MCBB BEOC. Ensure facilities, hardware, and software applications are
maintained and ready for no notice activation in the event of regional and local emergencies. Conduct
BEOC Operations when directed to do so by command authority.
14
Enclosure (2)
d. Provides a core staff of trained personnel to serve in critical billets within the MCIPAC-MCBB
BEOC.
e. Training Section. Provides formal schools registration, coordination, and seat allocation.
3. Future Operations Branch
a. Responsible for future operations planning that takes place in the next 90 days or sooner. FOPS
represents the G-3 in the planning process to ensure continuity between current operations and the G-5
regarding exercises, plans, orders and operational objectives.
b. FOPS develops operations and projects future status of friendly forces to determine the need for
modifications and development of branches to current and projected operations to achieve MCIPAC CG’s
intent and end states.
c. When operational, FOPS is organized into (1) Operational Planning Teams (OPTs) composed of a
small group of focused planners selected for the operation with the applicable integrated liaison officers
or (2) a large group of staff with functional subject matter experts including members from adjacent and
higher headquarters.
4. Explosive Ordnance Branch
a. Provide 24/7 Emergency Response to Marine, Army, and Navy Installations aboard Okinawa.
Responses include but not limited to the removal of unexploded ordnance, items posing a CBRN hazard,
or suspicious packages.
b. Provide routine and emergency support to all Marine Ranges, servicing US and JSDF units.
c. Conduct bilateral integration training with JSDF EOD forces in order to further interoperability and
increase capacity to mitigate explosives threat across the competition continuum. Focus of effort given to
base recovery after attack and port operations.
d. Serve as regional representative for MCIPAC regarding EOD operations, planning, and force
design.
e. Reviews all Letters of Agreement requiring emergency response support to adjacent service
installations.
f. Represents the CG, MCIPAC at operational advisory groups and conferences as required.
g. Provides Subject Matter Experts (SME) to perform inspections in support of the CG’s Readiness
Inspection Program.
5. Aviation Operations Branch
a. Provide updates and recommendations to the CG on all regional Aviation equities to include Air
Traffic Control (ATC) Operations and Maintenance, civil and special use airspace, Operational Support
Airlift (OSA), Airfield Operations, and general tenet command concerns.
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Enclosure (2)
b. Develops, maintains, interprets, and evaluates all current and future plans and policies pertaining to
ATC operations, maintenance, and airspace. Ensure standardization and compliance of all ATC related
installation rules, regulations, procedures, and orders within the MCIPAC region.
c. Provides oversight for ATC training in accomplishing Training and Readiness (T&R) objectives to
include endorsing requests for military occupational specialty (MOS) waivers and MOS revocations;
distributing ATC controller and maintainer school quota assignments in support of the region’s overall
aviation mission; and assisting with other ATC controller and ATC maintainer training issues, as
necessary.
d. Conducts ATC Naval Air Training and Operating Procedures Standardization (NATOPS) Quality
Assurance evaluations on each of the region’s air installations.
e. Provides regional level oversight, guidance, and coordination on all matters pertaining to airspace
used for Marine Corps training and operations. Ensure proper execution of airspace management,
airspace related plans and policies, as well as other airspace issues the regional CG directs.
f. Reviews all Letters of Agreement that impact airspace and ATC operations within the region’s
purview.
g. Serves as the regional representative and advocate at ATC operations, maintenance, and airspace
conferences, as required.
h. Develops regional aviation operations policy.
i. Assists and facilitates coordination between air installations and Headquarters, U.S. Marine Corps
(HQMC) departments in all matters pertaining to Regional Meteorological Services, Airfield Rescue and
Fire Fighting, Air Transportation Coordination, and Air Field Services (i.e, flight support, transient
aircraft services, passenger and cargo operations, aircraft recovery, and fuel services).
j. Manages the Regional Operational Support Airlift (OSA) Flight Hour Program and administer to the
waiver requirements of the assigned OSA pilot population.
k. Coordinates OSA support for all routine and contingency operations as tasked.
l. Monitor, and supervise the Aviation Safety Management System of all Marine Corps Air Stations
and OSA Squadrons and conduct Commanding General Readiness Inspections of these programs.
m. Serve as an interface between Operational Forces Tenants and assists Marine Corps Air Stations in
implementing the Marine Aviation Plan.
6. Installation Protection Branch
a. Manages and coordinates the MCIPAC-MCBB IP Program which includes Antiterrorism (AT) and
AT Training, Critical Infrastructure Protection (CIP) and Marine Corps Critical Asset Management
System – Next Generation (MCCAMS-NG, Chemical, Biological, Radiological, Nuclear and High Yield
Explosive (CBRNE) and Hazardous Material Training, Regional Physical Security and Access Control,
Regional Law Enforcement (LE), and Regional/Base Installation Emergency Management.
b. Manages and coordinates regional IP programs and supports responses to major natural disasters or
AT/force protection (FP) events aboard the base or any regional installation.
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Enclosure (2)
c. Plans, coordinates, and manages AT/FP exercises for MCB Camp Butler, and at regional/higher
headquarters levels.
d. Inspects, plans, develops policy and coordinates support for operations, training, equipping, and
manning for all Provost Marshall/Marine Corps Police Department LE personnel within the region.
7. Range and Training Area Management Branch. Provides Regional/MCB Camp Butler range and
training area management (training ranges, training facilities, Special Use Airspace, maneuver area,
training systems, and training devices used on ranges). Implements policies, develops regional strategies
and plans, prioritizes resources and provides services, direction, and oversight for range development and
management throughout the MCIPAC range complex. Provides operationally ready training ranges,
facilities, and maneuver areas to operational forces, formal schools of Training and Education Command,
and other Department of Defense (DoD), Federal, state, and local agencies while ensuring safe, efficient
use. Responsible for providing systems architecture, facilities and technology support for training,
operations, and exercises.
a. Range Development Section
(1) Develops/executes a comprehensive regional/base range and training area (RTA) plan.
(2) Evaluates utilization and recommends changes to RTA assets.
(3) Develops/validates/prioritizes multi-purpose RTA sustainment projects.
(4) Conducts quality assurance inspections for Ground Training System Support (GTSS) contractor
operations support.
(5) Supports training through enhanced targetry, visual observation of targets and impact areas.
(6) Assists regional installations and stations with design and resourcing of ranges and training
facilities.
(7) Provides oversight of all ongoing projects related to training ranges and facilities.
b. Range Maintenance Section
(1) Responsible for the overall maintenance effort required to support all MCIPAC owned ranges,
training areas, tactical landing zones, training facilities, and other training venues throughout the region.
(2) Develops and implements service contracts to perform range and electronic maintenance.
(3) Provides material support to Troop Training projects in support of development and maintenance
active duty unit led projects.
(4) Performs limited maintenance and repairs to structures, fencing, roads, and equipment.
c. Range Control Section
(1) Provides operationally ready training ranges, facilities, special use airspace, and maneuver areas
to operational forces, tenant, other DoD and Federal agencies.
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Enclosure (2)
(2) Responsible for the safe, efficient management of all ground training and range areas aboard
MCIPAC ranges or owned facilities.
(3) Schedules, deconflicts, and inspects training conducted.
(4) Provides explosive ordnance disposal and Range OIC/Range Safety Officer certification and
training.
(5) Manages the Range Facility Management Support System (RFMSS) and host quarterly deconfliction conference.
4. Provost Marshal’s Office. Provides law enforcement, investigative, and security services as directed
by the Commanding General. The Provost Marshal advises and assists the Commanding General on the
formulation and administration of military law enforcement related policy and procedures. The Provost
Marshal's Office provides Marine Corps installation security, law enforcement, criminal investigations,
confinement and correctional functions, Japanese Police liaison, Japanese Security Guards, vehicle
registration, traffic court support, installation access control vetting and credentialing services, MCAS
Futenma flight line security, critical incident response, crime prevention, U.S. Customs enforcements,
black marketing enforcement and related services to organic operational forces and installation based
Marine Corps organizations.
a. Operations Section
(1) Provide 24/7 emergency response aboard MCB Camp Butler, and MCAS Futenma.
(2) Conduct police patrols focused on protecting organizational assets, personnel and the community.
(3) Respond as required to all off-base calls for service IAW USFJI 31-203.
(4) Provide traffic enforcement operations, accident investigations, and surveys to support
community safety.
(5) Provide rapid and tactical response to high-risk critical incidents.
(6) Provide emergency dispatch services to efficiently disseminate information to appropriate firstresponder agencies.
(7) Provide explosive and drug detection military working dog capabilities.
(8) Provide event security, law enforcement support, and traffic mitigation for special events and
VIP visits.
(9) Manage the installation security posture and provide continuous law enforcement response
through pre-planned actions sets throughout all Tropical Cyclone Conditions of Readiness.
(10) Provide enforcement of animal control and domestic pet policies.
(11) Provide timely notification of incidents that trigger Commanders Critical Information
Requirements (CCIRs)
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Enclosure (2)
b. Services Section
(1) Conduct training of law enforcement personnel, security augmentation personnel, and Japanese
Security Guards.
(2) Provide installations access control and vetting of DoD and non-DoD personnel.
(3) Receive, process, adjudicate, and assess on-and-off installation traffic citations.
(4) Provide vehicle impound services across the joint force within Okinawa.
(5) Provide physical security support to the installation and tenant commands through command
advisement, comprehensive assessments of facilities, and the enforcement of physical security standards.
(6) Initiate and/or collect, process, maintain, and distribute completed police incident reports.
(7) Provide joint vehicle registration, inspection, and safety standards in support of all Status of
Forces Agreement (SOFA) vehicle owners aboard Okinawa.
(8) Receive, categorize, and maintain misplaced items for safekeeping or where necessary, disposal.
(9) Provide enforcement of U.S. and Host Nation Customs regulations aboard Marine Corps
facilities.
(10) Provide a comprehensive crime prevention program through public education and community
partnerships.
(11) Provide supply and budget support to the Provost Marshal’s Office.
(12) Coordinate with Host Nation law enforcement agencies to ensure support to SOFA personnel in
Okinawa IAW USFJ Instructions
c. Criminal Investigation Division
(1) Provide Protective Services Details for designated personnel.
(2) Support the Commanding General and tenant commanders through the conduct of criminal
investigations.
(3) Develop criminal intelligence to support commanders and policing operations.
(4) Conduct crisis negotiation and manage criminal intelligence development during critical
incidents.
(5) Conduct crime suppression operations and handling of confidential sources.
(6) Collect and facilitate forensic examinations of evidence.
(7) Coordinate with social service agencies and provide support to the Armed Forces Disciplinary
Control Board.
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Enclosure (2)
d. Japanese Security Guard Battalion
(1) Provide installation entry control including daily operation of Defense Biometric Identification
Systems.
(2) Provide support to event security for special events.
(3) Provide perimeter security patrols.
e. MCIPAC-MCBB Brig
(1) Provide regional Level I pre and post-trial confinement services for U.S. military personnel.
(2) Provide a core-values based rehabilitation program through the operation of a Correctional
Custody Unit.
5. Fire and Emergency Services Branch. Provides an all hazard response force for emergency services
protecting life and property from fire, explosion, and other man-made or natural disasters. In addition to
direct fire and emergency services operations, F&ES conducts inspections and provides recommendation
concerning fire prevention matters to all levels of commands within MCIPAC where fire protection and
prevention services are provided. The Commanding General, MCIPAC uses Marine Corps Installations
Pacific Order (MCIPACO) 11320.1 to establish the following Fire & Emergency Services agencies in the
MCIPAC AOR: MCBB and MCAS Iwakuni Fire & Emergency Services (IF&ES). Additionally, the
MCIPAC base in South Korea does not have intrinsic F&ES services as they are currently classified as
Class “C” installation. The administrative control AOR includes MCIPAC bases located in Hawaii and
Guam which are covered by the Department of the Navy Federal Fire Service (FedFire) through interservice support agreements.
a. Headquarters Section enhances the MCIPAC mission by: protecting life, property, and the
environment from the perils of manmade and natural disasters; adopting an all hazards approach to
identifying risks, hazards, and threats and the likelihood of their occurrence; providing a comprehensive
public fire education and prevention program to all stakeholders; and maintaining a highly trained and
effective emergency response force.
(1) Establishes operational policies and procedures in accordance with Department of
Defense (DoD), Commandant of the Marine Corps, Chief of Naval Operations, Chief of Naval Facilities
Engineering, Code of Federal Regulations, command directives, National Fire Code, environmental
protection guidelines, and all other regulations pertaining to United States Marine Corps (USMC), Navy
Fire Protection programs, and Fire Governing Standards covering 6000 structures for MCB Camp Butler,
MCAS Futenma, MCAS Iwakuni, and Combined Arms Training Center Camp Fuji
(2) Serves as the CG’s Fire emergency response subject matter expert for installation not covered by
operational control Camp Blaz and MCB Hawaii Kaneohe.
(3) Develops the strategy to implement Fire Department Base Programs to ensure full compliance
with Department of the Navy (DON) and USMC directives.
(4) Develops short and long range planning that is consistent with the current and projected land and
facility use.
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Enclosure (2)
b. Operations Section
(1) Provide 24/7 emergency response aboard MCB Camp Butler, MCAS Futenma, MCAS Iwakuni,
and Combined Arms Training Center Camp Fuji.
(2) Conduct Fire Inspections focused on protecting organizational assets, personnel and the
community.
(3) Conduct Fire Investigation to determine Cause and Origin.
(4) Provide building and code compliancy IAW U.S. and Host Nation regulations aboard Marine
Corps facilities.
(5) Respond as required to all off-base calls for service IAW USFJI 31-203.
(6) Provide rapid and tactical response to high-risk critical incidents.
6. Support Sections. Provides administrative and program support functions such as: Defense Readiness
Reporting System (DRRS) management, reporting, and training; Community Relations to coordinate with
host nation entities; Information Management to build and maintain network capabilities; fiscal
management and budget analysis; and internal directive controls for all G-3 Branches.
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Enclosure (2)
Chapter 6
G-4 Division: Logistics
1. Mission. The G-4 advises and assists in the provisioning of logistics services in support of regional
and local contingency operations and exercises, along with fulfilling routine daily mission support
requirements; while also providing oversight and support of Maintenance Management, Ammunition
Management, Inter-Service Support Agreements, Regional Fuel support, Plans and Operations, and other
logistics support and services as may be required to facilitate the mission readiness of Marine Corps
Installations Pacific and its assigned organic and tenant organizations.
2. Administrative and Operations Section. Coordinates cross-functional logistics requirements and other
administrative oversight within the AC/S, G-4. This section executes the internal inspection program and
provides program oversight and technical assistance in material management, maintenance management,
ammunition and explosives safety, and fuels for subordinate commands. In addition, this section is
responsible for all inter-service support agreements with adjacent service components and foreign military
services.
a) Assistant Chief of Staff (AC/S) G-4. The AC/S G-4 is overall responsible for the execution of
logistical support to MCB Butler and MCIPAC. The AC/S, aided by designated staff, will develop local
and regional logistical plans in concert with the AC/S G-3 and G-5. Additionally, the AC/S is responsible
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Enclosure (2)
for ensuring the G-4 Division is properly trained, manned and equipped in order to facilitate tasks and
duties as prescribed by Marine Corps Mission Essential Tasks (METs).
b) Deputy AC/S G-4. The Deputy is the right hand of the AC/S and serves in acting AC/S capacity
in their absence. The Deputy is responsible to supervise and guide day-to-day execution of installation
support as well as guide the G-4 staff during contingency operations. Additionally, the Deputy is critical
for tying in all MCIPAC Installations in order to build a regional support network.
c) G-4 Plans and Operations Officer (P&O). The G-4 P&O reports to the AC/S and/or Deputy G-4
and is responsible to keep logistics plans updated and works closely with G-3 and G-5 in order to generate
and publish guidance in order to facilitate contingency and exercise logistic support. The preponderance
of P&O duties is focused on regionally scoped conferences and planning; however, as required, the P&O
will participate in and planning events locally on MCB Butler. During command exercises and
contingencies, the P&O will act as the lead planner and will facilitate building the Base Emergency
Operations Center (BEOC) Watch and Logistics Operations Center (LOC) staff. The P&O is the primary
LOC Officer when the BEOC and LOC are activated. Additionally, the P&O supports the G-4 Division
in coordinating with external agencies for support.
d) G-4 Logistics Chief. The Logistics Chief reports to the Deputy AC/S and is primarily responsible
for coordinating direct logistics support to supported elements. The Logistics Chief works closely with
Camp Emergency Operations Centers (EOCs) to receive and process logistics support requests.
Additionally, the Logistics Chief will coordinate with G-4 Division to fill personnel shortfalls and
maintain training.
e) G-4 Fuels Officer. Advises the commander on all matters related to bulk fuel. Responsible for
the efficient and effective fulfillment of bulk petroleum support and service missions throughout MCIPAC
Area of Responsibility (AOR). Oversees operations at Defense Fuel Supply Points (DFSPs) at Marine
Corps Air Station Iwakuni (Japan), Marine Corps Air Station Futenma (Okinawa), Marine Corps Base
Hawaii, Marine Corps Base Camp Butler (Okinawa), Camp Fuji (Japan), DFSP Pohang (Korea) and DFSP
Yecheon (Korea) as well as all fuel distribution systems and tanks at Camp Mujuk, Korea. The Fuels
Officer does not manage the day-to-day operations of the fuel farms at Marine Corps Base Camp Butler.
Oversight of this function is provided by Contracting Officer Representative (USMC SNCO).
f) G-4 Maintenance Management Officer (MMO)/Ammunition Officer. The MMO/Ammunition
Officer aids in facilitating maintenance management for all MCIPAC Installations. Additionally, the
MMO aids all MCIPAC Installations in the proper management of their ammunition management and
requisition support to base tenant commands. Note this position is not responsible for ammunition
storage or distribution of ammunition as these functions reside within each unit. USMC ammunition
storage facilities on Okinawa are managed by III MEF, 3d MLG.
g) Inter-Service Agreement Officer. The ISSA Officer is responsible for facilitating and developing
service agreements to facilitate sister service and other agency logistics support to and from MCIPACMCBB.
3. Motor Transport Branch (MTB). Provides management oversight and policy guidance regarding the
procurement, allocation, operation, and maintenance of Non-Tactical Vehicles (NTV) for subordinate
installations within the region. The MTB provides assistance to operating force, tenant commands, and
activities across the installations throughout MCIPAC. MTB develops a safe and reliable commercial
vehicle support program while utilizing the minimum number of vehicles to meet the essential
transportation needs for their respective installations. In addition, provides unique services, such as the
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Enclosure (2)
Green Line, and other support required for those installations located in foreign countries like Japan and
South Korea.
4. Supply. Supply is dual hatted as MCIPAC Regional Supply directorate and MCB Butler. Supply
ensures materiel, supplies and services are made available to support local and/or regional mission
requirements. They provide functional oversight and administration of all supply support actions that
support subordinate installations throughout the region, tenant commands and authorized DoD activities.
Retail clothing is provided by the Army and Air Force Exchange Service (AAFES) through a
Memorandum of Understanding (MOU) with HQMC. Timely supply support is contingent on the timely
partnering with organizations and agencies to ensure requirements are properly resourced and delivered to
meet mission requirements. Partners include, but are not limited to: Marine Corps Logistics Command
(MCLC); Marine Corps Systems Command (MCSC); Defense Logistics Agency (DLA); Army, Air force
Exchange Service (AAFES), and Government Services Agency (GSA). Local partners provide
significant capabilities to MCIPAC-MCBB. Typical services and support includes, but is not limited to:
Military Clothing; Hazardous Materiel; Washer/Dryer Maintenance; Portable Toilets; Laundry Services;
Hoist/Crane Maintenance, retail stores services (MCBB ServMart), locksmith services and
Installation/Removal of Furniture. Supply support is requirement/demand driven for an intermediate
level supply activity; which MCIPAC-MCBB is officially designated.
5. Food Service. Food Service is dual hatted as MCB Butler and MCIPAC Regional Food Service
directorate. Food Service supports subordinate installations throughout the region using existing mess
halls, Host Nation Support (HNS), and Defense Logistics Agency (DLA) Subsistence Prime Vendors
(SPV). Forces can also be fed using Operational Rations when expeditionary messing is required.
Operational ration support is coordinated through communication with the III MEF Food Service Office.
Messing assignments for personnel will be made subsequent to determination of billeting location and
consideration of messing capacity, personnel strength, and facility management capabilities. Special meal
requests may be submitted as required. Special meal requests will be fulfilled at the respective
camp/installation mess hall where the special meal support is required. See planning factors under
Support Documents.
6. Distribution Management Office (DMO). DMO is dual hatted as MCB Butler and MCIPAC Regional
passenger, personal property, and freight management directorate. DMO provides direct support to all
command sponsored personnel within MCB Butler and administrative oversight of all subordinate
installations throughout the region. DMO is critical for the timely movement of passengers, personal
property, and freight from Okinawa to global locations. DMO does not perform Time Phased Force
Deployment Data (TPFDD) planning and execution nor generate Unit Line Number (ULN) movement in
support of tactical and contingency operations. This task is accomplished by III MEF force planners.
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Enclosure (2)
Chapter 7
G-5 Division: Plans
1. Mission. The AC/S G-5 is directly responsible to the CG for long-range (future—greater than 90-days)
planning and leadership of the G-5 Plans Division. The G-5 leads and supports the planning efforts
required to shape, operate, and enhance the network of Marine Corps’ Advance Naval Bases in the
INDO-PACIFIC in order to: 1) secure and protect our capabilities, 2) strengthen our alliances, and 3)
expand the capabilities of forward deployed Naval Expeditionary Forces. The G-5 serves as the focal
point for installation planning across the Pacific synchronizing and de-conflicting installation support
functions and requirements in support of INDOPACOM and III MEF forces, and agencies located aboard
MCIPAC installations throughout the USINDOPACOM AOR in support of OPLAN/CONPLANs, TSC
objectives, and crisis response. The G-5, also serves as the conduit for mission receipt from higher
headquarters, and initiates the Marine Corps Planning Process with the MCIPAC primary and special
staff directorates for the development and refinement of feasible and supportable plans and outputs.
2. Organization. The G-5 staff directorate is comprised of the three Branch’s: 1) Operational Plans, 2)
Regional and Installation Plans, 3) Strategic Basing. All branches are responsible for preparing and
executing guidance for ongoing, anticipated operations, contingencies, plans, and exercises. This includes
leading, being a member of the a team, developing, producing and formulating: assessments, action plans,
briefings, correspondence, Executive Summaries (EXSUM), working groups, In Progress Reviews
(IPRs), operation plans, operation orders, warning orders, fragmentary orders, annexes to plans and
orders, fact sheets or a variety of other products.
3. Operational Plans Branch
a. Responsible for conducting and developing all Operational and Contingency numbered planning
requirements directed by USINDOPACOM to include representing the command with Higher and
Adjacent Units planning.
b. The Operational Plans Branch conducts to ensure accurate and timely communication of planning
requirements across the MCIPAC staff while collaborating, developing, and synchronizing orders,
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Enclosure (2)
projects, and activities to higher and lower headquarters under the following conditions: planning and
support to war time requirements, planning response to a crisis, while ensuring installation 7 portfolios
and 40 functions remain functional and sustainable.
c. Make certain missions that span and impact across organizational, functional and operational lines
are collaborated, de-conflicted, and then synchronized for seamless planning development and when
required execution in a complex strategic environment. Conduct appropriate battle rhythm events weekly
coordination, IPRs, Council of Colonels and working groups with higher and lower commands to assist in
meeting suspense’s or coordinating options or adjustments in support of the command and planning.
4. Regional and Installation Plans Branch
a. Responsible for conducting and developing Regional and Installation Support Plans and ensuring
they remain current and nested in support of Operational and Contingency requirements and able to serve
as Advance Naval Bases in support of USINDOPACOM operational forces. Represents the command in
all installation planning requirements with DC I&L/MCICOM and USINDOPACOM/MARFORPAC to
ensure effective, efficient receipt of orders, plans developed and coordinated and issued to affected
subordinate units.
b. The Regional and Installation Plans Branch ensures accurate and timely communication of
installation planning requirements across the MCIPAC staff while collaborating, developing, and
synchronizing orders, projects, and activities to higher and lower headquarters under the following
conditions: planning and support to war time requirements, planning response to a crisis, while ensuring
installation 7 portfolios and 40 functions remain functional and sustainable.
c. Conduct planning and analysis that require unique or future requirements of our installations.
Examples are:
(1) Noncombatant Evacuation Operations (NEO) (ordered (mandatory) or authorized (voluntary)
departure of civilian noncombatants and nonessential military personnel) ensuring the command has plans
in place to act and support swiftly if actions move at a rapid pace require appropriate measures to be taken
to protect and secure diplomats, SOFA and American citizens.
(2) Feasibility of Support (FOS) ensure all feasibility studies are done to safeguard MCIPAC
installations equities, requirements, feasibility, and supportable of added requirement(s) are assessed and
resources identified to include responsible entity. Thus, ensuring no degradation to the execution of our
required 7 portfolios and 40 functions while ensuring first rate quality of life is maintained for units,
Marines and families
d. Make certain missions that span and impact across organizational, functional and operational lines
are collaborated, de-conflicted, and then synchronized for seamless planning development and when
required execution in a complex strategic environment. Conduct appropriate battle rhythm events weekly
coordination, IPRs, Council of Colonels and working groups with higher and lower commands to assist in
meeting suspense’s or coordinating options or adjustments in support of the command and planning.
5. Strategic Basing Branch
a. Responsible for capturing and analyzing USINDOPACOM and Marine Corps Force Posture
planning, decisions, requirements and supportability of our Advance Naval Bases in support of
USINDOPACOM operational forces.
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Enclosure (2)
b. Accountable for ensuring accurate and timely communication of force posture changes or temporary
basing decisions that impact installation support and COLS requirements across the MCIPAC. Ensure all
planning participation (HQMC, USINDOPACOM, MARFORPAC) preserve the standard of our
installations its management, effectiveness and efficiency and installation services remain protected at a
level commensurate with the service and sacrifice of our Marines, Sailors, and their families throughout
the Asia-Pacific.
c. Make certain Force Development plans and decisions that span and impact across MCIPAC
organizational, functional and operational lines are collaborated, de-conflicted, and then synchronized for
seamless planning development to ensure all changes to Doctrine, Organization, Training, Materiel,
Leadership/Education, Personnel, Facilities, Policy and Cost (DOTMLPFP-C) are captured.
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Enclosure (2)
Chapter 8
G-6 Division: Communications
1. Organization: The G-6 Division is comprised of 7 branches consisting of 120 Marines, 44 General
Schedule employees, 112 Master Labor Contract employees and 85 contracted personnel.
2. Mission: The AC/S G-6 provides and maintains secure, reliable, and redundant, customer-oriented C4
Systems and telecommunications service for base operating services/installation support and facilitates
mission readiness across MCIPAC, III MEF, and forward-based forces/OPFOR. MCIPAC G-6
implements policies, provides oversight, issues guidance, and directs resource balancing and assistance to
MCIPAC installations, operating forces, tenant commands, and mission partners for information
technology (IT) and C4 Systems services and support. MCIPAC G-6 also installs, operates and maintains
those C4 Systems supporting C2 for all headquarters, staffs, key agencies, tenants, and mission partners.
Additionally, MCIPAC G-6 provides secure hosting in the MCIPAC regional data center to support local
or OPFOR developed Program of Record (POR) information systems.
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Enclosure (2)
3. Functions: The G-6 supports Marine Corps Installations Pacific (MCIPAC) customers, tenant
commands on Okinawa and Combined Arms Training Center Fuji as well as, III Marine Expeditionary
Force (IIIMEF) and MCIPAC-Marine Corps Base, Camp Butler organizations with Information
Technology (IT) services that include: Customer Service, Field Services, Video Teleconferencing
Capability (VTC), Defense Switched Network (DSN) and Commercial Telephone Service, Secure
Internet Protocol Router Network (SIPRNET), Non-Secure Internet Protocol Router Network,
Coalition/Mission Partner Data Networks including Defense Information Systems Agency, Multinational
Information System, Electronics Maintenance, Joint Japan Land Mobile Radio, Public Address Services,
Cellular and Smartphone Services, Information Assurance (IA) Management, Cyber Security and
Readiness Compliance, Information Technology/ Telecommunication (IT/C) Circuits, and IT/C Project
Planning.
a. Executive Branch. The Executive Branch is responsible for the daily operational oversight,
strategic and resource planning, and is dual-hatted as a regional and base G-6.
b. Cyber Security Section. The mission of the Cyber Security Section (CSS) is to provide compliancy
audits and inspections, risk mitigation, Assessment and Authorization (A&A), Information Assurance
Vulnerability Management (IAVM), and Cyberspace Information Technology and Cybersecurity
Workforce Management and Qualification Program for all users and systems on the classified and
unclassified MCEN at Okinawa, Camp Fuji, Marine Corps Air Station (MCAS) Iwakuni, MCAS
Futenma, Camp Mujuk, Marine Corps Base (MCB) Hawaii and MCB Blaz in Guam. The CSS provides
technical assistance, executes risk assessments, performs network monitoring and wireless scanning,
conducts Commanding General’s Inspections and assists units with Command Cyber Readiness
Inspections to enhance network security, protect against unauthorized intrusions, and enforce the
Department of Defense in depth policies across the MCIPAC area of responsibility (AOR).
c. Key Management Infrastructure. The Key Management Infrastructure (KMI) Section activities
include automating the planning, ordering, generating, distribution, storing and destruction of electronic
keys and the management of other Communications Security (COMSEC) material required to support G6 classified and unclassified IT systems. KMI program proactively monitors the MCEN-S network and
all end-line Encryptors rendering garrison MCEN-S capabilities to all commands.
d. Operations and Plans Branch. The Operations and Plans Branch (OPB) consists of the Electronics
Maintenance Branch and the Asset Management Branch. The responsibilities of the sections include
exercise planning and execution, current and future operations and projects planning, and managing
network outages.
e. MCEN Support Branch. MCEN Support Branch (MSB) is responsible for delivery of all MCEN
services including Internet, Email, Deployed Site Transport Boundaries and Deployed-MCEN in support
of III MEF. This includes Network Control Center responsible for Local Area Network and Wide Area
Network operations and upcoming VoIP management.
f. Telephone Support Branch. Telephone Support Branch (TSB) provides continuous support to
MCEN and DSN operations throughout the Western Pacific AOR, providing service to over 26,000 users
deployed throughout the AOR and on bases and facilities in Mainland Japan, Okinawa, South Korea,
Guam and Australia with a total staff of 140 Marines, United States Government Civilians, Japanese
Local National Civilians and Next Generation Enterprise Network Contractors. The Inside Plant section
is responsible for managing the 12 DCOs on the island; the OSP section is responsible for managing the
telecommunications infrastructure of Camps Kinser, Foster, MCAS Futenma and Plaza Annex; the OSP
North section is responsible for managing the telecommunications infrastructure of Camps Courtney,
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Enclosure (2)
McTureous, Hansen, Schwab, Gonsalves and the Ie Shima Auxiliary Air Field; and the Organization
Support section is responsible for managing government owned vehicles, procurement and tools.
g. Customer Service Branch. The Customer Service Branch (CSB) provides telecommunication
services and equipment to customers throughout MCIPAC. CSB comprises of 6 sections: Telephone
Support, Centralized Attendant Services (CAS), Telephone Control Officer (TCO), Accounting,
Customer Support Helpdesk and Mobile Device Team. The Telephone Support Section includes the
Telephone Helpdesk and TMS Administrators. The Telephone Helpdesk provides Tier 1 support for
telephone incidents; DSN, local and Mobile Devices. They verify with customers that incidents are
resolved before closing tickets and publishes the Okinawa News Today (OkiNews). The CAS section
provides TMS and CAS services to route incoming calls and provide telephone directory service to
customers. The Accounting section generates monthly bills for official accounts, processes installation
and termination requests for B-1 customers, and processes, validates and reconciles vendor invoices.
They monitor Military Interdepartmental Purchase Request (MIPR) balances to ensure units are within
their allocated MIPR budget, processes mobile device requests and/or changes to mobile device
functionality (such as work orders, trouble tickets and customer service authorizations), and are
responsible for tracking mobile device changes, activations, and disconnections by unit. They are
primary liaison to mobile device vendors and activate mobile devices for customers when new devices are
ordered/received from the contracted cellular vendor. They also collect and record payments for Class B
unofficial customer accounts. The TCO manages telecommunications services and equipment provided
to customers through coordination and management of the Marine Corps Base unit TCO program. The
TCO tracks and reports on changes for toll services, mobile devices, and wireless data access cards, and
bills for telephone services provided by G-6. The TCO identifies and reports opportunities for cost
savings related to commercial telephone services and is the direct escalation point for TISC issues. The
Customer Support Helpdesk was created this year to provide assistance in the workflow and updates of
customer requests. The Helpdesk is the one-stop shop for all information required from the G-6. Its
functions includes SharePoint support, Training Portal support, SIPR Token creation, CAIRS assistance,
Remedy assistance, Building Escorts, Check-out processing as well as, providing technical support for
modification installs and computer troubleshooting for standalone systems. The Mobile Device Team
provides IT and telecommunications support to mobile device customers. The mobile device team
installs, configures and trouble-shoots mobile device hardware, software and public key infrastructure
services.
h. Financial Management Branch. The G-6 Financial Management Section oversaw budget execution
that included ordering equipment, services, maintenance contracts, shipping charges, and travel for
training.
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Enclosure (2)
Chapter 9
G-7 Division: Government and External Affairs
1. General: The Assistant Chief of Staff, G-7 works directly for the Commanding General, Marine Corps
Installations Pacific (MCIPAC). The G-7 is the primary political advisor and liaison regarding civilmilitary relations for Commander III Marine Expeditionary Force, Commander MCIPAC, and for all
MCIPAC Camps, Stations, Facilities, and staff sections.
2. Mission: MCIPAC G7 provides regional government and external affairs expertise to the III
MEF/MCIPAC commanders, regional staff, and installation commanders through political-military
engagement, encroachment management, and community relations programs in order to facilitate optimal
support to the operating forces, other commands, service members, and their families.
3. Functions:
a. Serves as the primary conduit for government-to-government engagement, communication, and
cooperation between III MEF/MCIPAC and local, national/state government agencies, and organizations
within MCIPAC’s region to include Japan, Korea, Guam and Hawaii.
b. Manages the MCIPAC encroachment management program.
c. Represents Marine Corps interests and coordinates with United States Forces Japan (USFJ), USFJ
Okinawa Area Field Office (OAFO), U.S. Consulate General, U.S. Embassy, GOJ and Okinawa
Prefectural Government (OPG) committees and groups, and the other Services on Okinawa.
d. Provides political-military advice to Commander III MEF/MARFORJ; Commander, MCIPACMCBB.
e. Monitors, evaluates, and reports on the Japanese and Okinawa political climate.
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Enclosure (2)
f. Coordinates with and informs Japanese officials with regard to incidents and accidents involving
Marine forces/personnel in Japan.
g. Provides guidance and advice on cultural awareness and cultural briefs given to US Marine Corps
community to enhance cultural understanding.
h. Develops and coordinates engagement strategies to improve relations and interactions with the
GOJ, OPG, local officials, and the community, including through the Okinawa Partnership Plan.
i. Responsible for development, management and oversight of community relations programs.
j. Provides briefings on “Why Marines are in the Pacific” and the role of III MEF/MCIPAC and
conducts other strategic communication (information) operations.
k. Receives and processes non-media Japanese inquiries and issues dealing with Marine Corps bases
in Japan.
l. Provides advice to Protocol on etiquette for all events involving Japanese officials; ceremonies,
tours, visits, surveys, assessments, studies, etc.
m. Manages the visit request program and coordinates official Japanese visits regarding access to
Marine Corps bases, stations, and camps in Japan.
n. Coordinates support requests from external agencies (Japanese Self- Defense Force, United
Nations, non-government organizations).
o. Provides/coordinates interpreter/translator support for Commander MARFORJ, CG MCIPACMCBB, CG III MEF, CG Marine Forces Pacific, CG 3d Marine Division, CG I Marine Air Wing, CG 3d
Marine Logistics Group, and MCIPAC AC/S G-7 in meetings with Japanese and Okinawa officials.
p. Manages the school visit program.
q. Provides political military advice and other advice regarding the political environment in Okinawa
and Japan to MEF and MCIPAC staff and Commanders.
r. Attends Joint Committee meetings.
s. Oversees command relationships and terms of reference (MARFORJ, MCIPAC-MCBB)
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Enclosure (2)
Chapter 10
G-8 Division: Comptroller
1. Mission. The mission of the AC/S G-8 is to advise and assist the Commanding General in all matters
pertaining to resource management, fiscal compliance, and strategic sourcing. The AC/S G-8 provides
resource expertise to achieve Marine Corps Installations Pacific’s (MCIPAC’s) support to the naval
expeditionary forces (III MEF and U.S. 7th Fleet) with concrete, tangible actions to improve and expand
their warfighting capabilities. The AC/S G-8 ensures MCIPAC has the required resources; making
certain MCIPAC remains an integral part of the single, cohesive, forward-deployed, forward-engaged
naval expeditionary force-in-readiness in the Western Pacific. The AC/S G-8 coordinates the
Programming, Budget, and Execution phases of the Planning, Programming, Budget and Execution
process, to include Assessment and Audit (PPBEA). This process ensures the necessary resources are
acquired, managed and distributed to support MCIPAC’s mission to exercise command and control,
oversight, and budgetary guidance over the Marine Corps’ network of Advanced Naval Bases in the IndoPacific: to (1) secure and protect our capabilities, (2) strengthen our alliances, and (3) expand the
capabilities of forward-deployed naval expeditionary forces.
2. Organization
a. Executive Branch. The Executive Branch supervises and directs the division’s branches and
oversees all G-8 external deliverables, internal staff coordination, and supporting and supported
communication.
(1) The AC/S G-8 is delegated financial responsibility and legal authority under Title 31 USC 1517
for all appropriations received. By-name delegation is provided per SECNAVINST 7000.27.
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Enclosure (2)
(a) Actively engages agencies within the Marine Corps involved in the PPBEA process to ensure a
common understanding of MCIPAC resource requirements.
(b) Coordinate within MCIPAC, utilizing a whole-of-staff effort to ensure a cohesive PPBEA
resource message supporting the CG guidance and intent.
(c) Ensure MCIPAC installations execute budgets in accordance with plans and programs, subject
to operational exigencies.
(d) Coordinate annual Financial Management Evaluation and Assessment visits.
(e) Maintain full accountability of financial resources in order to maximize readiness, and improve
economy and efficiency of the force.
(e) Coordinate staff actions related to the Programming, Budgeting, and Execution phases of
PPBEA.
(2) The AC/S G-8 is also designated as the Foreign Labor Officer (FLO) for the Commander Marine
Corps Forces, Japan (CMFJ).
(a) Directs service component committee members to U.S. Forces japan (USFJ) Joint Labor
Affairs Committee (JLAC) and Joint Labor Resources Committee (JLRC).
(b) Directs and supervises the development of CMFJ financial policy in respect to Articles I and II
of the Special Measures Agreement (SMA) concerning GOJ utility and labor cost sharing programs.
(c) Additionally coordinates with Marine Forces Korea and U. S. Forces Korea supporting the
Labor Cost Sharing and Logistics Cost Sharing ROK SMA.
(3) The AC/S G8 is appointed as the Banking and Credit Union Liaison Officer for Okinawa. (a)
Provides vital communication link between the on-base Financial Institution (FI) manager, the command
and their customers.
b. Budget Branch. The Budget Branch advises the AC/S G-8 on all matters pertaining to appropriated
resources within MCIPAC. Coordinates installation level financial matters in support of the MCIPAC
mission and liaises with Marine Corps Installations Command (MCICOM) on all appropriated resourcerelated matters.
(1) Assist all MCIPAC installations in the programming, budget, and execution of their budgets.
Provide guidance and direction in accordance with applicable financial statutes and regulations;
coordinate all budget products required for the Programming, Budget, and Execution phases of the
PPBEA (i.e. Program reviews, Budget Requests, Budget Exhibits, Financial Controls, Allocation and
Obligation Phasing Plans, etc.).
(2) Responsible for programming Operations and Maintenance, Marine Corps (O&M,MC, 1106)
during PPBEA. Coordinates PPBEA input across MCIPAC programs and influences the Future Years
Defense Program (FYDP).
(3) In conjunction with Protocol, the G-8 will plan, coordinate, and monitor the execution of Official
Representation Funds (ORF) in support of visiting Very Important Persons (VIPs) or foreign dignitaries.
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Enclosure (2)
(4) Coordinate and monitor the execution of Subsistence in Kind (SIK) funding used to procure food
and water related resources to support the warfighters.
(5) Facilitate the execution and financial reporting of all appropriations received by MCIPAC.
(a) 1106 Operations & Maintenance, Marine Corps.
(b) 0100 Operation & Maintenance Def AGCY (Family Advocacy Program).
(c) 0735 Family Housing Management.
(d) 1105 Military Personnel, Marine Corps (Subsistence in Kind).
(e) 1804 Official Representation Funds, Navy.
(f) 0736 Family Housing Management (2 year funds).
(g) 0500 Energy Resilience & Conservation Investment Program (5 Year).
(h) 5189 Lease of DoD Real Property (No Year).
(6) Financial review and approval of MCIPAC Information Technology Procurement Review and
Approval System (ITPRs) ensuring proper appropriation is being used for requirements.
c. Managerial Accounting Branch. The Managerial Accounting Branch (MAB) supports the AC/S G-8
by managing and performing effective and efficient accounting operations which supports MCIPAC in
meeting its organizational objectives. The MAB monitors, records, analyzes, validates, and reports
financial data in the core financial system. The MAB issues and maintains accounting policies and
procedures to ensure all requirements set forth by directives and regulations are in place to meet audit
compliance. The Managerial Accounting Branch is responsible for the following major functions and
tasks:
(1) Accounting Operation. The Accounting Operation Team is responsible for the following:
(a) Maintaining oversight of transactions posted in the Defense Agencies Initiative (DAI) to
ensure the validity and accuracy of accounting data, to ensure correctness of all financial transactions, and
to support the Command’s responsibility to ensure Internal Controls over Financial Reporting are
operating effectively.
(b) Resolving Abnormal Conditions arising from established financial procedures, practices, and
records.
(c) Maintaining required records, including records of obligations and expenditures against
allotted funds.
(d) Preparing financial accounting reports.
(2) Payroll Support and Liaison. The Payroll Support and Liaison Team is responsible for the
following:
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Enclosure (2)
(a) Executing tasks involved in civilian pay and customer service representative for Oracle Time
and Labor (OTL).
(b) Executing tasks involved in Host National payroll process and support.
(3) Accounting Systems and Training. The Accounting Systems and Training Team is responsible
for the following:
(a) Providing technical and systems assistance and resolving unsatisfactory conditions arising
from financial system problems and deficiencies.
(b) Training financial management community on financial systems to mitigate risks and support
the Command’s responsibility to ensure Internal Controls over Financial Systems are operating
effectively.
(4) Prior Year Fund (Reverted Fund) Execution. All MCIPAC current year (CY) funds expire after
the year-end close out. Funds remain in an expired status for five years at which point they are cancelled
and no longer available for use. The MAB is responsible for the following:
(a) Assisting all MCIPAC installations in execution of their prior year (PY) funds.
(b) Coordinating the execution of PY funds until they are cancelled.
(c) Recommending approval or disapproval of upward or downward adjustments to PY funds to
prevent anti-deficiency act violations and to support the warfighters.
(d) Monitoring the PY fund control spending file and daily transaction report on a daily basis to
assist the fund managers with execution of reverted MCIPAC resources and mission accomplishment.
BUDGET
CY FUND
FY22
FY21
FY20
MAB
EXPIRED FUND
FY19
FY18
FY17
d. Resource Evaluation and Analysis Branch. The Resource Evaluation and Analysis (RE&A) Branch
supports the AC/S G-8 by promoting the efficient use of resources provided for mission accomplishment
through regular internal reviews of installations, camps, and spending activities. By training all MCIPAC
units to proactively identify risks, establish internal controls, and enhance governance over internal
processes, RE&A aims to decrease fraud, waste and abuse and increase regulatory compliance. After
analyzing the results of inspections, RE&A recommends Corrective Action Plans (CAPs) to managers
and follows up on implementation progress. These consistent internal accountability efforts allow RE&A
to provide independent, objective assurance to the MCIPAC-MCBB Commanding Officer, Principal
Staff, and Special Staff of the integrity of financial information and internal operations. In turn, reliable
financial information and transparent operations yield superior Command performance and inspire public
confidence. The RE&A Branch is responsible for the following major functions and tasks:
(1) Financial Management Evaluation and Assessment (FMEA). The FMEA program promotes
financial management stewardship by facilitating early detection of deviation from standards, providing
training and support, and improving audit readiness. All subordinate installations, camps, and BEAs
undergo at least one Financial Management Evaluation (FME) every two fiscal years. Any discrepancies
or findings resulting from an FME will be reported on an official basis through the appropriate chain of
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Enclosure (2)
command and shall require further coordination with Managers Internal Control Program (MICP)
personnel for corrective action plan development and tracking. The RE&A Branch is responsible for the
following:
(a) Performing internal and external reviews, evaluations, assessments, analyses, and
economy/efficiency-related studies which are usually, but not necessarily, resource-related.
(b) Analyzing requirements of financial management directives promulgated by higher authority.
(c) Preparing amplifying directives for dissemination within the Command.
(d) Coordinating and participating in financial management inspections of subordinate
installations and camps.
(e) Conducting quarterly cash verifications and bank reconciliations for cash collecting
organizations aboard MCB Camp Butler.
(2) Fund Control Personnel (FCP) Training. Providing information, support, and assistance to all
with completion of mandated training.
(a) Analyzing requirements for FCP appointments promulgated by higher authority.
(b) Preparing amplifying directives for dissemination within the Command.
(c) Recommending to the AC/S G-8 appointment of personnel after requirements have been met.
(d) Tracking training requirements and reminding personnel of refresher training due dates.
(e) Recommending termination of appointments when FCP are not compliant with training
requirements.
(f) Reporting on MCIPAC training compliance to MCICOM twice a year.
(3) Audit Liaison. The RE&A team maintains liaison with and provides logistical and Command
coordination and support for all external audits from the Government Accountability.
Office (GAO), Inspector General, Naval Audit Service, and independent public accounting firms. The
RE&A Officer is the Command point of contact for all audit-related matters including, but not limited to,
financial improvement and audit readiness, audit site visits, audit data calls, requests for information,
management responses, and corrective action plans. If Command personnel are contacted by an auditor
or investigator directly, the RE&A Officer should be notified immediately.
(4) USMC Financial Statement Audit. The Commandant of the Marine Corps (CMC)
communicated his intent for the Marine Corps financial statement audit: to “get the most out of every
dollar Congress allocates to us, so that we know what we have and we can buy what we need to ensure
Marines are ready to fight." The ongoing financial statement audit addresses the CMC's intent and
enhances USMC readiness and accountability. The RE&A team is responsible for the following:
(a) Serving as initial Point of Contact (POC) for all provided by client (PBC) requests.
(b) Disseminating PBC requests to appropriate subordinate installations and camps.
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Enclosure (2)
(c) Providing assistance and guidance to all MCIPAC personnel regarding audit
requirements and PBC requests.
(d) Coordinating responses to PBC requests and ensuring due dates are met.
(e) Notifying MCICOM of any issues or problems with PBC requests.
(f) Coordinating submission of letters of explanation.
(g) Analyzing requirements promulgated by higher authority.
(h) Preparing amplifying guidance for dissemination within the Command.
(i) Reporting audit results to Command.
(5) Manager’s Internal Control Program (MICP). The MICP is designed to assess financial and
non-financial programs and functions and provides a process for analyzing/mitigating risk and
documenting control tests. The RE&A Officer is the MCIPAC MICP Coordinator. Through the MICP
process, managers at all levels document the existence of internal controls for processes and functions,
assesses the adequacy and effectiveness of established internal controls, and document the results of
annual internal control assessments. MCIPAC Staff Sections are required to appoint in writing MICP
Coordinators who are responsible for coordinating the MICP within their functional area. Commanders
and managers are responsible for ensuring that each process under their purview is operating efficiently
and effectively, and that programs and operations are discharged with integrity and in compliance with
applicable laws and regulations. Responsible managers must perform vulnerability and control
assessments on risks associated with each of their programs listed as functional/process assessable units.
Additionally, to mitigate the associated risk, managers must ensure an adequate system of internal
controls is in place and operating as intended. The RE&A Team supports Command personnel with the
following:
(a) Analyzing requirements of MICP guidance promulgated by higher authority.
(b) Preparing amplifying guidance for dissemination within the Command.
(c) Training, instructions, and guidance on how to conduct risk and control assessments.
(d) Monitoring and tracking quarterly Corrective Action Plan (CAP) updates.
(e) Developing and publishing the MCIPAC MICP Annual Plan.
(f) Preparing the annual Statements of Assurance.
(6) Government Travel Charge Card Program (GTCCP). The GTCCP allows travelers to
accomplish official government travel while minimizing the need for a travel advance. All travelers are
required to possess an operative GTCC which they are required to use for official government travel.
Within five days after travel is completed, travelers must file a complete and accurate voucher within five
days after travel is completed and utilize split disbursement to pay the amount due on the GTCC. The
MCIPAC GTCCP consists of Hierarchy Level 5 (HL5) and Hierarchy Level 4 (HL4) Agency Program
Coordinators (APC).
(a) The HL5 APC is responsible for the following:
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Enclosure (2)
(1) Providing guidance to all Marine Corps Base Camp Butler (MCBB) cardholders.
(2) Analyzing requirements of GTCCP guidance promulgated by higher authority.
(3) Preparing amplifying guidance for dissemination within the Command.
(4) Checking in new cardholders and transferring their GTCC accounts to the MCBB hierarchy.
(5) Monitoring cardholder accounts for delinquent balances and potential misuse and abuse.
(6) Reporting delinquencies to the cardholders’ chain of command.
(7) Providing assistance to cardholders to resolve delinquencies.
(b) The HL4 APC is responsible for the following:
(1) Providing oversight over and guidance to all MCIPAC APCs.
(2) Training and mentoring new MCIPAC APCs.
(3) Monitoring cardholder accounts for potential misuse and abuse.
(4) Analyzing Command delinquency rates.
(5) Reporting delinquencies and card suspensions to the Command.
(6) Taking actions to keep Command delinquency rates below the threshold set by Department
of Defense.
(7) Conducting inspections of HL5 and HL6 programs within MCIPAC.
(7) DoD Financial Management Certification Program. The Financial Management Certification
Program (FMCP) provides a framework to ensure that employees within the DoD Financial Management
(FM) career field are trained and equipped to meet the challenges of both the current and future fiscal
environment. The program has three certification levels based on civilian position/job series or military
billet/occupational specialty (MOS) coupled with grade level or rank. The RE&A Officer is the MCIPAC
Component Certification Authority (CCA) for the DoD FM Certification Program. CCAs are the
guardians of the integrity of the Certification Program and have the authority to approve or deny award of
the DoD FM Certification. The MCIPAC CCA is responsible for the following:
(a) Providing information and guidance to all FM Certification Program personnel regarding
program requirements, individual status, and system navigation.
(b) Contacting FM civilian and active duty Marines to explain the program
(c) Requirements and identify training and experience needed to achieve certification.
(d) Monitoring and tracking certification due dates and issuing reminders to applicable personnel.
(e) Notifying the chain of command of noncompliance issues.
39
Enclosure (2)
(f) Reviewing certification requests and determining if program requirements are met.
(g) Approving or denying certification requests based on program requirements.
(h) Notifying personnel of reasons for denial and providing assistance with achieving compliance.
(8) Conference Manager. The RE&A Officer is the MCIPAC Conference Manager. MCIPAC staff
at all levels must ensure resources are responsibly managed when executing conferences sponsored by
MCIPAC and when authorizing MCIPAC personnel to attend conferences hosted by others.
Commanders and Principle and Special Staff will assess necessity and cost when conferences are
recommended as a method to achieve a particular mission critical objective. A “conference” is any
meeting, retreat, seminar, symposium, or event that involves attendee travel. Events included in this
definition normally require registration, an agenda, and scheduled speakers or discussion. It is the
responsibility of each Commander, Principle, or Special Staff Officer to prepare the package requesting
approval for attendance at a mission-critical conference hosted by non-DoD entities. The MCIPAC
conference manager is responsible for the following:
(a) Assisting staff in determining if an event should be classified as a conference.
(b) Assisting with completion of the conference package.
(c) Submitting the conference package up the chain of command.
(d) Analyzing requirements of conference attendance guidance promulgated by higher authority.
(e) Preparing amplifying guidance for dissemination within the Command.
(9) Interactive Customer Evaluation System Management. The Interactive Customer Evaluation
(ICE) system is a web-based tool that collects feedback on services provided by various organizations
throughout the Department of Defense. ICE is designed to improve customer service by allowing
managers to monitor the satisfaction levels of customers for services provided through the submission of
customer comments. The ICE program manager is responsible for the following:
(a) Monitoring ICE comments across MCB Camp Butler, MCAS Futenma, Combined Arms
Training Center-Fuji, 3rd Marine Logistic Group (3d MLG), Army and Air Force Exchange Service
(AAFES), Department of Defense Education Activity (DoDEA), Marine Corps. Community Services
(MCCS), and the Defense Commissary Agency (DeCA).
(b) Routing comments to appropriate service providers and prompting service providers to
respond to comments.
(c) Maintaining historical data, conducting trend analysis, and providing the information and
reports to various departments upon request.
(d) Managing ICE service provider manager accounts to include creating, deleting, and modifying
accounts.
e. Host Nation Support Office. The Host Nation Support Office (HNSO) falls under the cognizance of
the AC/S G-8 for MCIPAC who has been assigned as the Foreign Labor Officer (FLO) for the
Commander Marine Corps Forces Japan (CMFJ). The HNSO primarily functions as CMFJ’s service
component representative agent to U.S. Forces Japan (USFJ). Additionally, the HNSO functions as a
40
Enclosure (2)
liaison between MCIPAC and U.S. Forces Korea in Host Nation burden sharing issues impacting Camp
Mujuk.
(1) Recommends Marine Corps positions on foreign labor issues in coordination with CHROs and
presents them to USFJ as a single voting member on the Japan Labor Affairs Committee (JLAC), Joint
Labor Resources Committee (JLRC), and Procedures and Compensation Panel (PCP).
(2) Designated as MARFORJ Contracting Officer’s Representative (COR) for MLC Contract
number DA-92-557-FEC-2800. Additionally, designated as the primary Indirect Hire Agreement
Administrator’s Representative (IHAR) for IHA. As MLC and IHA representative for MARFORJ, the
HNSO consults with the local Government of Japan (GOJ) offices and agencies on foreign labor
concerns.
(3) Represents COMMARFORJ during Special Measures Agreement (SMA) negotiations in respect
to Articles I and II of the Labor Cost Sharing (LCS) and Utility Cost Sharing (UCS) burden sharing
programs, respectively.
(a) Article I (LCS) specifies local national labor expenditures covered by the GOJ in terms of
funded spaces provided to USFJ each Japanese Fiscal Year (JFY) as delineated by the effective SMA.
(b) Article II (UCS) identifies the portion of qualified utilities expenditures GOJ will bear per the
effective SMA. Qualified utilities include electricity, water, sewerage, and heating fuel.
(4) Acts as Grievance Advisory Committee (GAC) at the third step of the grievance process.
Considers facts and statements provided by grievant and other personnel involved in the grievance
process under the MLC and IHA, and provides determination recommendations to the AC/S G8 in his/her
capacity as the Contract Officer Representative for Appeals (CORA) and Indirect Hire Agreement
Administrator’s Representative for Appeals (IHARA).
(5) Liaisons with Commander Naval Forces Korea (CNFK) JLAC/JLRC who represent
Navy/Marine Corps interests at USFK joint committee meetings, and with Commander Marine Forces
Korea (CMFK) to keep the AC/S G-8 abreast of the SMA status between the U.S. Government and
Republic of Korean Government (ROKG), as it impacts labor and logistics burden sharing programs in
relation to Camp Mujuk.
f. Business Performance Office. The Business Performance Office (BPO) advises and assists the
AC/S G-8 on the formulation and administration of business management policy, methodology, and
procedures. The BPO supports the Marine Corps Planning Process (MCPP) via Common Output Levels
of Service (COLS) performance measurements and planned cost estimates, innovation research/analysis,
special management studies, process improvement, and training to assist in achieving a lean and agile
organization that efficiently and effectively provides quality services to the operating forces, tenant
commands, individual Marines, and their families. The BPO is the MCIPAC program management office
for:
(1) Command Projects. Serves as project manager for command directed projects and initiatives
with the goals of increasing organization efficacy in alignment with Commandant’s Planning Guidance
(CPG) and MCIPAC Commander’s intent and guidance. The BPO performs the following functions:
(a) Conducts and/or manages special projects, strategic studies, surveys, or other strategic
initiatives.
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Enclosure (2)
(b) Performs a variety of analytical products including economic, cost benefit, and business case
processes, as well as, conducting process studies, management reviews, and workload validations.
(c) Evaluates programs to ensure efficiencies and effectiveness while optimizing use of resources.
(d) Provides analytical services for installations and tenant commands to support strategic
planning sessions and assist in the development of performance management plans.
(e) Integrates results from studies with additional relevant organizational
data/knowledge/information, aiding in the understanding of efficacy hindering issues and solving
problems that strengthen the decision-making and MCPP.
(2) Common Output Levels of Service (COLS). COLS provides a program management framework
for documenting, understanding, analyzing and clearly articulating the capabilities/services provided at
USMC installations. COLS aims to establish an approved baseline using common definitions for
installation support functions, sub-functions, performance standards, and performance metrics to assist in
apportioning and managing limited resources. COLS promotes cost transparency and aligns the Planning,
Programming, Budget and Execution process, to include Assessment and Audit (PPBEA) with
installation levels of service. COLS connects Mission Essential Tasks (MET) and the Defense Readiness
Reporting System (DRRS) by linking performance with installation support. As subject matter experts of
COLS, the BPO provides the following:
(a) Ensures timely and as feasibly possible, accurate, valid, and reliable submission of information
by MCIPAC and its installations into COLS for quarterly performance and yearly Other Than
Labor/Other Funding Sources planned cost estimates for Program Objective Memorandum (POM)
building and DRRS reporting.
(b) Analyzes, examines, and evaluates data collected to determine where performance
encumbrances or inefficiencies exist, then develops strategies to resolve them and/or identify potential
opportunities for improvement.
(c) Collects data that is used in the building of POM based on Commander’s intent and level of
readiness, increasing the efficient use of resources by providing MCICOM the data needed to make risk
informed resourcing decisions for its installations and infrastructure investment portfolios.
(d) Coordinates COLS program with installation representatives ensuring training is conducted for
appropriate staff and liaises with higher headquarters, regional COLS team members, and subordinate
commands.
(3) Process Improvements and Innovation. The goal of process improvements and innovation is to
identify and implement programs/processes that continually expand or improve upon the capabilities of
MCIPAC to achieve organizational efficacy. As stated in the CPG and Commander’s intent and
guidance, enhancing and expanding capabilities is a USMC priority. Process improvement
methodologies and tools such as Lean (increasing speed by elimination of waste), Six Sigma (reducing
process variation,), and Theory of Constraints (TOC; managing constraints that exist in a process) help
streamline processes and elevate capacity of bottlenecks in routine tasks, making mission accomplishment
easier. Process improvement enhances MCIPAC capabilities by increasing process quality and speed
(readiness), which leads to improved quality of life, safety, and cost reduction. Innovation requires
analytical and creative thinking wherein new ideas or approaches lead to accomplishing things differently
to positively impact overall performance. Innovation prompts individuals to ask, “How can we better
accomplish our mission in a way that we obtain substantially greater results?” In summation, process
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Enclosure (2)
improvement and innovation enhances the Marine Corps readiness by improving the understanding of
mission requirements, optimizing performance, improving efficiency and effectiveness, and supporting
installation services and/or management structures. The BPO helps showcase the most efficient use of
available command resources and the following elements:
(a) Facilitates the comprehension of core mission and mission support processes and emphasizes
the importance of continuously improving processes using methodologies and toolsets that identify and
eliminate waste, as well as potential causes of degraded performance.
(b) Supports the MCPP by assisting with problem framing, course of action (COA) development,
COA wargaming, COA comparison and decision, orders development, and transition.
(c) Applies Continuous Process Improvement (CPI) methods, encompassing Lean, Six Sigma, and
TOC to provide a disciplined and proven method for incrementally and continuously improving key work
processes.
(d) Provides guidance and collaborates with customers to support process improvement efforts by
functioning as a resource and advocate for program/process planning activities, implementation strategies,
project selection, execution, and training.
(e) Provides guidance and direction for process improvement initiatives using Define, Measure,
Analyze, Improve, Control (DMAIC) process, Rapid Improvement Events (RIE,) and Just-Do-It (JDI).
(f) In accordance with CPG and CG guidance, offer Lean Six Sigma Yellow and Green Belt
training and certification which increases talent development and results in making assignment to
MCIPAC a career enhancing experience.
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Enclosure (2)
Chapter 11
G-F Division: Facilities
1. Mission: The AC/S, G-F is the principal staff for MCIPAC-MCBB planning, coordination, and
oversight of facilities maintenance and management, MILCON (to include Host Nation Funded) and
minor construction planning, family and unaccompanied housing, environmental affairs, real estate, and
Geospatial Information and Services. The AC/S, G-F exercises this MCIPAC regional responsibility by
providing technical direction, management oversight, and direct support to the facilities organizations at
each installation.
2. Resource Management Branch:
a. Provides AC/S G-F consolidated resource oversight of the largest organization within MCBB with
over 1000 personnel (includes US Civilians, Host Nation civilians and military from both Marine Corps
and Navy).
b. Provides AC/S G-F budget oversight of program exceeding $150M annually, split between BSS1
and BSM1 programs.
c. Provides AC/S G-F general administrative processes and procedures for the Division and Minor
Property accountability for the large inventory of minor property
3. Facilities Branch:
a. The AC/S, G-F provides fiscal and management oversight for all Real Property
Maintenance Activities (RPMA) within Region installations. Programs overseen include Facilities
Sustainment Restoration, and Modernization (FSRM), Capital Improvement, Planning, Construction and
Service contract acquisition and management, Real Estate and Real Property Accountability. Includes
funding for local M1R1 sustainment, Base Operating Support services, M2R2 centrally managed
program, utilities, and energy management. The Branch ensures all facilities related to operational
requirements are efficiently executed to include working with HQMC and MCICOM to meet the demands
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Enclosure (2)
of changing priorities and ensuring that facilities related budgets and execution are done in accordance
with current policies and procedures.
b. The Facilities Maintenance Section is responsible for all RPMA for MCBB and MCAS Futenma, as
well as FSRM funds management for CATC Fuji. The responsibilities include execution of base support
services such as pest control, refuse collection, grounds maintenance and custodial. Provide for
operation, distribution, and/or purchase of utilities (water, sewage, electricity), and the management of an
effective utilities conservation program. Section provides for Shops workforce to execute all Service Call
work (emergency, urgent and routine), as well as all Preventive Maintenance for MCBB/MCASF
facilities. Manages the M1R1 funding to execute Shops work and minor contracts less than $500K per
action in the sustainment of facilities.
c. The NAVFAC FEAD Section is responsible to provide engineering and technical support for
Installation components, including preparation of architectural and engineering studies, designs, and cost
estimates for M2R2 projects; preparation of drawings, specifications, and cost estimates for contracts for
maintenance, repair, alteration, and new construction of Installation facilities through a Memorandum of
Agreement (MOA) between MCICOM and NAVFAC. Within the MOA, a joint staff of NAVFAC
acquisition and construction management professionals and USMC engineers and service contract
managers create a team within the Branch to support MCBB/MCASF.
d. The Public Works Section is responsible for planning, preparation and submission of all MILCON
(including Host Nation Funded projects) and Minor Construction projects; develops project cost estimates
and provides life cycle cost analysis in support of construction programming; provides oversight and
coordination for all other programs constructing, renovating, modifying or demolishing class II real
property aboard MCBB/MCASF; provides liaison with HQMC on all Shore Facility Planning and
Programming issues; prepares Basic Facility Requirements and Facility Planning studies in support of
organizations assigned to MCBB/MCASF; coordinates with HQMC on the annual preparation of
MCBB/MCASF Facility Support Requirements; determines space requirements, utilization and makes
space assignments for all MCBB/MCASF non-housing facilities; conducts space utilization studies in an
effort to maximize facility usage; provides liaison between tenants and MCBB/MCASF for space
requirements; maintains all class I and class II real property record data; maintains real property data
contained within the Naval Facilities Assets Database; maintains data layers in the Base Geographic
Information System that pertains to Facility Planning and Base Master Planning; negotiation, control, and
administration of all agreements involving real property under license, lease, permit, or easement which
concern the interest of MCBB/MCASF.
4. Housing and Billeting Branch (HBB):
a. The AC/S, G-F provides oversight for the administration and operation of the centralized family
and unaccompanied housing and referral programs throughout MCIPAC. These responsibilities include
oversight management of all Public Private Venture Housing, Government Owned Family Housing and
all Unaccompanied Housing according to policies, regulations, and procedures promulgated by HQMC.
b. The HBB is tasked with management and oversight of MCBB/MCASF unaccompanied housing
program. The Branch works closely with the Camp Directors, Major Subordinate Commands and tenant
commands aboard the Installation to provide technical expertise on unaccompanied housing concerns and
management. Performs collection, compilation, and submission of barracks occupancy reports for use by
the Installation as well as higher headquarters. These reports are also used as a basis for analysis of
current and future barracks requirements for individual units. Overseas Housing Allowance
authorizations for unaccompanied personnel are processed for personnel desiring to request off base
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Enclosure (2)
accommodations. Provide training to Camp Billeting Managers and Unit Managers assigned
responsibilities to oversee daily unaccompanied housing operations.
5. Environmental Affairs Branch (EAB):
a. The AC/S, G-F provides regional oversight of environmental compliance and natural resource
management programs. Establishes consistent environmental policy and procedures across regional
installations where feasible to minimize costs, maximize efficiency, and address current and future
projected regulatory requirements, laws, and program areas. Addresses encroachment concerns through
the encroachment management action team in support of the G7, along with the requirements of the
installations.
b. The EAB is responsible for matters pertaining to compliance with environmental regulatory
requirements including: air and water pollution abatement; pollution prevention; hazardous waste
management; safe drinking water standards; environmental planning and impact assessment through the
Japan Environmental Governing Standards; environmental training; and natural and cultural resource
management. The EAB works closely with the tenant commands, other MCBB G-codes and other G-F
Divisions in carrying out the MCBB training support, range development and facilities missions. Specific
functions of this Branch include: administration; development of environmental plans and programs;
planning, programming, and budgeting of projects required for environmental compliance; operating a
HQMC approved Environmental Management System; potable water and wastewater monitoring;
hazardous waste management; hazardous waste recycling and minimization; qualified recycling program;
source reduction; protection and management programs addressing threatened and endangered species;
leading and developing encroachment partnership initiatives; archaeological and historical resource
management; and soil and water conservation.
6. Facilities Systems Management Branch (FSMB):
a. Supports the Marine Corps’ installation management and military training activities by provisioning
integrated, standardized, and centrally managed geospatial technologies, information, and services; and
facilitating the sharing of authoritative geospatial data throughout the Marine Corps, DoD, and other
government agencies. The FSMB provides regional and installation functional area managers with an
integrated Geographic Information System that enables operational planning, analysis, and decision
support. The FSMB has primary responsibility for the implementation of the Marine Corps’ GEO Fidelis
Program through program management oversight, policy and guidance on issues regarding geospatial
information and services, and the alignment of geospatial data collection initiatives and investments to
business priorities and strategies. The FSMB coordinates Installation Geospatial Information and
Services (IGI&S) operations and procedures; application development with geospatial components, data,
or web-based mapping services; and is the regional liaison to the enterprise hosting center located at
MCICOM Facilities Systems Branch.
b. The FSMB provides AC/S G-F expertise in the area of Information Technology and Operational
Technology in the Facilities Related Controls Systems in coordination with AC/S G6 for Authority To
Operate.
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Enclosure (2)
Chapter 12
Civilian Human Resources Office (CHRO)
1. Mission. Our mission is to develop and administer comprehensive civilian human resources services
to facilitate the attainment of MCIPAC strategic goals and program objectives. Provides regional human
resources services of US civilian employees, Master Labor Contract (MLC), Indirect Hire Agreement
(IHA), and Korean National employees for III MEF and MCIPAC subordinate installations in Japan,
Korea and Guam, including Marine Corps Base Camp Smedley D. Butler (MCBB); Marine Corps Air
Station (MCAS) Futenma; Combined Arms Training Center, Camp Fuji, Camp Mujuk, and Camp Blaz.
Provides regional oversight of the Human Resources Offices located at MCAS Iwakuni and Marine Corps
Base Hawaii.
2. Workforce Development and Information Systems
a. Mission. The Workforce Development and Information Systems section facilitates civilian training
to all Marine Corps Appropriated Fund (APF) and Local National (LN) personnel. Provides advice,
guidance, and command-specific training to include Human Resources Management Training (HRM),
New Civilian Employee Orientation, Civilian Career Leadership Development (CCLD), Academic
Degree Program (ADP), and training needs based on the Command Training survey. Develops and
maintains civilian Human Resources (HR) databases, provides ad-hoc reports, Regional Total Workforce
Management System (TWMS) administration, Defense Civilian Personnel Data System (DCPDS) local
administration, and is responsible for systems development and evaluation in the effort to further
automate personnel processes.
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Enclosure (2)
b. Functions
(1) Plans and administers employee and career development programs.
(2) Provides technical assistance and advice in regards to training and educational selfdevelopment requirements of the civilian workforce.
(3) Provides guidance on the Individual Development Plan (IDP) and monitors its compliance.
(4) Assists management in determining training and developmental needs of employees.
(5) Coordinate technical skills training for serviced commands.
(6) Provides instructional courses for the CHRO servicing population by locating specialized
instructors from off-base as needed, and by arranging for off-station technical and skills training for
selected employees.
(7) Maintains contacts with other government agencies and educational facilities for the purpose of
coordinating training matters.
(8) Conducts management, supervisory, and skills training.
(9) Assists and processes account requests for users needing access to Total Workforce
Management System (TWMS) and Defense Civilian Personnel Data System (DCPDS).
(10) Defense Travel System (DTS) Organizational Defense Travel Administrator (ODTA) for
CHRO.
(11) Functions as the Local CHRO Telephone Control Officer (TCO)
(12) Responsible for all garrison property assigned to CHRO.
(13) Functions as the Information Systems support and Information Systems Coordinator (ISC) for
all of the CHRO’s automated data processing equipment.
(14) Researches, develops solutions and strategies, and provides recommendations on results
obtained from data analyses to improve, innovate, and enhance training and information systems
protocols and procedures on a wide variety of human resources topics based on the command’s needs.
(15) Maintains the Self-Service Hierarchy for civilian personnel and ensures the proper employee
to supervisory alignment in DCPDS, based on the input articulated by the affected organization.
(16) Provides support on HR systems such as TWMS, DCPDS, MYBIZ, and HRLINK throughout
MCIPAC and our regional service customers.
(17) Participates in orientation and in-processing of new employees.
(18) Provides Civilian Human Resources metrics (e.g. Individual Development Plan (IPD), DoD
Performance Management and Appraisal Program (DPMAP), Recruit/Fill actions/reports, hiring
timelines, HR data for Manpower’s Manage to Payroll (MTP) data-call, and Common Output Level of
Service (COLS) that supports the MCIPAC mission.
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Enclosure (2)
3. U.S. Labor and Employee Relations/Overseas Allowances
a. Mission: The Labor and Employee Relations/Overseas Allowances section provides assistance to
Appropriated Fund (APF) civilian employees and management by researching laws, regulations, and
policies. Provides guidance on a multitude of topics such as disciplinary, non-disciplinary, and adverse
actions, grievances, work schedules, leave administration, performance management, overseas
allowances, special travels, awards, and the Federal Employee Compensation Act (FECA). Foster
positive labor management relationships that support and enhance the mission and assists in preventing
and resolving personnel issues in the workplace.
b. Functions:
(1) Reviews critical investigation reports, providing thorough and consistent advice to employees
and management regarding misconduct and/or poor performance. Advises on the appropriate action to
correct misconduct and/or poor performance and provides management with all of the options available,
to include non-disciplinary actions, disciplinary actions, adverse actions, and Performance Improvement
Plans.
(2) Plans, establishes, and directs command-wide procedures for developing, processing, hearing,
and adjusting grievances and complaints.
(3) Develops and delivers supervisory training within the scope of the mission (e.g. leave
administration, performance management, disciplinary and non-disciplinary actions, adverse actions,
overseas allowances, and awards, etc.).
(4) Ensures laws, regulations, and policies are followed and enforced by the Commands serviced.
(5) Provides analysis and studies of existing and potential problem situations.
(6) Prepares and stores case files based on appropriate guidelines.
(7) Provides assistance to managers by recommending strategies for improvements and changes in
practices, procedures, and policies, within the scope of the mission.
(8) Administer and monitors the Department of Defense (DoD) Performance Management and
Appraisal Program (DPMAP) for bargaining and non-bargaining unit employees.
(9) Assists APF civilian employees and supervisors in creating and monitoring performance plans,
to ensure the completion of plan creations, progress reviews, annual performance appraisals, and other
evaluations and assessments, as necessary.
(10) Administers the Performance Awards Review Board at the end of rating cycle and processes
performance awards for APF civilian employees.
(11) Administers, evaluates, and processes monetary awards, Navy honorary awards, Navy
Distinguished Civilian Service Awards, Navy Superior Civilian Service Awards, Navy Meritorious
Civilian Service Awards, Length of Service Awards, Time-Off Awards, Civilian Service Commendation
Medals, Civilian Service Achievement Medals, and external honorary awards.
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Enclosure (2)
(12) Provides direct liaison with the president of the exclusive bargaining unit on all matters
affecting bargaining unit members (e.g. grievances, requests for information, arbitrations, settlements,
union official notifications, bargaining, and unfair labor practices, etc.).
(13) Determines applicant/employee eligibility and processes payments for overseas allowances.
Calculates and codes foreign allowances, reports, and entitlements (e.g. Foreign Transfer Allowance
(FTA), Temporary Quarters Subsistence Allowance (TQSA), Post Allowance, and Living Quarters
Allowance (LQA), etc.).
(14) Administers and coordinates the special travel of APF civilian employees (e.g. Renewal
Agreement Travel (RAT), dependent student travel, Environmental and Morale Leave (EML), Emergency
Visitation Travel (EVT), and Early Return of Dependents (ERD), etc.).
(15) Provides Non-Temporary Storage (NTS) fund citations every fiscal year to Joint Personal
Property Shipping Offices (JPPSOs) and obtains DD Form 1164 on behalf of budget analysts and
employees.
(16) Creates and issues retirement Permanent Change of Station (PCS) orders.
(17) Participates in the orientation and in-processing of new employees.
4. U.S. Staffing and Classification
a. Mission. The U.S. Staffing and Classification section plans, administers, implements, and
manages Appropriated Fund (APF) civilian personnel programs to include employment, recruitment,
wage, and classification programs. Provides advisement to commanders, managers, supervisors,
employees, and the general public regarding employment of civilian personnel. Administers and
processes all employment actions related to the recruitment and selection of civilian employees. Manages
the overseas tour extension program for all serviced organizations, by tracking sponsor and dependent
tour of duty/rotation dates. Assists managers through the process of requesting tour extensions in
accordance with Department of Navy (DON) and Marine Corps regulations and policies. Assists
supervisors and managers regarding position classification issues for U.S. APF civilian positions.
b. Functions
(1) Executes position classification, ensuring fair and equitable pay treatment for all categories of
civilian employees, and meeting legally required review objectives.
(2) Advises and assists commanders and managers on position classification to ensure full and
consistent application of program objectives in the establishment and continuation of civilian positions,
internal and external grade alignment, and supervisory ratios to achieve optimum effectiveness and
economy.
(3) Conducts Hiring Resources for Managers (HRM) training on HR staffing and classification
topics (e.g. HR hiring processes, competitive vs non-competitive actions, selection procedures and
guidelines, Department of Defense (DoD) 5-year rotation policy and overseas tour extensions, the
Alternate Priority Placement Program (APP), Total Workforce Management Services (TWMS), hiring
manager roles in position classification, PD importance, formats, and classification submissions,
classification appeals, and hierarchy management).
(4) Processes classification reviews, accretions, and rating appeals.
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Enclosure (2)
(5) Advises supervisors and managers on classification matters.
(6) Participates in orientation and in-processing of new employees.
(7) Initiates review of position descriptions prior to the recruitment and in the event of Position
Descriptions (PDs) being more than two-years old, to ensure currency, accuracy, and completeness.
(8) Participates in position management and position classification surveys in conjunction with
management analysis staff, as necessary.
(9) Administers, conducts, and coordinated employment programs to include recruitments,
reassignments, promotions, details, and transfers of appropriated fund employees.
(10) Manages the merit promotion and reduction-in-force programs.
(11) Prepares and maintains personnel records and other employment related files.
(12) Counsels employees for registration into the Department of Defense (DoD) APP, ensuring
adherence to rules and regulations.
(13) Provides advisement to management on all employment and recruitment matters.
(14) Advises applicants of the recruitment process and directs job seekers to USA Jobs to submit
application packets.
(15) Consults with supervisors to determine employment needs through duties and qualifications,
knowledge, skills, and abilities identification.
(16) Provides administrative support to the employment process to include issuing tentative job
offers, coordinating firm job offers, gathering and reviewing pre-employment documents and forms,
coordinating on-boarding dates with both losing and gaining commands, preparing and issuing Permanent
Change of Station (PCS) orders.
(17) Coordinates with DoN Office of Civilian Human Resources (OCHR) to track status of actions
through the completion of recruitment actions.
(18) Manages the overseas extension program. Contacts managers regarding their employee’s tour
of duty/rotation dates, assisting them through the process of requesting an overseas tour extension and/or
curtailment.
(19) Provides written HR endorsements on overseas tour extension requests and curtailments for
our serviced commands as well as MCIPAC-Iwakuni.
(20) Coordinates out-bound release dates and PCS orders for employees (i.e. APP placement, return
rights, curtailment, etc.)
(21) Completes and issues DD Form 1172 for APF civilian employees, for the purpose of obtaining
Common Access Cards (CACs).
(22) Provides bi-weekly reports to serviced commands on recruitment and classification action
statuses, overseas employee tour and rotation information, and APP statuses.
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Enclosure (2)
(23) Evaluates the command’s policies, plans, programs, operations, and methods of
communication, ensuring managements decisions include appropriate consideration of their impact on
civilian HR and overall organizational effectiveness.
(24) Provides interpretation and instructions on staffing and employment laws, regulations, polices,
procedures, and develops guidance.
5. Local National (LN) Programs Section
a. Mission. The LN Programs Section manages the overall human resources program for U.S. Marine
Corps MLC and IHA employees on Okinawa and Combined Arms Training Center (CATC), Camp Fuji.
Provides guidance regarding policies, reports, requirements, and other pertinent matters on MLC/IHA
human resources programs to satellite CHRO in Marine Corps Air Station (MCAS), Iwakuni. Assist
managers, supervisors, and their MLC/IHA employees on MLC/IHA human resources programs. The
LN Programs Section consists of the LN Staffing and Recruitment, Classification, and Employee
Relations Units.
b. Functions:
(1) Provides guidance and assistance to MLC/IHA employees and their supervisors on recruitment,
hiring procedures, and separations.
(2) Verifies, certifies, implements, and processes personnel actions to include recruitment, selection
and placement, transfer and separation to the Regional Defense Bureau/Office (RDB/O) through the
Independent Administrative Agency/Labor Management Organization (IAA/LMO).
(3) Coordinates with IAA/LMO and RDB/O officials on any employment issues regarding
MLC/IHA employees.
(4) Posts job vacancy announcements on the MCB Butler web-site and distributes them to each
activity. Reviews applications and refers qualified applicants to selecting officials.
(5) Coordinates and initiates background checks and pre-employment physical examinations for
external applicant’s selected for MLC/IHA positions.
(6) Provides guidance and assistance to MLC/IHA employees and their supervisors on LN position
classification.
(7) Classifies and certifies the classification of MLC/IHA positions.
(8) Determines eligibility for payment of Special Work Allowances (SWA).
(9) Provides guidance and assistance to MLC/IHA employees and their U.S. Supervisors on any
employee relations issues (e.g. misconduct, performance problems, grievance procedures, etc.) and
coordinates with RDB/O, as necessary.
(10) Verifies, certifies, coordinates, and processes official disciplinary actions to RDB/O through
IAA/LMO.
(11) Coordinates and processes awards with IAA/LMO and RDB/O.
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Enclosure (2)
(12) Performs work as the designated coordinator for length of service awards and retirement
ceremonies.
(13) Processes leave requests, change in work schedule, travel orders and claims, and workman’s
compensation accident claims.
(14) Reviews orders and coordinates the issuance of protective clothing and uniforms.
(15) Coordinates MLC/IHA annual medical examinations, GOJ health inspections, and welfare and
recreation committee.
(16) Provides translation on various human resources documents (e.g. grievances, disciplinary
actions, family registries, vacancy announcements, special work analyses, etc.).
(17) Provides assistance and coordinates with the Japanese Government on distribution of
documents, such as the monthly pay slips, recurring and non-recurring notifications/information.
(18) Advises supervisors and managers on telework and work schedule.
(19) Administer and process Family and Medical Leave Act, Voluntary Leave Transfer Program,
and advises supervisors, managers and employees on leave administration.
(20) Administer and process the Federal Employee Compensation Act (FECA) program.
(21) Administer and process furlough and provide advisory to supervisors, managers and
employees related to furlough.
(22) Provides interpretation and instructions on laws, regulations, policies, procedures and develops
guidance related to Labor and Employee Relations functions.
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Enclosure (2)
Chapter 13
Communications, Strategy, and Operations (COMMSTRAT)
1. Structure: The Communications Strategy and Operations team is divided into the following sections:
a. COMMMSTRAT Supervisors
(1) AC/S, COMMSTRAT
(2) Deputy COMMSTRAT
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Enclosure (2)
(3) Staff Non-Commissioned Officer in Charge
b. Media Relations
(1) Media Relations Officer
(2) Operations Chief
c. Webmasters
(1) English Webpage Master
(2) Japanese Webpage master
d. Publications
(1) Publication Specialist
e. Combat Visual Information Center
(1) Director, Visual Information
(2) Visual Information Officer
(3) Supply Officer
(4) Productions Chief
2. Functions. Each section’s function is detailed below:
a. COMMSTRAT Supervisors. Communication Strategy and Operations Marines advise commanders
and staffs on communication matters; research, develop, integrate, and assess communications plans;
communicate with internal, domestic, and international audiences; and produce written and visual
information products in order to build understanding, credibility, and trust with audiences critical to
mission success.
b. Media Relations. The media relations section is responsible for response-to-queries (RTQs), media
engagements, releases, and social media. The functions are detailed below:
(1) RTQs. The media relations section processes all incoming queries from local and national
media agencies. The media relations officer is responsible for determining whether the query is within the
MCIPAC lane. If so, the media relations officer is responsible in coordinating with appropriate sections to
answer the query. Once answered, the media relations officer will route the proposed response through
the command deck for final approval and release authority.
(2) Media Engagements. The media relations section processes all incoming engagement requests.
Any request from local or national media agencies that wish to enter a Marine Corps installation in
Okinawa to film, interview or take photos must be coordinated through the media relations section. The
media relations officer is responsible for determining the feasibility of support for the request as well as
coordination between the appropriate personnel.
(3) Releases. The media relations section is responsible for the following:
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Enclosure (2)
(a) Holding Statements
(b) Media Advisories
(c) Press Releases
(d) Speeches
(e) Public Affairs Guidance
(f) Daily Media Report. III MEF is responsible for compiling news stories from local and
national media outlets that are pertinent to the III MEF and MCIPAC commands within the Indo-Pacific
region. The media relations section is responsible for the Japanese translations.
(4) Social Media. The media relations officer is responsible for maintaining and scheduling posts for
the English official social media accounts (Facebook, Twitter, Instagram, etc.).
c. Webmasters. The webmasters are responsible for updating and maintaining both the English and
Japanese official MCIPAC webpages. The webpages must be continuously updated to reflect the most
important and relevant information. This includes current regulations, staff
and emergency information. Besides updating the official webpages, the Japanese webmaster will also
be responsible for maintaining and posting to the Japanese official social media accounts (Facebook,
Twitter, Instagram, etc.).
d. Publications. The Big Circle Magazine is a bilingual periodical, responsible for writing and
compiling relevant community relations stories, significant Marine accomplishments, and historical and
seasonal events related to American and Okinawan culture. This magazine will be released three times a
year in a pages format. The Big Circle is distributed around the island and mailed to several Academic
institutions and USG organizations in CONUS and mainland Japan.
e. Combat Visual Information Center. The Combat Visual Information Center is organized and
structured to provide MCIPAC with photographic, video, digital, printed products, and archival support.
The products and capabilities of CVIC provides support to both operational and garrison commanders in
Okinawa and on deployments throughout the Pacific Command Area of Responsibility. The CVIC also
contains the Supply and Logistics Support Section which provides supply, fiscal, and AV maintenance
and repair support to the CVIC.
(1) Procedures for Procurement of Printing and Reproduction Work. Regulations of higher
authority restrict the typed and quantity of printing work which may be accomplished by field activities.
Printing of a private or commercial nature and the reproduction of standard forms (with certain
exceptions) are prohibited. The Director, MCB Combat Camera Center is responsible for ensuring that
all reproduction work is accomplished in compliance with current regulations.
(a) The standard Combat Camera Center work order will accompany all job requests. MCB
Combat Camera Center will log in all jobs immediately upon receipt and assign a job number.
(b) Required data on the request will be completed using good common sense and the following
guidelines. The term ASAP will not be used.
1. Normal lead-time for work to be performed by the Reproduction Section is five days.
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Enclosure (2)
a. All field printing requires lead-time of approximately 5 working days.
b. Any required contract printing will be forwarded to DAPS for servicing by the Print
Management Officer.
c. The Reproduction Chief will review all requests for printing, set the priority and ensure
that the material to be printed is prepared in proper format. The Reproduction Chief has the authority to
reject any job when the legibility is too poor to reproduce. The job will be retyped and resubmitted.
d. The quality of the finished product is dependent upon the original copy supplied. All
copies submitted for reproduction will be prepared in final form, preferably in digital format, i.e.,
Microsoft Word document or Acrobat file.
(2) Capabilities and Limitations of the Base Reproductive Section. Reproduction work is
accomplished by MCBB, subject to the following limitations.
(a) Not less than 25 copies.
(b) Not more than 25,000 units in the aggregate per calendar year (a production unit is one sheet
no longer than 8 1/2" x 11" printed in a single color, on one side only).
(c) No Marine Corps Ball Programs/Dining In/Special events.
(d) No certificate
(e) No letterhead.
(f) No copyrighted material.
(g) Digital Disk Duplication. MCB Combat Camera Center has the capability to conduct high
volume CD and DVD duplication. This capability is not limited to audio/video files, any file formats
contained on CD/DVD can be duplicated.
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Enclosure (2)
Chapter 14
Staff Judge Advocate
1. Mission. The SJA is a member of the Special Staff, with direct access to the CG, but whose activities
are coordinated by the COS. The SJA’s mission is to provide legal advice on official matters to the CG
and subordinate commanders within MCIPAC, to exercise staff cognizance over legal matters within
MCIPAC, and to supervise and coordinate legal services support for MCIPAC. Commanders shall
communicate directly with the SJA for advice on all legal matters.
2. Supported Subordinate Commands. The SJA directly advises the following subordinate commands:
H&S Bn, MCB Camp Butler; MCAS Futenma; H&HS, MCAS Futenma; CATC Camp Fuji; Camp
Mujuk, and MCB Camp Blaz. MCAS Iwakuni and MCB Hawaii each have a co-located SJA who
provides advice to MCIPAC commanders and their subordinate commanders at those locations.
3. Functions
a. Provide legal advice and assistance of official matters to the CG, the MCIPAC Staff, and
subordinate MCIPAC commands. Official matters include, but are not limited to, the following:
(1) Operational law issues, to include Rules of Engagement, International Law, and the Law of
Armed Conflict.
(2) Courts-Martial.
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Enclosure (2)
(3) NJP.
(4) Administrative Separations.
(5) Judge Advocate General Manual Investigations.
(6) Officer Misconduct.
(7) Standards of Conduct and Ethics.
(8) Special Interest Correspondence.
b. Foreign Criminal Jurisdiction. Assist in foreign criminal jurisdiction issues for individuals covered
by the Status of Forces Agreement and affiliated with MARFORJ commands in Okinawa.
c. Claims. Assist claimants and commands in the submission of claims under Military Claims Act
(CMA) claims, Status of Forces Agreement (SOFA) claims [(Foreign Claims Act (FCA) claims and
International Agreement Claims Act (IACA) claims], Personnel Claim Act (PCA) claims, Admiralty
claims, Government (G-claims), Medical Cost Reimbursement Claims (MCRC), Non-Appropriated
Funds Instrumentalities (NAFI) claims.
d. Freedom of Information Act. Respond to requests under the Freedom of Information Act or
Privacy Act.
4. Officer Misconduct. The CG has, in accordance with Rule for Court-Martial 306, assumed cognizance
over all allegations of MCIPAC officer misconduct. Accordingly, unless an exception is specifically
authorized, the CG will decide the scope of investigative efforts and the ultimate disposition in such
cases. Similarly, unless an exception is specifically authorized, only the CG can impose NJP on officers
assigned to MCIPAC.
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Enclosure (2)
Chapter 15
Pacific Area Counsel Office
1. Mission. Provide Pacific area command and staff advice and counsel on installation law matters under
the cognizance of the General Counsel of the Navy. The PACO’s primary mission is litigation risk
management and loss mitigation. The PACO provides legal services in the areas of acquisition, business
and commercial law, civilian personnel law, real and personal property law, intellectual property law,
standards of conduct and ethics, intelligence law, and such other legal services as may be required to
support the mission of the Marine Corps in the Indo-Pacific area.
2. PACO Structure. PACO is the USMC representative of the Navy Office of General Counsel in the
Pacific Region. PACO is located at Building 1 on Camp Foster with one attorney at MCCS MCIPAC
Headquarters, two attorneys at MCAS Iwakuni, and one attorney at Marine Corps Base (MCB) Camp
Blaz. Counsel reports directly to the Office of the Counsel for the Commandant and serves as a special
staff officer under the administrative cognizance of the MCIPAC Chief of Staff. Note: The Hawaii Area
Counsel Office is located at Marine Corps Base Hawaii and reports directly to the Office of the Counsel
for the Commandant.
3. Functions. Provide legal services in the Indo-Pacific area in accordance with SECNAVINST
5430.25F in the following areas: acquisition, business and commercial law, real and personal property
law, intellectual property law, fiscal law, civilian personnel and labor law, environmental law, and other
legal services as may be required to support the mission of the Marine Corps in the Indo-Pacific area.
Provide legal services for MCCS operations in the Indo-Pacific area. Conduct litigation involving the
areas enumerated above.
4. Ethics Advice. Ethics advice is a shared area of responsibility with the Staff Judge Advocate. Tasks
include:
a. Financial Disclosure: PACO advises on OGE Form 450 Confidential Financial Disclosure program;
SJA advises on OGE Form 278 Public Financial Disclosure program.
b. Training: Provides ethics training and advice for new employee orientation, supervisor training, preretirement seminar, General Officer and spouses ethics training, and annual training for financial
disclosure filers.
5. Contract and Fiscal Law. Provides support to the Regional Contracting Office and the 3d MLG
Expeditionary Contracting Platoon. Represents MCIPAC-MCB Camp Butler in acquisition-related
litigation before the Government Accountability Office and other venues. Conducts required legal
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Enclosure (2)
reviews for contracts and procurement requests. Assists with issues related to contracts involving outside
agencies. Provides fiscal law guidance and support to the III MEF and MCIPAC-MCB Camp Butler G8s to ensure proper execution of appropriated funds. Advises on the use of Official Representation Funds
for MCIPAC-MCB Camp Butler.
6. Land Use and Environmental Law. Advise on issues of real property acquisition and disposal; real
property interests, including leases, easements, joint use, licenses and covenants; environmental planning;
natural and cultural resources; environmental compliance and enforcement; and encroachment control.
Provide legal reviews of policy instructions and directives, real estate documents, and environmental
compliance documents. Assist the Naval Litigation Office and the Department of Justice on
environmental-based litigation and work closely on operational environmental issues with the uniformed
lawyers serving on active duty in the Judge Advocate General’s Corps.
7. Civilian Personnel Law. Supports commanders, supervisors, Civilian Human Resources Office
(CHRO) and Equal Employment Opportunity Office (EEOO) on employment issues to ensure
compliance with law, regulation and policy, and to prevent litigation. Represents MCIPAC-MCB Camp
Butler in litigation at the Merit Systems Protection Board (MSPB) and Equal Employment Opportunity
Commission (EEOC).
8. MCCS. Provides full spectrum of MCCS legal support to the MCIPAC region to include MCCS
Hawaii and MCCS Iwakuni.
9. Iwakuni Counsel. Provides the full spectrum of legal support at MCAS Iwakuni and is supported by a
general attorney in the Iwakuni Counsel Office, and subject matter experts within PACO. Supports other
PACO attorneys when needed.
10. MCB Camp Blaz Counsel. Provides the full spectrum of legal support at MCB Camp Blaz and is
supported by subject matter experts within PACO. Coordinates legal matters with the Joint Region
Marianas Office of Counsel. Supports other PACO attorneys when needed.
11. Other Areas of Practice. PACO also provides support to Inspector General (shared area of
responsibility with the SJA), assistance with intellectual property issues, and advice on SOFA status
issues (shared area of responsibility with the SJA). PACO also undertakes other tasks as directed.
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Enclosure (2)
Chapter 16
Legal Services Support Section - Pacific (LSSS-Pacific)
1. Mission. The OIC, LSSS-Pacific provides consolidated legal services to all operating forces,
supporting establishment commands, and individual service members within MCIPAC’s AOR, in order to
facilitate mission accomplishment, unit readiness, maintenance of good order and discipline, to protect the
rights of those accused of crimes, and to protect the interests of victims
2. Concept of Operations. LSSS-Pacific is responsible for the provision of general support legal services
to all operating forces and supporting establishment commands within the MCIPAC AOR. LSSS-Pacific
is responsible for ensuring the LSSS and its subordinate Legal Services Support Teams (LSSTs), are
trained, manned, and equipped to accomplish their assigned legal services support mission. The Staff
Judge Advocate (SJA) and the Pacific Area Counsel Office (PACO) retain exclusive staff cognizance
over their command legal advice functions and other specified practice areas.
a. LSSS-Pacific provides legal services in the following functional areas: military justice, defense
services, victims’ legal counsel, administrative law, and legal assistance. The LSSS-Pacific as shown in
Figure 2-1 is organized into the following sections:
(1) Regional Trial Counsel (RTC) supervises, mentors, trains, and supports the trial services within
subordinate LSSTs for court-martial litigation. The Complex Trial Team (CTT) within the RTC section
provides support to LSSTs for complex litigation beyond the capabilities of the LSSTs. The RTC has
detailing authority to assign trial counsel to courts-martial convened within the MCIPAC AOR.
(2) Regional Defense Counsel (RDC) supervises, mentors, trains, and supports the defense services
within subordinate LSSTs for court-martial litigation. The RDC has detailing authority to assign defense
counsel to courts-martial convened within the MCIPAC AOR.
(3) Regional Post-Trial Review provides timely, efficient, and accurate post-trial review of all
courts-martial conducted within the MCIPAC AOR.
(4) Administrative Law provides timely, efficient, and sufficient processing of all administrative
separation board cases conducted within the MCIPAC AOR.
(5) The LSST OICs oversee the proper disposition of legal matters assigned to the LSST. The
LSSTs within the MCIPAC AOR are LSST Okinawa, LSST Hawaii, and LSST Iwakuni.
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Enclosure (2)
3. Organization of the LSSS-Pacific
a. The LSSS-Pacific consists of a regional office located at MCB Camp Butler and three subordinate,
decentralized LSSTs located at MCB Camp Butler (co-located with the LSSS-Pacific), MCB Hawaii,
and MCAS Iwakuni. The LSSS-Pacific regional office consists of an Administrative Support Office, a
RTC Office, a Regional Post-Trial Review Office, an Administrative Law Office, a Regional Legal
Assistance Office, a RDC Office, and a Regional Victims’ Legal Counsel (VLC) Office. Administrative
support functions are consolidated within the headquarters of LSSS-Pacific. The Administrative Support
Office is responsible for the business of running the day-to-day administrative functions of the LSSS and
is separate from the provision of substantive legal services support.
b. Each LSST consists of an Administrative Support Office, Trial Services Office, Defense Services
Office, Victims’ Legal Counsel Office, Administrative Law Office, Legal Assistance Office, and Court
Reporter Office (LSST-Iwakuni does not have organic court reporter assets).
c. LSSS-Pacific and all subordinate LSSTs provide general support to all operating forces and
supporting establishment commands and their subordinate units/detachments within the MCIPAC AOR.
d. The LSSS-Pacific maintains administrative control over the RTC office and the RDC office;
however, these entities are controlled operationally by their respective organizations within Headquarters
Marine Corps.
4. Tasks
a. Military Justice
(1) LSSS RTC/CTT
(a) As delegated by the OIC, LSSS-Pacific, details or supervises the detailing of all trial counsel
within the region.
(b) Establishes, implements, and supervises standard detailing criteria and practices across the
region.
(c) Supervises all RTC/CTT personnel and subordinate LSST Trial Counsel.
(d) Establishes, implements, and supervises standard policies, practices, and procedures for the
operation of the RTC Office and the subordinate Trial Service Offices. All trial services policies,
practices, and procedures will be consistent with the LSSS standing operating procedures and servicelevel doctrine and regulation and will be synchronized, at least annually, with adjacent LSSS RTC Offices
to ensure implementation of best practices and uniformity in the provision of legal support across the
Marine Corps.
(e) Maintains close working relationships with military law enforcement (LE) agencies, including
Naval Criminal Investigative Services (NCIS), Criminal Investigative Division (CID), PMO, and DoD
crime laboratories. These relationships will include regular meetings with NCIS, CID, and PMO
leadership, close coordination during the course of criminal investigations into serious misconduct, and
combined training between military law enforcement agencies and personnel under RTC operational
control. Maintain liaison with local civilian LE agencies throughout the LSSS-Pacific region.
(f) Details CTT assets, as needed, to cases in the LSSS-Pacific.
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Enclosure (2)
(g) Upon request, provides trial, investigative, paralegal, and administrative support to Trial
Services Offices throughout the LSSS-Pacific and, when available, as requested by adjacent LSSSs.
(2) LSST Trial Service Office
(a) Prosecutes courts-martial from supported commands on behalf of the U.S. Government and
the cognizant convening authority.
(b) When delegated detailing authority, details trial counsel, in accordance with Marine Corps
policy, to courts-martial.
(c) Coordinates with LE, investigatory agencies, and crime laboratories, to include quarterly
meetings with local CID and NCIS offices.
(d) Briefs Convening Authorities (CA) and cognizant SJAs as to prosecutorial merit, viability,
and support requirements for each case.
(e) Maintains the courtrooms within the region.
(f) Ensures adequate courtroom security, in compliance with applicable rules and procedures.
(g) If delegated the authority, details government counsel for Boards of Inquiry and
Administrative Separation Boards, as required.
(h) Provides training to local commanders and unit staff on military justice matters.
(3) LSSS RDC
(a) Operating in accordance with Volume 3 of MCO 5800.16 (LSAM) provides zealous, ethical,
and effective representation to Marines and other service members facing disciplinary action in order to
safeguard the rights of those who safeguard our nation.
(b) Is administratively attached to LSSS-Pacific but is directly responsible to the Chief Defense
Counsel of the Marine Corps (CDC) for delivering defense services within LSSS-Pacific’s region.
(c) Under the direction of the CDC, organizes defense leadership billets in LSSS-Pacific’s region
to ensure efficient and effective DSO mission accomplishment, per MCO 5800.16 (LSAM), Volume 3,
para. 010608.C.
(d) Supervises and details the Senior Defense Counsel (SDC) and subordinate Defense Counsel
(DC) assigned to LSSS-Pacific and subordinate LSSTs to represent clients at courts-martial, boards of
inquiry, administrative separation boards, in accordance with law, regulation, and JAGINST 5803.1E, per
delegated authority from the CDC.
(e) Implements and supervises standard detailing criteria and practices across LSSS-Pacific’s
region, in accordance with applicable policy and subject to the authority delegated by the CDC.
(4) LSST Defense Services Office
(a) In accordance with Volume 3 of MCO 5800.16 (LSAM) and applicable DSO guidance,
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Enclosure (2)
provides service members with defense counseling, representation at Initial Review Officer (IRO)
hearings, and custodial legal advice after invocation of the right to consult an attorney.
(b) Represents clients in courts-martial, administrative separation boards, and boards of inquiry.
(c) Assists clients with Board of Corrections of Naval Records (BCNR) and Naval Discharge
Review Board (NDRB) petitions, and other adverse administrative matters.
(d) Is administratively attached to the LSST but is directly responsible to the Regional Defense
Counsel for delivering defense counsel services at the LSST’s location.
(5) LSSS Regional Victims’ Legal Counsel (RVLC)
(a) Operates in accordance with Volume 4 of MCO 5800.16 (LSAM) and zealously represents
eligible victims of certain crimes.
(b) Is administratively attached to LSSS-Pacific but is directly responsible to the Officer-inCharge, Victims’ Legal Counsel Organization (OIC, VLCO), for delivering victims’ legal counsel
services within the LSSS-Pacific region.
(c) Supervises and details the subordinate VLC located at each LSST to military justice and
administrative separation cases, per delegation authority granted by the OIC, VLCO.
(6) LSST Victims’ Legal Counsel Office. Represent clients in courts-martial, administrative
separation boards, and boards of inquiry, and other legal proceedings.
(7) Regional Post-Trial Review Office
(a) Ensures timely, efficient, and accurate post-trial review of all cases conducted in the region
according to applicable directives and case law.
(b) Supervises the preparation of records of trial (ROT), service of records on counsel or accused,
deferment of sentence requests, clemency requests, Staff Judge Advocate Reviews, Convening
Authority’s Actions, and Entries of Judgment.
(c) Conducts, or coordinates with applicable LSST OICs to ensure conduct of the judge advocate
review of all summary courts-martial and special courts-martial occurring in the region, as required under
10 U.S. Code, Chapter 47 and the Manual for Courts-Martial.
b. Administrative Law/LSST Administrative Law Office
(1) Provides legal services to process enlisted involuntary administrative separations boards within
the region in accordance with MCO 1900.16 (MARCORPSEPMAN).
(2) Provides technical assistance to convening authorities, reviewing authorities, and their cognizant
SJAs on administrative investigations convened pursuant to or in conjunction with Volume 11 of MCO
5800.16 (LSAM) and JAGINST 5800.7F (JAGMAN).
c. Legal Assistance
(1) Regional Legal Assistance Office
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Enclosure (2)
(a) Provides supervision and subject matter expertise to LSST legal assistance attorneys within
the region.
(b) Develops preventative law training programs and legal assistance policy for the LSSTs within
the region.
(c) Advises the OIC, LSSS-Pacific on legal assistance legal matters and serves as principle legal
assistance representative to HQMC and outside external agencies.
(2) LSST Legal Assistance Office
(a) Develops, maintains, and updates LSST legal assistance standing operating procedures in
accordance with the law, regulations, and applicable policies.
(b) Supervises legal assistance personnel, including the review of work product of subordinate
legal assistance attorneys, civilian paralegals, and legal service specialists.
(c) Identifies potential client conflicts and ensure proper procedures are in place to prevent
conflicts of interest from developing.
(d) Provides legal assistance services to eligible clients including: providing legal advice in
authorized practice areas, drafting legal documents, and performing estate planning services.
(e) Prepares and reviews legal documents drafted by office personnel, including: wills, powers of
attorney, family law documents, contracts, court forms, and immigration forms.
(f) Provides legal assistance briefs and preventative law classes to supported commands and other
eligible personnel, as needed.
(g) Provides notary services, as required.
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Enclosure (2)
Chapter 17
Marine Corps Community Services Division (MCCS)
1. General: The MCIPAC MCCS AC/S advises and assists the Commanding General on the
formulation and administration of MCCS related policy and procedures. The MCCS AC/S is the
principal staff officer for all MCCS matters to the CG and has an administrative relationship with all
installation MCCS Directors in the MCIPAC region.
2. Mission: The AC/S, MCCS implements policies, develops strategies, and directs integrated regional
planning among subordinate MCCS staffs at MCB Camp Butler, MCB Hawaii, MCAS Iwakuni, MCB Camp
Blaz, MCB Camp Mujuk, CATC Camp Fuji, MCAS Futenma, and all associated/designated training and
deployment sites in the MCIPAC Area of responsibility (AOR). MCIPAC MCCS supports warfighter
readiness, enhances expeditionary training of forward deployed operating forces and provides facilities that
promote the well-being, morale, welfare, and safety of military and civilian personnel in the MCIPAC region.
3. Organization: The MCCS Division, as depicted by Figure 12-xx, consists of a Headquarters
(executive) located at Camp Butler, Okinawa, Japan with subordinate sections at MCCS Hawaii;
MCCS Iwakuni; MCCS Camp Blaz, MCCS Camp Mujuk, and MCCS CATC Camp Fuji. Three
MCCS Directors (MCB Hawaii/MCAS Iwakuni/MCB Butler) and one MWR Director (MCB Camp
Blaz) are co-located on the same installation with their respective Installation Commanders to whom
they directly report. MCCS support for MCAS Futenma, CATC Camp Fuji, and Camp Mujuk is
provided by MCCS MCB Butler.
4. Functions:
a. Marine & Family Programs: Provides services that consist of Semper Fit, Personal and Professional
Development, Family Care Branch, and Behavioral Health.
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Enclosure (2)
(1) Semper Fit consist of Athletics including Fitness Centers; Adult & Youth Sports; Single Marine
Program; Aquatics; Health Promotion including Group Fitness Classes.
(2) Personal & Professional Development includes Education; Libraries; Welcome Aboard Briefs;
Financial Education; Transition Readiness; Marine Corps Family Team Building; support for
Deployment/Unit Readiness Coordinators.
(3) Family Care Branch consist of Child Development Centers; School Age Care; Youth & Teen
Centers; Exceptional Family Member Program; School Liaison Officer.
(4) Behavioral Health includes Family Advocacy; Community Counseling; Substance Abuse
Counseling; Prevention Services including the New Parent Support Program; and support for the Sexual
Assault Prevention and Response (SAPR) and the Embedded Preventative Behavioral Health Capability
(EPBHC) programs.
b. Business Operations: Provides services that consist of Retail (including Marine Corps Exchanges in
Iwakuni and Hawaii), Food & Hospitality, Temporary Lodging; Recreational Lodging (Hawaii).
(1) Retail Operations include the Marine Corps Exchanges and Mini Marts (Iwakuni & Hawaii);
Arts & Crafts; Auto Skills; Scuba Centers; Tours Plus; Bowling; Golf (Butler & Hawaii); Marina
(Hawaii); and Gymnastics (Butler).
(2) Food and Hospitality support includes Clubs & Lounges; Dine-in/Fast Food/Concept
Restaurants; Entertainment; Special Events.
(3) Lodging Facilities include Temporary Lodging Facilities and Transient Billeting Facilities
(Camp Butler MCCS) including Distinguished Guests Quarters.
c. General Support: The General Support areas of MCCS provide Logistics (including Facilities
Maintenance); Finance; Management Information Systems; Internal Control, Marketing, Deployment
Support, Human Resources, Procurement, Legal Services, and Executive Oversight.
(1) Logistical support includes Facilities Management; Motor Transportation; Supply; Safety.
(2) Regional/Installation Finance consists of sections dedicated to Appropriated Funds (APF) and
Non-Appropriated Funds (NAF); APF & NAF Budgets; and provide support for MCCS Category A-War
Fighter Support, Category A, Category B and Category C programs. This section also works very closely
with the MCIPAC G8 Comptroller regarding APF intended for MCCS programs.
(3) Management Information Systems (MIS) provide the MCCS organization with multiple
technology platforms supporting MCCS programs and services including desktop computers; servers;
networking support; application development; web services; public WiFi, and more.
(4) Regional/Installation Internal Control provides Asset Protection (Cash Courier; Audits; CCTV
cameras); facilitates the Commanding General Inspection Program; monitors program compliance;
consults on physical security.
(5) Marketing provides advertising for MCCS programs and services through digital, on-line, and
more traditional print and broadcast channels; manages social media; provides advertising sales through
commercial sponsorship.
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Enclosure (2)
MCIPAC-MCBBO 5000. l A Ch 2
0 3 f EB 2023
(6) Regional/Installation Human Resources is responsible for MCCS recruiting, Tra ining and
Development and provides NAF support for Compensation, Benefit Adm inistration, Personnel Security,
Consumer Relations, and Employee Relations/Equal Employment Opportunity and Employee
Performance Management.
(7) NAF Regional Procurement Office provides support for NAF contracts and NAF Purchase Card
Program Card transactions throughout MCIP AC. The main office is located at Camp Butler and it
provides supervisory overs ight to the satellite offices at MCCS Hawaii and MCCS Iwakuni.
(8) Legal Services provides a variety of lega I reviews in support of MCCS operations throughout
MCIPAC.
(9) Regional Deployment Support Program provides both Direct (with MCCS Staff) and Indirect
(equipment on ly) Deployment Support to warfighters on deployment anywhere in the III MEF/MCIPAC
area of responsibility. Support includes dep loyed gyms, library books and magazines, satell ite/Wi-Fi
internet, recreational supplies, board games, theater-in-the-Box systems, discounted tours, and more.
(10) Executive Oversight is provided at each installation MCCS at various levels. The MCIPAC
MCCS Executive Branch located at Camp Butler is responsible for the overall MCCS program operation
and accountabil ity. Installation MCCS Directors ensure programs and services are provided at their
locations and MCCS Community Service Supervisors/Coordinators provide liaison with their respective
camps and stations.
5. MCIPAC-MCBB Forms
a. MCIPAC-MCBB Form 5200/ 1 (TAD Request Form). The TAD Request Form is an internal form
that is maintained and issued by the travel section within the MCCS Installation Finance Branch. lt is
utilized for employees who are preparing for official TAD travel. The form is comp leted by the traveling
employee, and then routed through their chain of command for approval, prior to commencing with TAD
travel.
b. MCIPAC-MCBB Form 5200/2 (PCS In/Out Worksheet). The PCS In-Out Worksheet is an internal
form that is maintained and issued by the Benefits Section within the MCCS NAF Human Resources
Branch. It is utilized for emp loyees who are preparing to travel to or from Okinawa as patt of their PCS
(Permanent Change of Station). The form is completed by the traveling emp loyee, and then routed
through the Benefits Section for further processing prior to the employee commencing with PCS travel.
c. MCIPAC-MCBB Form 5330/2 (MCCS Compensatory Time for Travel Request and Approval
Form). The Comp Time for Travel Request and Approval Form is an internal form that is maintained and
issued by the Travel Section within the MCCS Installation Finance Branch. It is utilized for employees
who have returned from their official TAD travel. The form is completed by the traveling employee to
claim any compensatory time that may have accrued during their TAD travel, and then routed through
their chain of command for approva l prior to fina l processing with the MCCS Payroll Department.
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Enclosure (2)
Chapter 18
Regional Contracting Office (RCO)
1. Mission. Support the MCIPAC-MCBB staff in order to assist MCIPAC-MCBB in providing
procurement services to support acquisition planning, solicitation, award, administration, and closeout of
all contracts.
2. RCO Structure. The office warrant authority is granted by Headquarters Marine Corps (HQMC)
Installations and Logistics (I&L) Contracts with seven billets authorized contracting warrants. The Chief
of Contracting has a $10M warrant, the Deputy has an unlimited dollar value contracting warrant, the
Formal Supervisor has a $5M warrant, the Procurement Chief and Simplified Acquisition Procedure (SAP)
Supervisor have $1M warrants and SAP assistant team leaders have $250K warrants.
3. Functions
a. Contracting. The MCIPAC Regional Contracting Office (RCO) supports the installations and
tenant commands with contracted supplies and services. Additionally, the MCIPAC RCO provides
administrative oversight to the Marine Corps Air Station (MCAS) Iwakuni and the Marine Corps Bases Hawaii
Contracting Offices. Further, the Regional Contracting office on MCB Butler supports all MCAS Iwakuni’s service
requirements above $250K and supplies over $1M.
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Enclosure (2)
(1) Formal Contracting Team. Provides all multi-year service contracts as well supply contracts in
access of $1M dollars. Most notably the Formal Team manages the IIIMEF Analytics contract, MCIPAC
and III MEF DPRI Defense Policy Review Initiative staff support contracts, the MCAS Iwakuni Family
Housing Furniture Moving Contract, and the III MEF Special Mission Branch Training Contracts. On
average, multi-year and large contracts are issued within 120 days after requirement is solicited.
(2) Simplified Acquisition Procedures (SAP) Team. The SAP team provides commercial solutions
for supplies up to $1M not otherwise provided for by Marine Corps supply system. On average, contracts
are issued within 30 days after receipt of a funded purchase request, and delivered goods are received
within 90 days, due to processing times determined by the Defense Logistics Agency Distribution Center
in Tracy, California. The SAP team averages 400 contracts with a total dollar value of over $20M
annually.
b. Government-wide Commercial Purchase Card (GCPC) Program. Provide training to new
program participants and refresher training as required to ensure all participants are given the knowledge
and know where to find the tools to carry out the program requirements successfully. Provide oversight
through the conduct of audits of transactions made by program participants to ensure that they are legal,
proper, and correct. Provide guidance to program participants as required. GCPC Structure: The
MCIPAC-MCBB RCO is responsible for administering the GCPC program for all Marine Corps
activities in MCIPAC, and units in III Marine Expeditionary Force (MEF). Agency Program
Coordinators (APC) manage and oversee the execution of the GCPC program.
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Enclosure (2)
Chapter 19
RELIGIOUS MINISTRIES
1. Mission. The mission of the MCIPAC Religious Ministries is to project and enable forwardstationed III MEF religious ministries. Purposely design and flexibly assign MCIPAC Religious
Ministry Teams (RMTs) to manage infrastructure and logistics required to provide multi-faith
religious accommodation and spiritual fitness development opportunities for Marines, Sailors,
DoD and family members, and remain ready to respond and support OPLANS and contingency
operations.
2. Function
a. Coordinates the provision of religious services for authorized personnel throughout our
installations.
b. Facilitates pastoral counseling and care services through proper training and equipping of
RMTs.
3. Command Chaplain (MCIPAC Chaplain)
a. Advises the Commander on all other RELMIN, religious accommodation, welfare, morale, moral
and ethical matters.
b. Serves as the Religious Offering Funds administrator on behalf of the commander.
c. Reviews and update instructions and directives related to RELMIN and monitor subordinate RMTs
for compliance.
d. Provides technical guidance to commanders and RMTs assigned to MCIPAC and keep them
informed on matters of professional growth and development.
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Enclosure (2)
e. Oversees the delivery of RELMIN by monitoring chaplain and Religious Program Specialist (RP)
manning, training and equipping.
f. Provides advisement and recommendations to the Commanding General regarding the assignment
and training requirements of MCIPAC RMTs.
g. Ensures staff visits are conducted and that subordinate RMTs are in compliance with Commanding
General Readiness Inspections standards.
h. Provides oversight for Fitness Reports for all Chaplains in MCIPAC, giving recommended scoring
and professional development advisement to reporting seniors.
i. Oversees the Chaplains Religious Enrichment Development Operation (CREDO) Okinawa staff and
programs provided across MCIPAC.
j. As one of the senior Navy officers, in collaboration with the command Navy senior enlisted advisor,
he/she oversees the execution of Navy programs and advises the CG on matters affecting Sailors assigned
to MCIPAC.
4. MCB Camp Butler (MCBB) Chaplain
a. Responsible for all RELMIN matters within MCBB, to include the assignment of RMTs to
Headquarters and Support Battalion and the chapel facilities across Okinawa.
b. Functions as the Deputy MCIPAC Chaplain for staff support and administrative matters. Serves as
the acting Command Chaplain in his/her absence.
c. Provide concept development guidance, executive oversight, and planning, as required, for joint
RELMIN activities.
d. Consolidate, interpret, and maintain reports pertaining to RMTs within MCIPAC.
e. Monitor, forecast, and recommend structure changes for manpower and support requirements.
Plan, program, and assist in the implementation of policy regarding chaplain employment, professional
development, and training.
f. Functions as the senior watch bill coordinator for the island-wide duty chaplain watch bill.
g. As one of the senior Navy officers assigned to MCBB, he/she oversees the execution of Navy
programs and advises the HQSPTBN commander on matters affecting Sailors.
5. Religious Program Specialist
a. Serves as the collateral duty Command Navy Senior Enlisted Advisor, overseeing Navy programs
and Sailor matters from across MCIPAC on behalf of the CG.
b. Serves as the RP rating Senior Enlisted Leader and advises the Command Chaplain and subordinate
commands on all matters pertaining to the employment and training of RPs.
c. Liaises with RPs of higher, adjacent, and subordinate commands on all matters pertaining to
RELMIN.
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Enclosure (2)
d. Monitors, forecast, and recommend structure changes for RP manpower and support requirements.
e. Plans, program, and assist in the implementation of policy regarding RP performance standards,
training and professional development.
f. Advises and/or interview prospective applicants for conversion to the RP rating.
g. Reviews and recommend changes to policy and instructions pertaining to MCIPAC RELMIN, and
monitor for compliance.
h. Conducts assist visit and CGRIs as required.
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Enclosure (2)
Chapter 20
Defense Policy Review Initiative Program Management Office (DPRI)
1. MCIPAC DPRI Structure: DPRI is divided into the following sections:
a. MCIPAC DPRI Front Office:
(1) Director, DPRI
(2) Deputy Director, DPRI
(3) DPRI Operations Support
b. Okinawa Program Management Office (PMO):
(1) Director, OKICON PMO
(2) Operations Chief, Camp Foster
(3) Operations Chief, Camp Hansen
(4) Plans
c. Futenma Replacement Facility PMO (FRF):
(1) Director, FRF PMO
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Enclosure (2)
(2) Operations Chief, Camp Schwab
(3) Plans
d. Manpower and Fiscal:
e. Coordination and Interpretation Branch
2. Mission: Set the conditions for the Marine Corps future force in Japan by planning and executing the
DPRI, ensuring III MEF and MCIPAC-MCBB retain fully capable, resilient and lethal enduring power
projection platforms in support of USINDOPACOM theater requirements and in compliance with
bilateral political agreements in order to enable regional stability and security through presence and force
projection capabilities.
3. Functions:
a. MCIPAC DPRI Front Office
(1) Program Management. The DPRI program provides strategic guidance and direction for the
planning and execution of military build-out actions across the Pacific Region to achieve force posture
realignments identified in the DPRI, including necessary training range/facility development, base
infrastructure design and construction in Guam, Japan and other designated locations and resources
programming and budgeting to sustain war-fighting capabilities and provide operational, administrative,
training, personnel, Quality of Life and logistics support for all impacted Marines, Sailors and family
members. The MCIPAC DPRI program provides oversight and guidance for DPRI Okinawa, DPRI
Guam and DPRI Hawaii. The MCIPAC DPRI Director is the senior O-6 responsible for all operations
and works directly with J9 US Army Corps of Engineer, Japan Engineering District, and other USG
stakeholders. As the senior DPRI official, the Director coordinates information and support with
Installations and Logistics (I&L), Pacific Division, Programs, Plans and Policy (PD PP&O) and Marine
Corps Information Command (MCICOM). The Director represents DPRI Okinawa at meetings to
include ATARA level meetings with the JED, USACE, USG and GOJ.
(2) Financial Management. DPRI Front Office is responsible for managing and executing the DPRI
Okinawa Budget and works closely with MCICOM, PP&O PD for financial support.
(3) Operational Support. The Deputy Director provides operational oversight over the DPRI
Okinawa PMO and associated services. Additionally, the Deputy Director has operations support over
the Risk Management and Change Management DPRI functions and works closely with the OPMO. As
the Senior Program Manager also liaises directly with the DPRI Guam and DPRI Hawaii PMOs in
ensuring the Program of Record (POR) and bi-lateral agreements are enforced.
b. MCIPAC DPRI PMO. The MCIPAC DPRI OPMO is comprised of four branches: FRF PMO,
OKICON PMO, Manpower and Fiscal, and Coordination and Interpretation. The branches are detailed
below:
(1) FRF PMO. The keystone in the relocation of Marines throughout the Pacific with global and
regional strategic implications. There are 175 DPRI projects associated with FRF PMO. FRF PMO can
be categorized as either land reclamation (offshore construction) or reconfiguration (onshore
construction).
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Enclosure (2)
MClPAC-MCBBO 5000.1 A Ch 1
1 6. SEP 2022
(2) OK.ICON PMO. Comprised of Camp Foster a nd Plaza Housing that total approximately 52 DPRI
projects a nd 16 Special Action Comm ittee Okinawa (SACO) projects, and Camp Hansen and Camp
Courtney that total approximately 00 DPRI projects.
(3) Manpower/ Fiscal and Coordination/ Integration. Provides genera l support to the PMO.
4. Alliance Transformation a nd Realignment Agreement (AT ARA) Process.
a. Allia nce Transformatio n Realignment Process. The initiatives of the ATARA are executed under
the direction of the Alliance Transformation Information Process (ATlP). The ATIP was estab lished to
functi on under the direction of the Facilities Subcommittee (FSC) to provide coordination and make
recommendations to the FSC concern ing implementation of projects in support of relocated or
transformed capabilities referred to it by the Joint Committee (JC) in accordance with the Bilateral
Alliance Transformation Project Process. There are four basic phases for implementation of the ATlPrelated facility construction projects.
5. Form. MCIPAC-MCBB DPRI uses MClPAC-MCBB Form 11000/1 (Project Decision
Documentation form) to coordinate and document DPRI program and project decisions, with
collaborative input from Government Facilities (GF), United States Army Corps of Engineer (US ACE),
and appropriate stakeholders.
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Enclosure (2)
Chapter 21
Safety Division
1. Functions
a. Administration Branch. MCIPAC-MCBB Safety Directorate. Is responsible for ensuring safe and
healthful working conditions for employees that include military, U.S. civilian employees: Appropriated
Fund (APF), Non-Appropriated Fund (NAF), contractors, and their family members; and Local National
employees: Master Labor Contract (MLC) and Indirect Hire Agreement (IHA). Also responsible for
planning, developing, and implementing a comprehensive and diverse Safety and Occupational Health
program encompassing the MCIPAC-MCBB geographic area of responsibility with approximately 4,260
worksites throughout a geographic area covering the island of Okinawa, Combined Arms Training Center
(CATC) Camp Fuji and Marine Corps Air Station (MCAS) Iwakuni in mainland Japan, Marine Corps
Base and MCAS Hawaii, Camp Mujuk in the Republic of Korea, Marine Corps Base Camp Blaz in Guam
and any future designated installations within the Pacific realm.
2. Operations Branch
a. Traffic Safety. Provides comprehensive management and oversight for all installation traffic safety
matters including but not limited to: Privately Owned Vehicle (POV), Government Owned Vehicle
(GOV), motorcycle and recreational vehicle safety. Ensure adherence to those portions of the Marine
Corps Traffic Safety Program (DRIVESAFE) concerned with the prevention of transportation, EVOC,
POV, motorcycle and recreational vehicle mishaps. Conduct classroom and training range instruction,
administer written examinations and road skill evaluations for motorcycle operation while maintaining
licensing records on all motorcycle applicants.
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Enclosure (2)
b. Weight Handling Equipment (WHE), Ordinance Handling Equipment (OHE), and Material
Handling Equipment (MHE) Inspection program. Manages the inspection program for commercial WHE,
MHE, and OHE. Provides certification, operational test (without load), load tests, and training for
Okinawa based Marine Corps Activities and other tenant commands based on approved support
agreements. Provides regional WHE program consultation for subordinate MCIPAC installations. Upon
request, assists the responsible command safety officer in conducting an investigation for each accident
involving commercial WHE. During the annual certification, inspects training records for supervisors
and operators that oversee and utilize category 1 through 4 WHE to ensure the appropriate training has
been completed. Ensures load test weights and equipment are certified, inspected and calibrated as
appropriate on an annual basis. Provides weights as requested to Marine Corps commands to assist in the
facilitation of load testing for tactical equipment.
c. POV Licensing. Perform driver testing and licensing for Army, Navy and USMC military
personnel, dependents, DoD civilians and authorized contractors in support of over 22,000 privately
owned vehicle operator permits. Conduct written examinations and maintain an electronic licensing
records database on all applicants for USFJ-4EJ form.
d. GOV Licensing. Develop course curriculum, facilitate driver safety training, and issue NonTactical Vehicle (NTV) driver’s licenses to qualified personnel that are assigned to operate government
vehicles. Training instruction includes 1.5 ton, 3 ton and 36, 53 & 60 PAX Bus Courses, Remedial
Drivers Course, and Forklift Operator Course. Curriculum developed is issued as appropriate to all III
MEF units with licensing codes for utilization. The ISO Licensing Official inspects all units who issue
NTV licenses on an annual basis for compliance with the appropriate Functional Area Checklists.
e. Establish and administer Enterprise Safety Application Management System (ESAMS) and Risk
Management Information-Streamlined Incident Reporting (RMI-SIR) System accounts for all assigned
MCIPAC-MCBB personnel and designated MSC representatives.
3. Ground Safety Branch. Provide civilian Safety and Occupational Health Specialists to
serve as advisors and consultants to MCIPAC-MCBB Camp Commanders for occupational safety and
health matters on Okinawa. These specialists will remain employed by and receive direct guidance from
the MCIPAC-MCBB ISO management team.
a. Review and provide guidance and/or recommendations on all risk management worksheets for camp
functions and Marine Corps Community Services (MCCS) special events held on the installation.
b. Manage traditional Safety and Occupational Health programs for MCBB units performing
assessments of safety programs (i.e. hazardous communication, respiratory protection program, confined
space entry operations, hazardous energy control, ergonomic surveys, etc.). Mentor MCBB and tenant
organizations with development of their safety programs as needed.
c. Provide assistance where needed or as requested to expedite critical safety deficiency corrective
actions.
e. Provide a broad range of safety training courses that support the improvement of safety program
effectiveness.
f. Conducts annual facility inspections of all work centers aboard MCBB installations.
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Enclosure (2)
g. Manage the Automated Heat Stress System sites aboard MCBB ensuring the wet bulb globe
temperature is displayed via website and logs are maintained through the annual heat stress season
running 1 May - 31 October.
4. Science Branch. The Science branch provides technical, subject matter expert advice to the Safety
Director and is directly responsible to the Commanding General for the development, planning, training,
implementation, administration and overall program management of the installation’s Radiation, Laser,
Asbestos and Lead safety programs. Key program elements include, but are not limited to:
a. Radiation Safety Program. Radiation protection, is the safeguarding of people from harmful effects
of exposure to potentially damaging ionizing radiation, and the means for achieving this. Regulations and
policies for the safe handling, use, transportation, storage, and disposal of radioactive material for Marine
Corps activities are outlined in MCO 5104.3C and in the NAVSEA S0420-AA-RAD-010 Manual, along
with the laws set for in 10 CFR 20, 29 CFR 1910.1096, and other Host Nation laws and regulations. The
Installation Safety Office has on staff Installation Radiation Safety Manager (IRSM) who also serves as
the Radiation Safety Officer (RSO) who serves as the lead technical expert for both ionizing and nonionizing radiation safety matters at MCB Butler. The IRSM is a primary staff billet who directly reports
to the Commanding General via the MCIPAC-MCBB Safety Director and Deputy Safety Director.
(1) Providing radiation, laser system, and Electromagnetic/Radio Frequency (EM/RF) safety
training, to include emergency response and technical training and coordination assistance to
organizations/activities on the installation as required.
(2) Assists units in the safe transport of commodities containing radioactive material in accordance
with applicable DOD, DOT, and International requirements.
(3) Conducts investigations and surveys to ensure areas are free of ionizing radiation hazards or
radioactive contamination and ensures the necessary equipment is available and calibrated to perform
such actions.
(4) Serves as the overall task manager and subject matter expert for the radiation, laser system and
EM/RF safety program and overseas the execution of tasks and assignments of responsibilities within the
radiation safety program. For EM/RF hazards associated with ordnance, the IRSM shall coordinate with
the Explosives Safety Officer regarding concerns with applicable Hazards of Electromagnetic Radiation
to Ordnance (HERO).
b. Asbestos and Lead Safety Program. The Asbestos and Lead Program Manager is appointed in
writing by the MCIPAC-MCBB Commanding General, or designated representative, and have
cognizance for asbestos and lead activities, excluding removal and disposal, on MCIPAC-MCBB. Key
program elements include, but are not limited to:
(1) Develop, maintain, and implement an asbestos management plan and lead-based paint
management plan for all USMC facilities on MCBB.
(2) Provide asbestos and lead awareness training for personnel who do not ordinarily work with
asbestos and lead in the performance of their duties.
(3) Coordinate certified training for personnel directly involved with asbestos and lead-based paint
removal or containment projects and maintain records of training as required.
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Enclosure (2)
(4) Coordinate laboratory analysis of asbestos and lead-based paint samples in accordance with
local Japanese requirements, or US national standards, whichever are most stringent.
5. Explosives Safety Branch. The Explosives Safety branch provides technical, subject matter expert
advice to the Safety Director and is directly responsible to the Commanding General for the development,
planning, training, implementation, administration and overall program management of the installation’s
Explosives Safety Management Program (ESMP). Key program elements include, but are not limited to:
a. Conducts Explosives Safety Self-Assessments (ESSA) of all Potential Explosive Sites (PES)
throughout MCB Camp Butler.
b. Develops and conducts explosives safety training, including explosives driver licensing
endorsement training.
c. Monitors and supports the Qualification and Certification of assigned installation and tenant
command explosives handlers.
d. Participates in the planning, design and site approval submission of all existing PES facility/site
modifications and all proposed new PES facilities/sites.
e. Coordinates all external command-level inspections and review boards, including Marine Corps
Explosives Safety Inspections (ESIs) and Compliance Reviews (CRs), Department of Defense Explosives
Safety Board (DDESB) service–level program reviews, and DON/USMC Inspector General (IG) audits.
f. Conducts explosives safety technical assist visits, assessments of munitions response sites, Hazards
of Electromagnetic Radiation to Ordnance (HERO) compliance assessments, and may serve as the on-site
ESO at region installations where billets have been gapped.
g. Ensures each installation and station within the MCIPAC region has an established ESSA
program that promotes continuous improvement and the highest standards of A&E safety, integrity and
ESMP compliance. Ensures each ESSA plan fosters joint inter-departmental and inter-tenant action to
accomplish stated program goals and objectives.
h. Represents the MCIPAC region at higher headquarters ammunition and explosives safety
inspections and meetings.
i. Serves as a region action officer on behalf of the MCIPAC-MCBB Safety Director. Serves as the
region coordinator for all inspections, review boards, and surveys in support of ESMP compliance;
including, but not limited to, Marine Corps Explosives Safety Inspections (ESIs) and Compliance
Reviews (CRs), Department of Defense Explosives Safety Board (DDESB) service–level program
reviews, and DON/USMC Inspector General (IG) audits.
j. Coordinates with MARCORSYSCOM and Naval Ordnance Safety and Security Activity
(NOSSA) for explosives training needs for region installations, stations, and tenant commands.
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Enclosure (2)
Chapter 22
Command Inspector General
1. Mission. The mission of the MCIPAC Command Inspector General (CIG) is to promote combat
readiness, institutional integrity, effectiveness, discipline, and credibility through impartial and
independent inspections, assessments, inquiries, investigations, teaching, and training.
2. Supported Subordinate Commands. The office of the CIG provides services and advises the following
subordinate commands: Headquarters and Support Battalion, Marine Corps Base Camp Butler, Marine
Corps Air Station Futenma, Combined Arms Training Center Camp Fuji, Marine Corps Air Station
Iwakuni, Marine Corps Base Hawaii, Marine Corps Base Camp Blaz, and Camp Mujuk.
3. Commanding General’s Inspection Program. The CIG is responsible for the oversight and conduct of
the MCIPAC/MCBB Commanding General’s Inspection Program (CGIP), including Staff Assistance
Visits and coordination of all internal/external inspections. This program provides biennial inspections of
all MCIPAC subordinate commands to ensure compliance with regulation, directives, and orders.
Additional details concerning the CGIP are on the CIG’s SharePoint.
4. Commanding General’s Request Mast. The CIG is responsible for coordinating all request masts with
the MCIPAC/MCBB Commanding General. The MCIPAC Inspector General and Deputy Inspector
General have Request Mast Review Authority for the MCIPAC/MCBB Commanding General. The
CIG’s responsibilities include preparation for each CG level request mast, appropriate staffing of all
request mast issues directed by the CG, and ensuring the full administrative processing of each completed
request mast. Additionally, the CIG will inspect all subordinate command Request Mast Programs as part
of the CGIP.
5. Congressional/Special Interest (CONGRINT) Correspondence. The CIG is the focal point for all
MCIPAC/MCBB CONGRINTs. As such, the CIG will coordinate with the Commanding General,
applicable subordinate commands, and special staff in order to formulate and submit MCIPAC/MCBB
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Enclosure (2)
responses to appropriate CONGRINTs with the Headquarters Marine Corps Office of Legislative Affairs,
via the chain of command.
6. Assistance and Investigations. The CIG is the focal point for all complaints submitted to
MCIPAC/MCBB by the Inspector General of the Marine Corps (IGMC). In accordance with reference
(ac), the purpose of IG Assistance is to resolve issues for Marines, Appropriated Funds Employees, NonAppropriated Funds Employees, Local Nationals, and Contractor Employees. This assistance may
include referring complaints to the appropriate agency or if IG appropriate, the CIG will investigate, or
cause to be investigated, all appropriate issues and other investigations, as assigned by the Commanding
General.
7. Liaison and Coordination with the Inspector General of the Marine Corps (IGMC) and other
Command Inspector Generals. The CIG is responsible for liaison and coordination with other Command
CIGs. Additionally, the CIG responsible for liaison with the IGMC concerning triennial command
inspections and assistance and investigations.
8. Fraud, Waste, and Abuse. The CIG is responsible for oversight and management of the Fraud, Waste,
and Abuse Program per reference (ad). CIG responsibilities include conducting training on, investigating
and reporting of fraud, waste, and abuse.
9. Teaching and Training. The Teaching and Training function is incorporated into all aspects of the
CIG’s duties per reference (ae). When the CIG learns that personnel do not know regulatory
requirements, the CIG explains the requirements and the reasons these requirements were established.
The CIG passes on lessons learned and good ideas (or benchmarks) observed during the conduct of other
CIG functions (i.e Inspections). While inspecting, assisting, or investigating, the CIG contributes to
improving the command by teaching and training others in policy and procedures.
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Enclosure (2)
MCIPAC-MCBB STAFF PROCEDURES
IDENTIFICATION
TITLE
PAGE
CHAPTER 1
GENERAL ADMINISTRATION AND CORRESPONDENCE
2
CHAPTER 2
PRIVACY ACT OF 1974
21
1
Enclosure (3)
Chapter 1
General Administration and Correspondence
1. Daily Routine/Hours of Work. The daily routine for MCIPAC-MCBB will be Monday through Friday
from 0730 to 1630 with lunch routine from 1130 to 1300, unless mission accomplishment requires
otherwise. Master Labor Contract personnel, Indirect Hire Action personnel, and civilian personnel will
follow the appropriate rules governing their lunch hours. The Assistant Chiefs of Staff, Special Staff
Officers, and Commanding Officers may authorize absence for military personnel during working hours
for special purposes or events commensurate with workloads and duty requirements.
2. Civilian Time and Labor. Supervisors are responsible for certifying civilian employee time and labor
inputs NLT 1500 on the Thursday of pay period end weeks.
3. Work Uniforms
a. The uniform of the day for MCIPAC military personnel will be the utility uniform with Marine
Corps Combat Boots. The wearing of the utility uniform will be considered appropriate for all on-base
activities except as restricted by local regulations governing clubs, messes, and recreational activities.
b. The transition between summer and winter seasons while in garrison will occur in unison. CG III
MEF will release messages specifying seasonal change of the uniform of the day. The transition to
summer uniforms will occur one day after the spring daylight saving (March). The transition to winter
uniforms will occur one day after the fall daylight saving (November). Installation commanders may
authorize deviations in the sleeve position in inclement weather (this is not an individual's option, and
should be done installation-wide in order to maintain uniformity).
4. Staff Visits. The following procedures are prescribed to provide maximum benefit to the MCIPACMCBB staff from official staff visits:
a. The staff division or section sponsoring a staff visit will inform the COS and Heads of Staff
Sections of the proposed visit and will solicit agenda items to be considered. The Protocol Officer will be
informed of all visits including GO/FO, SES, or other DV.
b. Staff officers receiving notice of proposed staff visits will inform the sponsoring section or branch
of matters they desire to be discussed by the visiting officer.
c. Protocol Officer will coordinate all GO/FO, SES, or DV level visits and will promulgate DV
itineraries prior to visit.
5. Trip Reports. Members of MCIPAC-MCBB staff are frequently required to represent the command
during site visits and at conferences, exercises, visits, and other functions away from the command
element. Information received during such trips is normally of interest to non-participants. Written
summaries permit interested non-participants to share recent information, which may assist in more
efficient command functioning. Upon return from a staff visit, conference meeting, seminar, exercise, or
other function away from MCBB, the senior member of the party conducting the visit will submit a trip
report. A file copy will be retained in the MCIPAC-MCBB Central Files indicating that the originator
holds the trip report. In all cases, a copy of the trip report will be forwarded to the COS via the
appropriate General Staff division or Special Staff section.
2
Enclosure (3)
6. Fitness Reports
a. All Marines, and Sailors rating a fitness report will be evaluated by their supervising chain of
command. The appropriate Assistant Chiefs of Staff will prepare regular fitness reports on their
subordinate officers and enlisted members.
b. Fitness Reports where the Commanding General, Deputy Commander, and/or the Chief of Staff are
rating or reviewing officials/officers will be promulgated in a document and regularly reviewed.
c. The Staff Secretary is designated as the Trusted Assistant for the CG, MCIPAC-MCBB.
7. Change of Command. Whenever a change of command occurs within MCIPAC, the unit will submit a
"proposed" message no later than 10 working days prior the date of the change of command. Any
questions or inquiries will be directed to the MCIPAC Staff Secretary for resolution. Award
recommendations should be forwarded in time for award to be presented to the outgoing commander at
the ceremony. Additionally, as a part of the change of command, the outgoing commanding officer's
spouse may deserve a Commanding General's Certificate of Commendation. If the unit recommends such
recognition, they are to submit a recommended citation at least 14 days prior to the date of the change of
command to the MCIPAC Adjutant.
8. Correspondence
a. Official correspondence originated within MCIPAC-MCBB represents the views and policies of the
Commanding General regardless of the signature on the correspondence. All staff officers must ensure
official correspondence is neat, accurate in content, appropriate in language, and expeditiously handled.
b. Correspondence prepared for the signature of the Commanding General, Deputy Commander, or
Chief of Staff, MCIPAC-MCBB shall be complete with the appropriate signature block.
c. Tables 2-1, 2-2, and 2-3 represent MCIPAC-MCBB’s Staff Originator Codes, Billets with “By
Direction” and message releasing authority, and Detailed Distribution Lists. These tables will guide the
preparation and proper distribution of correspondence.
(1) Chain of Command
(a) Commandant of the Marine Corps (Code XXXX). Always type the word "Code" if the office
code starts with a numeral, e.g., (Code 1360). If the office code starts with a letter, just type the code,
e.g., (MMEA).
(b) Commander, Marine Corps Installation Command (COMMCICOM). COMMCICOM is listed
as a “via” addressee between CG MCIPAC-MCBB and CMC on correspondence with policy implications
or when directed.
(c) Commanding General, Marine Corps Installations Pacific-MCB Camp Butler. This command
consists of Headquarters and Support Battalion Marine Corps Base Camp Butler (H&SB), Marine Corps
Air Station (MCAS) Iwakuni, MCAS Futenma, Marine Corps Base Hawaii (MCBH), MCAS Hawaii,
Combined Arms Training Center (CATC) Camp Fuji, Camp Mujuk, and Camp Blaz. The Commanding
General who fills this billet is also dual-hatted as the Commander of Marine Corps Base Camp Butler
however, correspondence should be addressed to the senior billet, Commanding General MCIPACMCBB.
3
Enclosure (3)
(d) MCB Butler Camp Commanders. MCBB camp commanders are dual-hatted as a commanding
officers of units aboard one of the respective camps and are subordinates to Commander, Marine Corps
Base Camp Butler. Address correspondence to the title “Camp Commander” that is appropriate to the
situation.
(2) "From" Line. Use the "from" line (Commanding General, Marine Corps Installations PacificMCB Camp Butler.
(3) Letterhead. The letterhead must always match the "from" line. In other words, use MCIPACMCBB letterhead if the letter is from CG MCIPAC-MCBB.
c. A response to all correspondence, except that with a specific due date, will be made within 10
working days after receipt. When a complete answer within 10 working days is not possible, prepare an
interim reply, provide the addressee with as much information as possible at that time and a date and time
for completion.
d. Assembly of Correspondence. Correspondence for staffing will be prepared in the proper format,
double-spaced, and accompanied with an action brief, as provided in Appendix C and a Staff Route Sheet.
All correspondence prepared for staffing and signature will be placed in folders with correspondence and
tabbed enclosures, in correct order, on the right side and tabbed references, if any, on the left side. These
folders will be marked RETURN TO (applicable section). Example: RETURN TO G-1.
(1) References will not be used unless they are referred to in the text of the letter or message. If
used, the references will be listed in the sequence in which they appear in the text. When referring to
previous correspondence, use the title, unit, complete identification symbol, and date of the
correspondence. e.g., Ref: (a) CG, MCRD San Diego ltr of Mar 94.
(2) Correspondence to individual units or organizations outside of the Command may be addressed
as attention to certain sections (e.g., AC/S, G-4) when requested by the command to which addressed.
Correspondence should be addressed to the appropriate CMC code. A listing of codes utilized by CMC is
contained in the current edition of reference (k).
(3) In quoting figures, spell out the numbers from one to nine inclusive (one, two, three, etc.); use
Arabic numerals for 10 and above.
(4) Correspondence will be assembled and fastened in such a manner as to prevent pages and
enclosures from being separated.
e. Incoming Correspondence
(1) Unclassified. G-1 shall route all correspondence received to the corresponding staff directorate
for processing. Non-sensitive or routine correspondence requiring the signature of the Commanding
General (CG), Deputy Commander (DC), or Chief of Staff (COS) will be routed through the G-1 for
administrative review prior to submission to the front office.
(2) Classified. The MCIPAC-MCBB Security Manager is designated as the Classified Material
Control Custodian, and operates the Classified Material Control Center (CMCC). The CMCC will
receive, process, and route all incoming classified correspondence per current edition of reference (m).
CMCC will open and process all registered mail addressed to the CG and ensure maximum control of
classified material transmitted by mail. If any section or branch received classified material from any
external source, immediately deliver the material to the CMCC for processing.
4
Enclosure (3)
f. Outgoing Correspondence
(1) All outgoing correspondence will use MCIPAC-MCB Camp Butler letterhead and will be
addressed from the CG.
(2) All outgoing correspondence will have the contact information listed for the person who has
resident knowledge of the request. The point of contact information will provide the following
information; Rank, Name, Billet, Section (e.g. G-1), Command, DSN phone number, Commercial phone
number, and e-mail address.
(3) G-1 shall receive and distribute outgoing correspondence signed by the CG, DC, and COS. An
electronic copy of the file will be forwarded to the next addressee and to the originator for tracking and efiling in accordance with reference (l). G-1 will maintain a copy of all outgoing correspondence for
historical record.
(4) Directorates shall forward and track correspondence signed “By direction” within their section to
higher headquarters or subordinate commands and maintain an electronic file copy in accordance with
reference (i).
(5) Staff sections mailing official correspondence are required to deliver the parcels to be mailed to
the post office for processing.
9. Originator Staff Codes. Due to the volume of correspondence prepared by the various sections of
MCIPAC-MCBB, a code system has been established to identify the originating section. The originator
staff codes listed in the below figure will be used on all correspondence and directives originating within
this Command.
10. Sender’s Symbols (Correspondence). Correspondence originated within this Command will show the
following three sender’s symbols in the upper right corner, blocked one below the other:
a. Standard Subject Identification Codes (SSIC)
(1) The four or five digit number is used to represent the subject of the correspondence.
(2) SSIC's listed in the current issue of reference (o) will not be deviated from to ensure easy
retrieval and proper disposition of all correspondence.
b. Originator's Staff Code
(1) Originator's staff code of the origination office will be typed in the following manner "7" or "Ser
7/010".
(2) Originator's staff codes are provided in the figure below.
c. Date
(1) Zeros do not precede the first through the ninth day of the month. Example: "3" vice "03".
(2) Months will be abbreviated using the first three letters, capitalizing the first letter only. Example:
"Aug" vice "August".
5
Enclosure (3)
(3) Only the last two digits of the year will be used. Example: "94" vice "1994".
(4) A completed sender's symbol from this Command should look like the example below:
EXAMPLE:
5000
7
or
4 Apr 94
5000
Ser 7/010
4 Apr 94
11. Sender's Symbols (Directives). Sender's symbols for directives do not follow the same format as
correspondence. When dealing with directives refer to the current issue of reference (j).
12. Correspondence Files
a. Command Files. All correspondence concerning MCIPAC-MCBB organizations emanating from
the Commanding General will be maintained in either the Command official files or the originating
section's official files. The Base Adjutant is responsible for maintaining the Command's official files.
b. Section Files. To facilitate administrative procedures sections are authorized to maintain official
correspondence. Section will appoint a records manager and provide a copy of the electronic appointment
letter to the Adjutant.
13. Signing of Official Correspondence
a. The CG, DC or the CoS will sign all correspondence that falls within the following categories:
(1) Judgements directly or indirectly concerning the mission or performance of the Command.
(2) Commends or ensures performance of units or individuals.
(3) Establishes or alters policy.
(4) Concerns communications that are likely to be brought to the personal attention of the addressee
(i.e., a general or flag officer) and all incoming correspondence signed by a general or flag officer that
requires a response.
(5) Involves major decisions or problems.
(6) Delegates authority to subordinate commanders.
(7) Matters of a legal nature.
(8) Recommends changes in policy of higher headquarters or a course of action that is not in
accordance with the policy or directives previously issued by the higher headquarters.
(9) Expresses non-concurrence with substantive and/or important proposals of external commands.
b. The billets listed in Table 2-3 are authorized "By direction" authority and message releasing
authority when the subject is of a routine nature and covers matter under their staff cognizance.
6
Enclosure (3)
14. Working Papers. The continually increasing scope, complexity, and tempo of operations within
MCB have generated a requirement for staff sections to respond rapidly with accurate and authoritative
information, prepared in the form of various working papers. These papers are often prepared in haste,
yet in sufficient detail to satisfy a particular requirement. Several formats are available to permit some
selectivity in the level of staff response, dependent upon requirements and are available at:
https://usmc.sharepoint-mil.us/sites/mcipac_g1.
15. Routing Procedures. A route sheet will accompany all correspondence.
a. Correspondence requiring action will be annotated as such on the route sheet and will include the
date by which a report of completed action is due.
b. Staff officers to whom correspondence has been routed for action and who disagree with such
routing, will return the correspondence to the originator with a recommendation as to the appropriate
action section. The recommendation should be noted in the remarks section of the routing sheet and
signed by the officer making the recommendation. Recommending additional routing should be indicated
on the route sequence column with an annotation in the remarks section and the signature of the officer
making the additional routing.
16. Office of Record
a. The office of the Base Adjutant is designated as the office of record for this Command.
b. The staff sections are designated as satellite offices of record for material under their specific
cognizance.
c. Correspondence files in all satellite offices of record will be in strict compliance with the guidance
established by reference (r) and are subject to periodic administrative inspection.
17. Congressional, Departmental, and Special Interest Correspondence
a. Definitions
(1) Congressional Correspondence. Congressional correspondence includes official correspondence
signed by a member of the Congress of the United States, including those which indicate White House
interest and message traffic from the Commandant of the Marine Corps designated as "CONGRINT".
(2) Departmental Correspondence. Departmental correspondence includes official correspondence
signed by a member of the Executive Department.
(3) Special Interest Correspondence. Special interest correspondence includes official
correspondence or messages from the CMC designated by the standard identifying indicator "SPLINT".
b. Procedures
(1) Command Inspector General will answer or acknowledge receipt of all correspondence requiring
special handling by email within forty-eight hours of receipt, estimating the date of final reply. In cases
where an expeditious final reply is not possible, an interim response will be submitted. At a minimum,
status reports to the originator will be made every ten working days from receipt until final reply. A final
response or reply will be sent no later than 30 days after date of receipt. Inquiries concerning a Marine
who has been transferred will be forwarded to the Marine's new duty station. When applicable, the new
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commanding officer will be alerted by telephone as to the pending correspondence. Copies of the
readdressed will be forwarded to the Commandant of the Marine Corps (ARFC) and to the office
originating the inquiry.
(2) If the correspondence contains allegations, grievances or complaints then the individual’s section
will arrange for the individual concerned to be interviewed and the individual’s statement to be included
in the reply, if applicable, in accordance with the subject’s rights under UCMJ Article 31. Statements by
all interested parties may also be included to ensure sufficient information is provided to fully answer
each point.
(3) Replies to inquiries forwarded by the Commandant of the Marine Corps will be sent directly to
the originating code at Headquarters, U.S. Marine Corps. When the inquiry is forwarded to this
Command directly by a member of the Congress, the reply will be sent directly to that member, with
copies of both the inquiry and the reply forwarded to the Commandant of the Marine Corps (ARFC).
Letters of transmittal are not required.
(4) Correspondence requiring special handling, received by staff officers or commanding officers
directly from a member of Congress or the Commandant of the Marine Corps will be answered via the
Command Inspector General. Copies of both the inquiry and the reply will be forwarded to the
Commandant of the Marine Corps (ARFC).
(5) Messages marked with the standard indicator CONGRINT/SPLINT concerning Marines awaiting
trial by Japanese authorities will be directed to the Command Inspector General for action.
c. Action
(1) The Command Inspector General will ensure that all correspondence received by the Command
which requires special handling, as defined in paragraph 16a, is answered in accordance with the current
edition of reference (n).
(2) Commanding officers and staff officers receiving correspondence requiring special handling shall
ensure the Command Inspector General is immediately notified.
(a) Assistant Chiefs of Staff and Special Staff Officers are responsible for coordination with the
G-1, Base Adjutant, when designating local forms.
(b) The Base Adjutant is designated as the coordinator of the Forms Management Program, and
represents MCBB in all forms management matters. The AC/S, G-1 is the final approving authority for
this program.
18. Forms Management Tasks for all Staff:
a. Assistant Chiefs of Staff/Special Staff Officers
(1) Submit locally-produced forms via chain of Command to the MCIPAC-MCBB Adjutant (Attn:
Forms Management Officer) for approval. Prior to submitting the form, in order to prevent and eliminate
duplicate forms, the originator submitting the proposed form will identify any similar higher-level form(s)
and explain, in writing, why the existing form(s) does not meet the unit’s requirement.
(2) Submit DD Form 67 and a copy of the proposed form.
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(3) If applicable, submit SECNAV 5213/1 Form to justify the use of social security numbers (SSN).
(4) Prepare OPNAV 5211/12 Form to ensure forms comply with current regulations for protecting
and minimizing the use of sensitive personal information under the Privacy Act of 1974 and the
Personally Identifiable Information program.
(5) Submit MCIPAC 5213/1 Form to ensure originating sections review their forms biennially for
continued applicability and appropriate revisions. If the form is no longer required, submit a cancellation
request to the MCIPAC-MCBB Forms Management Officer.
b. Forms Management Representatives (FMRs)
(1) Maintain a file consisting of one copy of each locally designed form currently used by their
organization.
(2) Review all existing forms and screens all proposals for forms within their respective activities.
(3) Send proposed forms or proposed revision to existing forms to the coordinator for final approval
and assignment of a MCIPAC-MCBB Forms Management Control Number.
(4) Ensure Forms Management Control Numbers are typed on the forms prior to reproduction or
prior to sending them to the G-1, Adjutant Branch, Form Management Program Section, for reproduction.
For subsequent reproduction of forms bearing Forms Management Control Numbers, it is not required to
forward reproduction requests to the coordinator.
(5) Maintain liaison with the coordinator to ensure that objectives of this chapter are met.
c. G-1, Base Adjutant
(1) Provide command-level oversight for the unit’s Forms Management Program, including design
and maintenance of local-use forms.
(2) Ensure updated forms-related information is appropriately disseminated throughout MCIPACMCBB.
(3) Ensure local forms are assigned a local stock number and form number, and are not adopted for
use in place of official forms prescribed by higher authority.
(4) Ensure that all forms are reviewed biennially.
(5) Maintain a file of current approved forms and retain historical files until 10 years after
cancellation.
(6) Ensure all forms are prescribed by applicable Orders, Directives, or standing operating
procedures.
(7) Ensure forms collecting personal information are reviewed by a Privacy Act Officer and have an
appropriate Privacy Act Statement.
(8) Complete SSN justification memorandums utilizing SECNAV 5213/1 Form, for all MCIPACMCBB forms that have a SSN field.
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(9) Load all MCIPAC-MCBB forms to Naval Forms Online website and local Intranet system.
19. Implementing Instructions
a. Forms Proposals. Personnel desiring a new form, revising an old one, or canceling an existing one
should submit their proposals to their appropriate FMR for analysis.
b. Guidelines for Analysis of Forms. The FMRs should make an elementary procedure analysis.
Guidelines for such an analysis are as follows:
(1) Prevent duplication and overlap by eliminating non-essentials, whether it is an entire form and
procedure or just a portion of each.
(2) When elimination is not feasible, combine similar functions to reduce duplication and overlap.
(3) Change the sequence of an operation if necessary to obtain the most equitable workload.
(4) Simplify all necessary details to obtain the most efficient and effective performance.
(5) Improve the structure of the form to achieve maximum results with minimum expenditure of
manpower, material, and machines.
c. Specifically, forms management analysis should include all of the following steps:
(1) What data are required to accomplish the purpose?
(a) Are all of the data necessary?
(b) Are any additional data necessary?
(c) Does the data duplicate information on other forms or documents?
(d) Can the form be combined with other forms serving a similar purpose?
(2) Who requires the data?
(a) Is the data needed by the using office?
(b) Is the date within the scope of the functions of the office?
(3) Who enters the data on the form?
(a) Are the items located and grouped in the sequence of their procedural use?
(b) Is sufficient space allowed in each item for the data required?
(4) Where is the data obtained?
(a) Is data transcribed from or to another document?
(b) Are items arranged to facilitate transcription?
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(c) Could the form serve as a final record to eliminate transcription?
(d) Is any of the data constant so that it can be preprinted on the form?
(5) Where is the data routed? Can "From" and "To" items be provided on the form to eliminate
transmittal letters?
(6) When is the form filled in, interpreted, and filed? Can the number of times the data is prepared
and used during a given period be reduced?
(7) How is the data entered?
(a) Is spacing properly proportioned for typewriter, hand, or other machine fill-in?
(b) Is the data arranged so that the flow of writing is continuous from left to right and from top to
bottom?
(8) How is the form filed?
(a) Are reference items placed where they can be referred to in files or binders?
(b) Is the size of the form appropriate for handing and filing?
d. Form Letter
(1) A form letter is a device for cutting correspondence costs due to saving composing and typing
time and simplifying and standardizing repetitive procedures.
(2) A form letter that requires an unusual amount of fill-ins at scattered, unaligned points in skeleton
sentences and paragraphs should be redesigned as a form whenever feasible.
e. Format Instructions
(1) All forms must have margins to meet reproduction requirements. The margin of a form is that
part of the page outside the body of the printed matter and standard margins (sides, top, and bottom)
normally are 3/8".
(2) When forms are to be bound in a post binder, in a folder, or on a clipboard, marginal
requirements for the binding edge must be wide enough so that the necessary punching, binding, or both
will not obscure any of the information on the form.
(3) All forms must bear a title and a form number for identification and control purposes.
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TABLE 2-1: ORIGINATOR STAFF CODES
ORIGINATOR
STAFF CODES
CGOF
DCOMDR
COS
SGTMAJ
SSEC
G-1
1MPR
1ADJ
1POST
1IPAC
Commanding General
Deputy Commander
Chief of Staff
Sergeant Major
Staff Secretary
AC/S, G-1
Manpower Branch
Adjutant
Postal Services
Installation Personnel Administration Center (IPAC)
CHRO
G-2
G-3
COPS
FOPS
OSD
RTAM
SNCOA
SEC
CBRNE
EOD
AIR
IP
FES
PMO
Civilian Human Resources Office
AC/S, G-2
AC/S, G-3
Current Operations Section
Future Operation Section
Operations Support Detachment–IE Shima
Range Detachment (Camp Hansen)
Staff Noncommissioned Officer’s Academy
Security
Chemical, Biological, Radiological, and Nuclear (CBRN) Defense
Explosive Ordnance Disposal (EOD)
Air Cell
Installation Protection
Fire and Emergency Services
Provost Marshal Office
G-4
4MMO/ORD
4FSO
4GME
4BSO
4DMO
AC/S, G-4
Maintenance Management Officer/Ordnance
Food Services Office (FSO)
Garrison Mobile Equipment (GME)
Base Supply Office (BSO)
Distribution Management Office (DMO)
G-6
6EXB
6ASB
6FMB
6OPB
AC/S, G-6
Executive Branch (EXB)
Administrative Support Branch (ASB)
Financial Management Branch (FMB)
Operations and Plans Branch (OPB)
SECTION NAME
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ORIGINATOR
STAFF CODES
6TSB
6CSB
6EMB
6MITSC
G-7
G-8
8REA
8BUD
8MAB
8HNSO
8ODO
SECTION NAME
Telephone Systems Branch (TSB)
Customer Support Branch (CSB)
Electronics Maintenance Branch (EMB)
MAGTF Information Technology Support Center (MITSC)
AC/S, G-7 Government and External Affairs
AC/S, G-8
Internal Review
Budget Office
Managerial Accounting Branch (MAB)
Host Nation Support Office (HNSO)
Organizational Development Office
G-F
F/RMB
F/HBB
F/PWB
F/EAB
F/FMB
F/FSMB
F/REG
AC/S, G-F
Resource Management Branch
Housing and Billeting Branch
Public Works Branch
Environmental Affairs Branch
Facilities Maintenance Branch
Facilities Systems Management Branch
Program Management and Requirements Branch
DPRI
DPRI/PD
DPRI/IPMO
DPRI/FRF
DPRI/OKICON
Defense Policy Review Initiative
Program Directorate
Iwakuni Branch (Integrated Program Management Office)
Futenma Replacement Facility
Okinawa Consolidation
CARPLN
Career Planner
RCO
SAF
EEO
SJA
DSJA
SJA/CLAIMS
SJA/FCJ
SJA/ADLAW
SJA/ILAW
SJA/FOIA
Regional Contracting Office
Installation Safety Office
Equal Employment Opportunity
Staff Judge Advocate
Deputy Staff Judge Advocate
Claims Section
Japanese Jurisdiction Section
Administrative Law Section
Installation Law
Freedom of Information Act
PACO
CIG
Pacific Area Counsel Office (PACO)
Command Inspector General
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ORIGINATOR
STAFF CODES
EOA
MCCS
MCCS/EXEC
MCCS/FIN
MCCS/BH
MCCS/MKT
MCCS/FMB
MCCS/SUP
SECTION NAME
Equal Opportunity Advisor
Marine Corps Community Services (MCCS)
MCCS Executive Branch
MCCS/Finance
MCCS Behavioral Health
MCCS Marketing
MCCS Facilities Management
MCCS Supply
MCCS/SF
MCCS/SFTY
MCCS/ENT
MCCS/EDU
MCCS/ICB
MCCS/CSC-K
MCCS/CSC-FLF
MCCS/MCFTB
MCCS/CSC-C
MCCS/CSC-HS
MCCS/MFPB
MCCS/CSS-FJ
MCCS/TGC
MCCS/HRO
MCCS/TRNG
MCCS/MIS
MCCS/LIB
MCCS/FBES
MCCS/LODG
MCCS/MT
MCCS/FCB
MCCS/RET
MCCS/AUTO
MCCS/IWA
MCCS Semper Fit
MCCS Safety
MCCS Entertainment
MCCS Education
MCCS Internal Control
MCCS CSC, Kinser
MCCS CSC, Foster, Lester, Futenma
Marine Corps Family Team Building
MCCS CSC, Courtney
MCCS CSC, Hansen, Schwab
MCCS Marine & Family Programs Branch
MCCS CSS, Fuji
Taiyo Golf Course
NAF Human Resources Office (HRO)
MCCS Training
MCCS Management Information Systems (MIS)
MCCS Library
MCCS Food, Beverage Planning Office
MCCS Transient Billeting
MCCS Motor Transportation
MCCS Family Care Branch
MCCS Retail Operations
MCCS Automotive Services
MCCS Iwakuni
MCCS/HI
MCCS/RPO
MCCS/SAPR
MCCS Hawaii
MCCS Regional Procurement Office
MCCS Sexual Assault Prevention & Response Office
CMST
CHAP
Communication Strategy and Operations
Chaplain
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ORIGINATOR
STAFF CODES
CREDO
USNH
MCNAFAS
MISSO
SECTION NAME
Chaplains Religious Enrichment Development Operation
U.S. Naval Hospital
Marine Corps Nonappropriated Fund Audit System (MCNAFAS)
Manpower Information Support System Office (MISSO)
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TABLE 2-2: LIST OF BILLETS WITH BY DIRECTION AND MESSAGE RELEASING
AUTHORITY
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TABLE 2-3: MCIPAC-MCBB Detailed Distribution Lists
MCB Camp Butler/MCIPAC AC/S, G-1
On-Island
Commands
&
General
Staff
&
Special
Staff
LIST LIST LIST
A
B
C
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-2
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-3
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-4
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-5
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-6
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-7
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-8
○
○
○
MCB Camp Butler/MCIPAC AC/S, G-F
○
○
○
Headquarters and Support Battalion, MCBB
○
○
○
Camp Commanders (Camp Kinser, Foster, Lester, Courtney,
McTureous, Hansen, Schwab, and Gonzalves)
○
○
○
MCB Camp Butler/MCIPAC SSEC
○
○
○
MCB Camp Butler/MCIPAC SgtMaj
○
○
○
Equal Employment Opportunity (EEO)
○
○
○
Equal Opportunity Advisor (EOA)
○
○
○
Sexual Assault Response Coordinator (SARC)
○
○
○
Regional Contracting Office (RCO)
○
○
○
Security Manager (SECMAN)
○
○
○
Installation Career Planner
○
○
○
Chaplain
○
○
○
Command Inspector General (IG)
○
○
○
Communications, Strategy, and Operations (COMMSTRAT)
○
○
○
Defense Policy Review Initiative (DPRI)
○
○
○
Marine Corps Community Services (MCCS)
○
○
○
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Commands
on mainland
Japan
Commands
outside
Japan
Pacific Area Counsel Office (PACO)
○
○
○
Installation Safety Office (ISO)
○
○
○
Staff Judge Advocate (SJA)
○
○
○
Legal Support Services Section-Pacific (LSSS)
○
○
○
U.S. Naval Hospital Okinawa (USNHO)
○
○
○
MCAS Futenma
○
○
○
CATC Camp Fuji
○
○
MCAS Iwakuni
○
○
MCB Camp Blaz
MCB Hawaii
Camp Mujuk
○
○
○
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Chapter 2
Privacy Act of 1974
1. Information
a. The Privacy Act of 1974. The Privacy Act is applicable to all systems of records of U.S. Citizens
and Legal Permanent Residents maintained by the Executive Branch of the Federal Government or its
contractors from which information may be obtained by a personal identifying number, symbol, or other
identifying particular assigned to or associated with an individual.
(1) The Federal Government does not keep personal records in a system of records or in files that are
secret.
(2) Federal Government personal information files are limited to those that are clearly necessary.
(3) Individuals have an opportunity to see what information about them is maintained and to
challenge its accuracy, relevancy, timeliness, and completeness.
(4) Personal information collected may be used only for authorized purposes unless the individual
consents to other uses.
b. The Freedom of Information Act. Act 5, United States Code, section 552, is designed to enable
members of the public to obtain the records kept by Federal Executive Branch agencies.
c. Relationship. Subject to exceptions codified in the Freedom of Information Act, information
concerning an agency and its business is public therefore releasable. However, information about a
specific individual is generally private and therefore protected from release to the public by the Privacy
Act. Subject to certain statutory exceptions, e.g., active law enforcement investigations, the individual
about whom a Federal agency maintains a record has a right of access to those records and a right to
require correction if erroneous.
d. Exceptions and Exemptions. The list of exemptions under the Privacy Act are contained in
reference (w). The nine exempted categories under the Freedom of Information Act are contained in
reference (v).
e. Appointment of Duties. The SJA appoints the Privacy Act coordinator for MCBB.
f. Denial Authority. An official in the Marine Corps authorized either by the Secretary of the Navy
or by the Commandant of the Marine Corps to deny an individual's request for notification, access or
amendment when the request is made under the provisions of the Privacy Act. The CG, MCIPACMCBB is the denial authority for information requests made per the Privacy Act.
g. Safeguarding Information. All correspondence, files, and other records containing information,
which identifies personnel by unique personal identifiers, will be treated as "Official Use Only"
information and safeguarded accordingly. Use and disclosure of this information will be per reference
(w).
h. Solicitation of Information. Information containing personal identifiers will be solicited from
individuals whenever possible. Any method of solicitation must be accompanied by a Privacy Act
Statement (PAS). The PAS will inform as to the authority, the principal purpose, the routine uses, and the
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mandatory or voluntary nature of the data requested. Reference (w) will provide additional guidance
relative to soliciting information. Navy and Marine Corps Privacy Act System of Record Notices can be
found at https://dpcld.defense.gov/Privacy/SORNsIndex/
2. Action
a. Organizational Commanders. All commanders will appoint, in writing, a Privacy Act Coordinator.
The commander is also responsible for positive control of Privacy Act requests.
b. Training Requirements. All commanders will implement an effective and continuing training
program to provide orientation to all personnel in the principal provisions of the Privacy Act and the
Freedom of Information Act. Personnel whose normal duties include handling and maintenance of
personal information will be instilled with a certain working knowledge of their respective duties.
c. Denial Procedures. All requests made per SECNAVINST 5211.5E wherein denial is recommended
will be routed to the CG, MCIPAC-MCBB (SJA) giving specific details concerning the
recommendations. Reference (w) specifies time limits when final actions must be taken.
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| File Type | application/pdf |
| Author | bruce.w.jones1 |
| File Modified | 2023-02-28 |
| File Created | 2022-05-16 |