2017-2021

CAMPAIGN PLAN
FOR
MARINE CORPS
COMMUNITY SERVICES
MCIPAC/MCB CAMP BUTLER
 FORWARD

To the Executives, Managers and Employees of MCCS:

Every component of Marine Corps Community Services has been in a constant state
of change over the last two decades. Remarkably, despite the turbulence associated
with changes of leadership, policy shifts, new initiatives, numerous reorganizations,
and formidable fiscal constraints, those involved in providing goods, services and
support to both our internal and external customers have not only prevailed, but ex-
celled. Having observed you in the performance of your duties and seen your resil-
ience in the face of innumerable obstacles, coupled with your expressed loyalty to
those we serve, I am supremely confident that we will continue to achieve unparal-
leled excellence and certify to our leaders and our customers that we will remain on
watch and accomplish any mission assigned to our enterprise.

This Campaign Plan is designed to allow us to peer into the future, recognize ob-
stacles to future success, and identify potential actions we can take to conquer such
challenges. The goals and objectives set forth herein are designed to identify WHAT
we need to do, but not HOW it should be done. As always, it will be the profession-
alism, dedication and recognized expertise of our MCCS Executives, Managers and
Employees that will make it happen.

As you have so often in the past, I ask you to embrace the mission and vision we have
crafted for our future, and remain clearly focused on the Marines, their Leaders and
the Families we serve and do so with the promise that we will endeavor to live up to
the standards of performance that all Marines demand of themselves. We owe them
no less.

As for me, I pledge to each of you my clear-eyed determination to provide you with the
guidance and resources you need to ensure that Marine Corps Community Services
remains the standard bearer of the Marine Corps for the purveyance of world-class
goods and services.

Because of you, we can claim the title of Best-in-Breed. I am confident you will retain
that title and build upon it over the time horizon assigned to this Plan and beyond.
With respect and gratitude, I look forward to watching you make the magic happen
that puts smiles on the faces of all we serve.

Edward S. Hutsell
Assistant Chief of Staff, Marine Corps Community Services
Marine Corps Installations Pacific
 PURPOSE

This MCCS Campaign Plan serves to articulate our Mission, Vision and Guiding Prin-
ciples, as well as the Goals and Objectives we intend to accomplish between now and
the end of Business Year 2021. This Campaign Plan is not designed to stand alone.
Rather, it complements and contributes to similar plans published by the Commandant
of the Marine Corps, selected Headquarters Marine Corps agencies, and the Com-
manding General, MCI Pacific and Marine Corps Base, Camp Butler.

MISSION*

Our Implied Mission:

To support the mission assigned to the United States Marine Corps and to do so by
directly contributing to enhanced Personal and Family Readiness.

Our Stated Mission:

To support our community with exceptional services and programs throughout the
Pacific.

*Our mission is the sole reason we exist and the driver that compels us to do what we do every
day and in every place where our Marines serve.

VISION

We will be the premier MCCS entrusted with providing excellence in programming

and services to our Military Community, now and into the future.

It is our vision that inspires us to reject the status quo and reach for greatness in all
that we do. And, to do so with the foreknowledge that we see a future that is achiev-
able and one that guarantees that we will be even better at what we do tomorrow than
we are today.

GUIDING PRINCIPLES**

• Commit to a culture of continuous improvement by supporting the professional de-

velopment of our workforce and both encourage and reward risk-taking and new
ways of thinking.

• Act with the highest integrity at all times by holding ourselves accountable and by
serving as good stewards of the resources with which we have been entrusted.

• We will identify and measure our actions via the application of Operating Stan-
dards and Key Performance Indicators throughout all of our Lines of Business and our
Supporting Agencies.

• We will take personal responsibility for all that we do to advance our enterprise,
including taking stock of the ethics of our actions; the respect and honesty we share
with each other; the cultivation of professional relationships; and, the absence of fa-
voritism or discrimination in our workplace.

• We will provide programs, services and solutions that serve to exceed our every
customer’s expectations.
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 • We will ferret out inefficiencies, drive down the cost of doing business, and strive to
become the leanest and most agile enterprise possible without sacrificing the quality
and value of the goods and services we provide to our customers.

• We will rigorously comply with all laws, regulations and policies that govern the
conduct of our enterprise.

• We will strive for excellence in all that we do.

• Consistent with the bounds of legal best business practices, we will strive to say YES!

• We will practice due diligence via informed decision-making prior to investing our
customers’ money in our enterprise.

• We will never forget why we are here and who it is we serve.

• We will strive to attain a reputation as the Subject Matter Experts in all that we do,
including the provision of goods and services and the support functions needed to
sustain the enterprise.

**Our Guiding Principles are just that: A guide that allows us to examine the fruits of our efforts
and affirm that the values we share are aligned with those that we serve.

GOAL #1
HONOR OUR CUSTOMERS

We can best honor our customers by, first and foremost, recognizing and remember-
ing that it is only because of our customers that the MCCS Enterprise exists and that
the Executives, Managers and Employees of the enterprise are engaged in meaningful
employment. Moreover, we will remember that in many cases our customers are also
our neighbors and our protectors. Finally, it is impossible to overstate how deserving
our customers are of our best efforts to deliver ever-increasing quality and ever-im-
proving delivery of world-class goods and services. There is no higher privilege than
the one we have been granted: Service to those who serve us all.

OBJECTIVE #1

CREATE THE OPTIMAL ALIGNMENT BETWEEN THE NEEDS OF THE CUSTOMERS AND
THE GOODS AND SERVICES WE PURVEY, AND TO DO SO WITH EQUAL EFFECT ON
EVERY CONSTITUENCY WE SERVE (SINGLE MARINES, DEPLOYED MARINES, PERMA-
NENT PARTY MARINES, THEIR FAMILIES, AND ALL OTHER AUTHORIZED PATRONS OF
OUR ENTERPRISE).

TASK: By 4th Quarter FY17, procure and install an Electronic Customer Relationship
Management Program for the whole of the MCCS Enterprise and its individual Lines of Business.

OPR: Chief Marketing Officer

OCR: Chief Information Officer

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 TASK: By 1st Quarter FY18, and every year thereafter, compile the data available/recorded
from all data sources (CSI, ICE, customer surveys, social media, anecdotal events) and present
same to the Chief Executive via the annual Operating and Capital Budgeting process to ensure
the “wants” of the customer base are recognized during the process of applying our resources
to the delivery of goods and services.

OPR: Chief Marketing Officer

OCR: Chief Financial Officer

OBJECTIVE #2

CONTINUE TO IMPROVE THE LINES OF COMMUNICATION BETWEEN THE MCCS EN-

TERPRISE AND THE CUSTOMERS WE SERVE.

TASK: By 2nd Quarter FY17, design and deploy a plan to exercise and exploit as many of the
36 channels of communication available within MCI Pacific/MCB Camp Butler.

OPR: Chief Marketing Officer

OCR: DAC/S, Business and Support and DAC/S, Marine and Family

TASK: By 1st Quarter NAF FY 17, design and deploy a plan to assign Marketing Account Rep-
resentatives to each Line of Business on each of the installations we serve.

OPR: Chief Marketing Officer

OCR: Chief of NAFI Personnel and Training

TASK: By 4th Quarter NAF FY17, design an MCCS Enterprise Brief for use by MCCS Execu-
tives to tell the MCCS Story to influencers assigned to MCIPAC/MCB Camp Butler (e.g., Gen-
eral Officers, Camp Commanders, SNCO Symposiums). Update monthly thereafter.

OPR: Chief Marketing Officer

OCR: DAC/S, Business and Support and DAC/S, Marine and Family

OBJECTIVE #3

INFLUENCE THE POSITIVE BEHAVIOR OF THE CUSTOMER BASE AND THEIR FREQUEN-
CY OF INTERACTION WITH THE MCCS ENTERPRISE.

TASK: By 1st Quarter NAF FY18, design and implement MCCS Customer Loyalty/Synergy
Program that focuses on converting casual customers into repeat customers/loyal clientele that
connects our Lines of Business. (Action date will need to correspond with the delivery date of
the new POS system scheduled for release by HQ-MR which supports this type of program.)

OPR: Chief Marketing Officer

OCR: Chief Information Officer/Chief Financial Officer

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 GOAL #2
REDUCE THE COST OF DOING BUSINESS

The Prime Directive across the whole of the MCCS Enterprise is to ensure that every
Executive, Manager and employee of MCCS assumes a fiduciary responsibility for the
conduct of our daily activities. While it is imperative that we grow our business, it is
of the utmost importance that we ensure we return the maximum value to the share-
holders: our customers. The most controllable means to ensuring we are able to meet
the current needs of our customer base and guarantee even more and better product
delivery in future years is to practice the highest order of expense control.

OBJECTIVE #1

EMPLOY BUSINESS INTELLIGENCE TO ALLOW US TO FERRET OUT INEFFICIENCIES IN

ALL OF OUR PROGRAMS AND ACTIVITIES.

TASK: By 1st Quarter, NAF FY18, identify, build and install an Executive Information System.

OPR: Chief Business Officer

OCR: Chief Information Officer

TASK: By 3rd Quarter, NAF FY17, conduct a system-wide analysis of all current and pro-
grammed Fixed Assets with an eye toward achieving a reduction in capital purchases in each of
NAF FYs 18-21.

OPR: Chief Logistics Officer

OCR: Chief Financial Officer

TASK: By 1st Quarter, NAF FY19, publish a revised Table of Organization that reflects an align-
ment between customer demands on goods and services and the number of MCCS Executives,
Managers and Employees necessary to deliver such goods and services.

OPR: Chief of NAFI Personnel and Training

OCR: DAC/S, Business and Support

TASK: By 4th Quarter, NAF FY17, and every year thereafter, produce a “Pro Forma” Capital
Budget that encompasses 7 years, with an eye toward revealing/understanding the effects on
excess programs, excess physical plant and excess employee count that may accrue in the out
years due to various unit relocation plans.

OPR: Chief Financial Officer

OCR: Chief Logistics Officer

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 OBJECTIVE #2

EMPLOY OPERATING STANDARDS, BENCHMARKS AND PERFORMANCE METRICS TO

MEASURE THE QUANTITY AND QUALITY OF THE DELIVERY OF GOODS AND SER-
VICES.

TASK: By 1st Quarter, NAF FY18, conduct a review of all applicable regulations and directives
to identify and memorialize all published Operating Standards.

OPR: Chief Business Officer

OCR: Chief of NAFI Personnel and Training

TASK: By 1st Quarter NAF FY17, develop and assign a Key Performance Indicator targeted
programs and activities within the MCCS Enterprise.

OPR: DAC/S Business and Support and DAC/S Marine and Family
OCR: All Direct Reports of the two DAC/S’

TASK: By 3rd Quarter NAF FY17, produce and integrate a visual-merchandising plan as part of
our annual Capital Equipment Planning Process for the purpose of ensuring all Retail Activities
are presenting their products via state of the art signage, fixtures, etc. Likewise, all MCCS facili-
ties, vehicles, equipment and collateral materials will be subject to a unified plan for the consis-
tent presentation, protection and enhancement of the MCCS Brand.

OPR: Chief Logistics Officer

OCR: Chief Business Officer and Chief Marketing Officer

OBJECTIVE #3

COLLECT, COLLATE, ANALYZE AND DISPLAY THE DATA OUTPUTS OF ALL THE PRO-
GRAMS AND ACTIVITIES OF THE MCCS ENTERPRISE.

TASK: By 3rd Quarter NAF FY17, identify all processes and their attendant data inputs/outputs
for every program and activity executed by the MCCS Enterprise.

OPR: DAC/S, Marine and Family

OCR: DAC/S Business and Support and DAC/S Marine and Family

TASK: By 1st Quarter NAF FY21, to the extent allowed by technology, regulation or statute,
identify and eliminate all paper records/transactions and impose 100% utilization of electronic-
based data sources.

OPR: DAC/S, Business and Support

OCR: Chief Information Officer

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 GOAL #3
MANAGE HUMAN RESOURCES

For over a century, businesses, large and small, profitmaking and not for profits, have
all viewed the people in their care as “Human Resources.” Resources are, by their very
nature, intended to be consumed. Husbanding those in our care suggests that our ex-
ecutives, managers and employees should be viewed as “Human Capital.” Capital is,
by its very nature, intended to be invested. So it shall be across our MCCS Enterprise.

OBJECTIVE #1

WE WILL “RIGHT SIZE” THE ENTIRE MCCS ENTERPRISE.

TASK: By 2nd Quarter NAF FY17, establish a system that reviews every proposed new posi-
tion; validates the requirement for said position, to include established pay grade, professional
certifications required as conditions of employment, and affirms the potential for a compensatory
reduction so as to avoid an increase in total end strength.

OPR: Chief of NAFI Personnel and Training

OCR: Requestor and intervening members of the Chain of Command

TASK: By 2nd Quarter NAF FY17, identify all billets that have been gapped/unfilled for 90
days or more and determine impact of eliminating each from the Table of Organization and/or
proposing that such billets remained unfilled for the balance of the effected fiscal year, and that
associated payroll costs be reduced in the effected agencies annual operating budget.

OPR: Chief of NAFI Personnel and Training

OCR: Chief Financial Officer

TASK: By 4th Quarter, NAF FY17, develop a mechanism and a deliberate plan for the phased
elimination of contract labor engaged in MCCS operations (vice those engaged in providing
customer facing services, e.g., Dive Instructors).

OPR: Chief of NAFI Personnel and Training

OCR: DAC/S, Marine and Family and DAC/S, Business and Support

OBJECTIVE #2

WE WILL COMPETITIVELY COMPENSATE THE ENTIRE MCCS ENTERPRISE.

TASK: By 4th Quarter NAF FY17, and every year thereafter, conduct an environmental scan to
determine our competitiveness in hiring practices, compensation (both pay and benefits) and the
potential for individual growth/career development within the MCCS Enterprise.

OPR: Chief of NAFI Personnel and Training

OCR: DAC/S, Business and Support and DAC/S, Marine and Family

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TASK: By 1st Quarter, NAF FY18, and every year thereafter, design, implement and budget for
the execution of an Employee Recognition Program that identifies specific criteria for earning
such recognition as well as defines the full range of forms of recognition from verbal through
fiscal remuneration.

OPR: Chief of NAFI Personnel and Training

OCR: Chief Financial Officer, DAC/S, Marine and Family and DAC/S, Business and Support

TASK: By 4th Quarter NAF FY17, arrange for or commission the execution of an Associate
Satisfaction Index (ASI) Survey on the entire MCCS Work Force.

OPR: Chief of NAFI Personnel and Training

OCR: Chief Financial Officer and Chief Information Officer

OBJECTIVE #3

WE WILL COMPETITIVELY DEVELOP THE ENTIRE MCCS ENTERPRISE.

TASK: By 4th Quarter NAF FY17, conduct an environmental scan to determine what, if any,
Continuing Education Units are required for MCCS Employees to perform assigned duties and
to be competitive for advancement within the chosen discipline and reflect the results of same in
Individual Development Plans of the effected managers and employees.

OPR: Chief of NAFI Personnel and Training

OCR: All Chiefs and All Managers

TASK: By 1st Quarter NAF FY18, develop and publish a formal Standing Operating Procedure
(SOP) for the identification, scheduling, and budgeting for the biennial attendance of all effect-
ed MCCS Managers and Employees to attend selected/approved trade shows and professional
conferences.

OPR: Chief of NAFI Personnel and Training

OCR: Chief Financial Officer, DAC/S, Business and Support and DAC/S, Marine and Family

OPR = Office of Primary Responsibility

OCR = Office of Coordinating Responsibility

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ACCOUNTABLE.
BOLD.
CONNECTED.