President's Strategic Intent
We are at a point in our history that is marked by increasing uncertainty and evolving threats to our nation’s security. History tells us that professional military education assumes a particularly important role in facilitating change during this kind of strategic inflection point. Like war itself, the nature of professional learning is enduring, as encapsulated by General Alfred M. Gray’s vision for the university to “teach officers and NCOs to win in combat by out-thinking as well as out-fighting their opponents.” However, our understanding of the role of learning as it pertains to the profession of arms must continue to evolve to ensure that our programs remain rigorous, relevant, and responsive as the character of war changes.
This strategic plan provides a roadmap for university leaders to follow in the continued pursuit of General Gray’s original intent, nested within the context of the vision of the future articulated by our current Commandant, General David H. Berger, in the forthcoming Training and Education 2030. In implementation, we must frame our efforts in accordance with the following enduring themes:
1. Students are the main effort. Our foundational goal is to develop in our students a maneuver warfare mindset and to graduate leaders who are better prepared to thrive in the operating environment envisioned for 2030.
2. Faculty are the center of gravity. We will actively recruit, develop, and retain the civilian and military faculty best able to provide high-quality instruction and who are capable of anticipating and responding to emerging educational requirements.
3. A culture of continuous improvement is our bid for success. We must sustain ongoing efforts to automate institutional assessments and obtain feedback from the FMF in order to inform adaptations to our curricula and supporting programs.
4. Our understanding of history is a strength. We will continue to excel in our efforts to inform the public of the Service’s role in national defense. Likewise, our students must be imbued with an understanding of history to increase understanding and improve decision-making.
5. Infrastructure provides the foundation. Our facilities, information and education technologies, and outreach activities must maximize learning and research opportunities for both students and faculty. I am extremely proud of the considerable work that went into developing this plan and am confident that our collective efforts in implementation will not only facilitate the achievement of our institutional goals, but will also enable us to support the broader strategic vision of the Commandant by producing graduates capable of leading the Marine Corps into the future. To that end, all MCU leaders will aggressively implement this strategic plan and will be prepared to adapt the plan in execution.
Walker M. Field
Brigadier General, U.S. Marine Corps
Commanding General, Education Command
President, Marine Corps University
29 March 2022
MCU Strategic Plan 2022-2027
The ideals expressed in the mission and vision are realized in the stated goals of the strategic plan. These goals, or LOEs, identify six major areas of focus for the commitment of intellectual, economic, and physical resources over the next five years.
Goal 1. Individuals who think critically and solve complex problems creatively in a dynamic environment. (Professional Learning)
Goal 2. Develop and maintain an effective, transparent, collaborative, and responsive organizational structure in order to foster a culture of continuous learning and improvement. (Organizational Strength)
Goal 3. Provide state-of-the-art facilities and cutting-edge technologies in order to facilitate Marine Corps University’s innovative and global learning environment (Infrastructure and Technology)
Goal 4. Strengthen faculty and staff development opportunities in order to promote professional experience. (Faculty and Staff Development)
Goal 5. Broaden connections with national security, academic, and public audiences in order to enrich MCU scholarship, research, publishing, and academic collaboration. (Outreach, Partnership, Research, and Strategic Communication)
Goal 6. Collect, preserve, interpret, and communicate the history of the Marine Corps in order to inform and educate the Total Force and the general public of the Marine Corps’ role in national security. (Preserve and Present Marine Corps History)
**View the full version of the Strategic Plan