develop $4$ questions that relate the document FRAGO $01-2024$ to heartbreak ridge.assumptions will inform our modernization efforts.

The long$-$standing trend of increasing dispersion on the battlefield will continue and likely accelerate;

frontages will increase, battlefield depth will increase, and sanctuary will be difficult to achieve.

Winning the all$-$domain reconnaissance and counter$-$reconnaissance fight provides significant warfighting

advantage. Losing this fight will be increasingly difficult to overcome.

The Marine Corps' ability to task$-$organize for specific missions will continue to be a source of competitive

advantage for the service.

The future operating environment requires threat$-$informed modernization of Marine Corps capabilities.

To advance Naval Integration and Organic Mobility, we will maximize the potential of the Stand$-$In Forces and

their contribution to the Joint Force, while remaining organically mobile, survivable, and sustainable within the

littorals. We have been naval in our nature since our founding, and this key attribute is written into the laws which

govern our Corps. By focusing on Naval Integration, we are reiterating our commitment to our naval heritage and

reaffirming its relevance to our future. Effective naval integration involves naval forces fully prepared to compete,

fight, and win with naval force offerings to Combatant Commanders, supported by Naval Doctrine and aligned

with the Joint Warfighting Concept. We will staunchly advocate for and be unambiguous in our requirements

for a mission$-$capable amphibious force, to include the following: the greatest possible readiness of the existing

Amphibious Warfare Ship inventory; no fewer than $31$ Amphibious Warfare Ships procured through cost$-$saving

block$-$buys; two$-$year centers for LPDs and four$-$year centers for LHAs; and the criticality of the timely production

of $35$ LSMs and, in the interim, a Littoral Maneuver Bridging Solution.

The Amphibious Ready Group $/$ Marine Expeditionary Unit $($ARG$/$MEU$)$ remains our crown jewel, and our

Amphibious Warfare Ships are the key enabler of our critical missions of campaigning and crisis response.

The ARG$/$MEU remains in high demand by Combatant Commanders, partners, and allies; our ARG$/$MEUs are

powerful campaigning tools used to respond to crisis, build partner capacity, and prevent escalating events from

turning into a larger conflict. Amphibious Warfare Ships enable our global, persistent presence $-$ that presence

has been the guarantor of peace and worldwide prosperity for the better part of the last century. More, the

inherent mobility, flexibility and lethality of our amphibious forces enable them to hold potential adversaries at

risk globally $-$ providing Combatant Commanders and National leadership with a wide range of tools to deter,

respond to crisis, or fight and win. As such, we will continue to advocate for our Amphibious Warfare Ships,

including a littoral shore$-$to$-$shore capability, that enable us to be present at the decisive moment.

As we improve our Marines' Quality of Life, we do right by o$$r Nation's most precious resources $-$ our Marines,

and we retain our lethal edge by retaining and investing in our top talent. We will accelerate investments in

Marine Corps Total Fitness and focused investments in our Warrior Athlete Readiness and Resiliency $($WARR$)$

Centers, chow halls, Child Development Centers, and family housing; we will aggressively execute "Barracks

$2030,$ the most consequential barracks investment plan we have ever undertaken; increase creative incentives

for overseas and Pacific$-$based Marines; and we will increase initiatives for those Marines and their families who

live away from DoD installations.

Quality of life doesn't just mean facilities, programs, and incentives. We will also build upon Talent Management to

make better, data driven institutional decisions and policies for our Marines and their families through investment

in Marine Corps Talent Management Information Systems. All Marine leaders know at an instinctual level that

we have a sacred and personal responsibility to lead, mentor, and care for junior Marines $-$ but there is more

the institution can do to help.

With a focus on Recruiting, Making, and Retaining Marines, we will overcome a recruiting challenge facing all

the services $-$ by sending our very best to become recruiters and Drill Instructors. Our focus will be on recruiters

and the quality of entry level training; on modernization of systems, technology, and how we use data to support

recruiting, assignments, and retention; on targeted retention bonuses for critical skills and quality Marines; on

installation resiliency and all$-$domain digital $/$ cyber training ranges, classrooms, and devices; and on the timely

implementation of Independent Review Commission recommendations to prevent harmful behaviors. With

historically high retention rates, we will not take our Marines' commitment to service for granted, and we will

contin