Etiam In Pugna
The Wounded Warrior Regiment provides leadership and ensures compliance with laws and Department of Defense (DoD) regulations related to the support, recovery, and non-medical care of combat and non-combat wounded, ill, and injured (WII) Marines, Sailors attached to Marine units, and their family members in order to maximize their recovery as they return to duty or transition to civilian life.
DC, M&RA MISSION AND INTENT
WWR’S COMMANDER’S OBSERVATIONS
WWR’S COMMANDER’S VISION
WWR’ COMMANDER’S
WWR
WWR
MISSION
Our mission as stewards of Wounded Warrior Regiment (WWR) is to provide and coordinate comprehensive care, support, and recovery for Marines who are wounded, ill, or injured, ensuring their long-term well-being and successful transition, whether back to duty or civilian life.
The WWR 2024 Commander’s Planning Guidance (CPG) aims to provide commanders, Marines, Sailors, and Civilian Marines with clear intent for operationalizing the Regiment. It outlines strategic objectives that generate measurable momentum by aligning and synchronizing actions and resources across our battalions and detachments. This plan sets to provide direction and guidance necessary for us to build on our initial successes and harness our collective strengths, while addressing common friction points and obstacles to our success. This iteration incorporates input from the Wounded Warrior Battalions (WWBns), detachments, sections, and programs, ensuring a cohesive approach during sustained operations and preparation for potential increased demands.
DEPUTY COMMODANT, MANPOWER AND RESERVE AFFAIRS (DC, M&RA)
Core Values
The core values of the DC, M&RA align with the broader values of the U.S. Marine Corps, which are:
To plan, direct, and manage manpower and reserve affairs in order to maintain a highly qualified, ready force capable of supporting the Marine Corps’ missions.
Honor: Upholding the highest standards of ethical and moral behavior in the management of Marines.
Courage: Making difficult decisions to ensure the readiness and welfare of Marines and their families.
Commitment: Dedicating efforts to managing Marine Corps manpower needs with the utmost professionalism and care.
Integrity: Ensuring transparency, fairness, and honesty in all manpower and personnel processes.
Excellence: Striving for continuous improvement in manpower policies, recruitment, and retention to maintain a highly capable and prepared force.
THESE PRINCIPLES GUIDE DC, M&RA’S EFFORTS TO ENSURE THAT THE MARINE CORPS REMAINS AN EFFECTIVE AND ADAPTABLE FIGHTING FORCE.
DC, M&RA MISSION AND INTENT
WWR’S COMMANDER’S OBSERVATIONS
Over the previous 12 months, we have taken considerable steps to improve communication, break-down isolated stovepipes, and optimize our operations. We’ve created several efficiencies across the Regiment. Concurrently, we’ve strengthened our internal and external relationships with higher, adjacent, and subordinate units. As a result, we’ve seen some of the efficiencies that are only possible when we forecast and isolate friction points and leverage our collective strengths to implement effective solutions, all while fulfilling our primary mission caring for and putting first our Recovering Marines and their families.
However, we have a long way to go. We need to continue our efforts to increase the momentum we’ve worked so hard to generate, and we’ll do this by continuing our strategic engagements with the Marine Forces (MARFORs) and Marine Expeditionary Forces (MEFs), enhance our cross coordination not only with higher and adjacent commands but with our battalions and detachments, continue to hone and move the ball forward the our bi-annual Leadership Offsites, all while recognizing the most import asset in our command, the contributions of our Marines, Sailors, and civilians.
WWR Commander’s Vision
My vision is to establish a unified understanding and execution of our mission and strategic plan across the entire Wounded Warrior Regiment, leveraging the strengths we already possess. We must proactively anticipate personnel shortfalls and collaborate to develop immediate solutions while fostering long-term resilience and partnerships. This is not about simply working harder; it’s about unlocking the full potential of the hard work and dedication our Marines, Sailors, and Civilian Marines have already committed. Together, we will drive greater results by focusing on strategic foresight, teamwork, and maximizing the capabilities within our Regiment.
TOGETHER, WE WILL DRIVE GREATER RESULTS BY FOCUSING ON STRATEGIC FORESIGHT, TEAMWORK, AND MAXIMIZING THE CAPABILITIES WITHIN OUR REGIMENT.
WWR COMMANDER’S INTENT
Together, we will uphold the highest standards of care and ensure that no Marine or family is left behind.
We must focus our collective efforts on enhancing the care, recovery, and successful transition of our Recovering Marines. Every action we take—whether in medical case management, transition support, or family outreach— must directly benefit the Marines and families we serve, strengthening WWR’s impact on the broader Marine Corps mission.
To achieve this, every member of our Regiment must be at their best, both on and off duty. This means excelling in our roles while upholding the highest standards of personal and professional conduct. As advocates, case managers, and subject-matter experts in recovery and transition, we represent the heart of the Marine Corps’ commitment to its warriors. Our actions and attitudes carry greater weight and influence than we may realize, impacting not only the Marines we serve but also the Corps as a whole.
I intend to focus our efforts on recruiting, developing, and retaining exceptional talent within the Regiment. I can’t do this alone; I need ALL of you; it takes a whole of Regiment effort starting with our most senior leaders. We will maximize our resources by prioritizing training and development, both in specialized skills and leadership. We will foster a proactive culture, addressing challenges before they escalate, and enhancing our programs to support unit readiness and individual resilience. Together, we will uphold the highest standards of care and ensure that no Marine or family is left behind.
WWR COMMANDER’S PRIORITIES
In alignment with the priorities of the Commandant of the Marine Corps and DC, M&RA, WWR will focus on the following key areas to ensure mission success:
Getting Our Personnel Right
Our Marines, Sailors, and Civilian staff are our most valuable assets, and having the right people in the right billets is crucial to accomplishing our mission. Talent management is our top priority. This means identifying, recruiting, and retaining the highest caliber personnel from across the Marine Corps. We will advocate consistently with M&RA, build strong relationships, and maintain them to ensure we get the talent we need. Once onboard, we will provide continuous professional development to enhance their expertise as subjectmatter experts and representatives of the Regiment. Additionally, we will track the follow-on assignments of personnel to maintain connectivity with the operating forces and identify talent for future reassignments.
Effective Information Flow
Clear, accurate, and timely communication is critical to our success. We will maintain a two-way flow of information across all levels of command, ensuring our internal and external commands are informed and engaged. Externally, we will ensure our messaging reaches the operating forces effectively, highlighting the Regiment’s role in supporting our Recovering Marines, and their families.
Continuous Professional Development
To remain effective leaders, advocates, and experts, we must commit to our own continuous professional development. We will seek opportunities to challenge ourselves and grow, whether through enhancing Military Occupation Specialty-specific skills or civilian professional educational engagement opportunities, improving and developing our leadership abilities. By stepping outside our comfort zones, we sharpen our capabilities and strengthen our ability to serve the Marines in our care.
Commitment to Innovation, Optimization, and Modernization
We will move beyond merely identifying problems to actively pursuing innovative, optimized, and modernized solutions. The wealth of talent within WWR and our battalions is vast, and we must cultivate a culture of continuous improvement to streamline processes and enhance mission effectiveness. At the headquarters level, we will lead this effort through bi-annual Leadership Offsites, focused on generating concrete goals and objectives that drive future-forward solutions. I challenge leaders at every level to embrace this commitment to innovation, optimization, and modernization, and to lead the charge in problem-solving and process improvement.
Fiscal Responsibility
Closely managing our financial resources effectively is essential to sustaining our mission. We will maintain a disciplined approach to budget management, ensuring that every dollar is spent in support of our Marines’ care and recovery. In our constrained fiscal environment, it is critical that we practice fiscal stewardship, understanding it is a shared responsibility, and all leaders must be mindful of cost-saving measures without sacrificing the quality of care and support.
Functional Area Management
We will ensure that all functional areas within WWR operate at the highest level of efficiency. This includes all inspected and non-inspected areas of responsibility. Warrior care, such as medical case management, transition support, family services, and administrative support to our wounded, ill, and injured, is equally important and should receive the appropriate level of management. Each area in our Regiment must be fully supported, with clear roles, responsibilities, and accountability to ensure we always remain professionally ready.
Back to the Basics
We will refocus on the fundamentals that make our Regiment—Marines, Sailors, and our Civilian Staff— successful. This includes reinforcing discipline, accountability, and the core values of honor, courage, and commitment. By mastering the basics, we build a solid foundation that enhances our ability to innovate and adapt.
Cohesiveness, Empowerment, and Respect
Building a cohesive team is essential to our mission. We will foster an environment where every individual is empowered to contribute their best and is treated with respect. This starts with strong leadership, trust, and open communication. By promoting a culture of collaboration and respect, we ensure that our team is united in its commitment to supporting Recovering Marines.
By focusing on these priorities, we will strengthen WWR, ensuring that we provide the highest level of care and support to the Marines and families who depend on us.
In order to be more effective and efficient, we must establish a requirements-based approach for problem-solving, training, and concept development.
WWR INITIATIVES
WWR Strategic Communications Plan (Marketing/Messaging)
We have a WWR Strategic Communications Plan, and I expect everyone to be familiar with it. Each of us is responsible for informing and advocating on behalf of the Regiment. It is our duty to consistently communicate our mission, role, and intent to the operational forces. Currently, too few Marines outside of the Regiment understand what we do or how we do it. While our social media presence is useful, it primarily reaches an audience that already understands our mission. We must expand our messaging to target individual Marines across the force and Operating Force Commanders, showcasing our roles, responsibilities, and successes.
This will help us recruit talented personnel to our ranks and raise awareness of the challenges we help address—such as mental health and complex care issues—common to both our mission and the operational forces. By highlighting these commonalities, we can better promote our support efforts. Additionally, we have an obligation to communicate with our external partners, including U.S. Department of Veterans Affairs (VA), the Defense Health Agency, Veterans Services Organizations, and other Headquarters Marine Corps agencies, to strengthen collaboration and ensure they understand the full scope of our work.
Leadership Offsites
On a bi-annual basis and at the appropriate levels, the Regiment Sergeant Major (SgtMaj) and I will host Leadership Offsites with representatives from each battalion, detachment, and program in order to address current and future challenges while also discussing topics on the future of the Regiment, leadership, and leader development.
Monthly Manpower Work Groups (MMWG)
Led by the Regiment S-1 and S-3, the Executive Officer (XO), Regiment SgtMaj, and battalion representatives will convene to source and manage personnel staffing. This will include tracking all inbound and outbound personnel, sponsorship, personnel tasks, and personnel support requests to manage manpower levels across the Regiment, project/predict troop-to-task shortfalls, Special Duty Assignment compliance, and related administrative actions.
Internal Inspections
By leveraging existing programs we will further develop our comprehensive inspection program internal to WWR, our battalions, and detachments. As the lead Regimental inspector, the WWR S-3 will develop an inspection plan to bridge the gap between the functional areas and their related inspections. My intent is the incremental preparation for external inspections and the identification of functional areas requiring risk mitigation, additional resources, or external subject matter expert (SME) support to maintain “effective” classifications. Most importantly, these incremental steps will assist our battalions and detachments in operating more efficiently.
Requirements-Based Approach
Problem solutions typically involve three elements: requirements, assets, and end states. I believe we all can agree, however, that most arguments focus on either assets or end states which are subjective in nature. Conversely, requirements are both objective in nature and enduring. In order to be more effective and efficient, we must establish a requirements-based approach for problem-solving, training, and concept development.
WOUNDED WARRIOR REGIMENT TASKS
Leaders at All Levels
• Know your Marines, Sailors, and Civilians! Spend time mentoring, counseling, and engaging in all aspects of their lives. Know what motivates them and take an active role in their professional and personal development.
• Counsel your Marines, Sailors, and Civilians. Junior Enlisted Performance Evaluation System markings, fitness reports, Performance Management Plans, Annual Performance Appraisals, and corrective actions “right of blast” do not meet the minimum standards of counseling. Initial Counseling will take place within 15 days of a new Marine Reported On – Reporting Senior relationship and regular counseling will occur every 30 days but not more than quarterly, thereafter. Counsel on both positive and negative aspects of your Marines’ performance and provide tangible goals to facilitate personal and professional improvement. Counseling at each level will be reviewed and signed off by the next higher in the chain of command similar to the relationship of the Reporting Senior and Reviewing Officer when completing fitness reports.
• Accurately rate your Marines, Sailors and Civilians. Our Marines, Sailors, and Civilians work 40 – 60 hours each week in the conduct of their duties. As leaders, we owe them the time to accurately capture the quality of their contributions to their command element. When it comes to , First Term Alignment Plan, Reenlistment and Lateral Move packages, awards, and fitness reports, we owe it to our Marines and to the Marine Corps to accurately detail the quality and character of them on and off duty performance.
• •Recognize your Marines, Sailors, and Civilians. In addition to getting “left of blast,” we need to recognize the positive contributions of our Marines, Sailors, and Civilians as often as we can.
WWR COMMAND TEAM (CO, XO, SGTMAJ, AND COMMAND ADVISOR)
• Sustain the MMWGs in order to incorporate the efforts and findings from the current monthly meeting chaired by the Regimental XO, Command Advisor, and SgtMaj.
• Sustain the weekly XO’s meeting in order to ensure and maximize the knowledge on process and procedures of key and designated personnel, incorporate cross-training, information sharing, and share motivational events.
• WWR SgtMaj re-invigorate both the Unit, Personal, and Family Readiness Program (UPFRP) and Single Marine Programs (SMP).
• WWR XO ensure CPG 2024 is understood by all and in coordination with (ICW) the Regimental S-1, ensure all WWR personnel review ALL existing policy letters, identify policies which require updating, and assign lead staff sections for completion and signature NLT 1 December 2024.
• NLT 15 NOV 2024, WWR XO, Fiscal Officer, and key staff, develop a plan, format, agenda, and attendee roster for the WWR Requirements Oversight Council (WWRROC) to meet quarterly with the WWR Commander, beginning in Nov 2024 in order to identify, discuss, budget requirements, prioritize unfunded deficiencies and spend change request required to execute the mission.
• WWR SgtMaj, establish quarterly Marine, Sailor, and Civilian lunch events with every person in the Regiment by section with the Command Team. We will ensure we meet with every Marines, Sailors, and Civilians annually, including those who telework.
• WWR Commander and SgtMaj, ICW WWR S-3 and the Unit Readiness Coordinator (URC) and SMP representatives, implement two mandatory “all-hands” events for all Marines, Sailors, and Civilians; a farewell event in the late spring for all summer movers and a hail event in the late summer ICW a Back-to-School and Family Meet and Greet for all inbound personnel.
• WWR CO bi-annually, conduct an all-hands recall of personnel to ensure accountability.
WWR S-1
• Provide a copy of WWR CPG 24 electronically to all personnel checking into and currently assigned to the Regiment.
• Manage the following Sections within WWR S-1 and provide reporting IAW WWR requirements.
• Civilian Manpower and Human Resources
• Reserve Medical Entitlements Determination Section
• Pay and Entitlements
• MEB/PEB Liaison
• Security Coordination
• Prioritize all task and responsibilities IAW Commanders guidance.
• Inform, and disseminate official message traffic and Enterprise Task Management Software Solutions taskers, as appropriate.
• Develop a retirement checklist and validate retiree information.
• ICW the SgtMaj, maintain an updated roster of all new marriages, birthdays, and births for all permanent personnel.
• In conjunction with the Battalion S-1s, conduct quarterly roster audits to verify Records of Emergency Data, Service Member Group Life Insurance statements, and Family Care Plans, and dependent information.
WWR S-3
• To the greatest extent possible, designate both a Future Operations Officer (FOPS) who will develop/manage long-term plans for WWR that encompasses the battalions. FOPS will manage the TEEPs for all WWR entities. Current Operations Officer will be responsible for managing the dayto-day functions, internal training, and execution of events within 30 days.
• ICW the WWR S-6, refine and populate a searchable SharePoint database that captures all after action reports (AARs), lessons learned, and mishap reports in order to leverage pertinent experiences from Warrior Athlete Reconditioning Program (WAR-P), Joint Warrior Transition Engagements, major training evolutions, distinguished visitor events, trip reports, conference attendance, Unit Family Readiness Program Coordinator Events, safety training, etc.
• ICW WWR S-1, act as the sponsor for all WWR Individual Marine/Sailor Augments and personnel assigned temporary addition duty to the command and be prepared to assume management/ oversight.
• Provide oversight for all Functional Area inspections pre- and post-inspections, and follow-up 30, 60, and 90 days accordingly.
• Continue to execute the Marine Corps Force Fitness Program, to include the Body Composition Program and Remedial Conditioning Program. Ensure adherence to all orders and directives.
• Coordinate between battalions to create better synergy between resident SMEs. Where available, create opportunities for interoperability between each unit to support the WWR Commander’s Intent.
• Manage the following Sections within WWR S-3 and provide reporting IAW WWR requirements:
• Wounded Warrior Operations Center
• Veterans Service Organizations
• Transition Support
• Regimental Call Center and Battalion Contact Centers (Contract Support)
• Field Service Representatives (Contract Support)
• District Injured Support Coordinators (Reserve Support)
• Recovery Care Coordinator Program (Contract support)
• WAR-P
• Training
• Charitable Organizations Program
WWR S-4
• Ensure the efficient management of supplies, equipment, and material resources across the Regiment to meet mission-critical needs.
• Ensure that all WWR facilities are maintained to the highest standards to provide a safe, functional environment for Marines and staff.
• Ensure the regiment and the battalions have the ability to provide reliable transportation and mobility support for Recovering Marines, as well as for the Regiment’s daily operations.
• Ensure all WWR equipment, tools, and property are properly managed, maintained, and aligned with the Regiment’s operational needs.
• Provide logistical support tailored to the needs of the WWR’s Recovery Care Program, Transition Assistance Program, and medical case management efforts.
• Maximize the efficient use of logistical resources through careful budget management and resource allocation.
• Develop and maintain emergency logistics plans to support WWR operations during crises or unexpected events.
• Integrate sustainability practices into WWR’s logistics operations to reduce the environmental footprint and promote resource efficiency.
• Promote continuous improvement and modernization within WWR’s logistics functions to enhance efficiency and support evolving mission needs.
• Enhance the capabilities of the WWR logistics team through training and professional development.
WWR Fiscal
• Manage and execute WWR’s approved budget in compliance with federal regulations, DoD financial policies, and DC, M&RA Financial Management Office (FMO) guidance.
• Track expenditures and obligations, ensuring that funds are used efficiently and within the approved limits.
• Maintain real-time financial oversight of operating budgets at all levels of the Regiment, ensuring that all fiscal activities align with the established spending plan.
• Address any shortfalls or surpluses by communicating with DC, M&RA FMO to adjust funding allocations as needed.
• Support the XO in chairing the quarterly WWRROC.
• Request additional funds from the FMO via calendar year deficiency and/or mid-year review for priority items and monitor the contracting process.
• Assign/appoint primary and alternate(s) to be Government Commercial Purchase Card holders in order to facilitate flexible support to the supported elements.
• Establish scheduled training for battalion representatives (primary/alternate) to better support requirement(s).
• Continuously review, update, and inspect functional areas, to include take appropriate action(s) to correct deficiencies, in order to maintain compliance. Report significant findings/impacts to the Battalion CO/XO and way forward.
• Provide periodic professional military education as required in order to strengthen and/or refresh priority focus areas.
WWR URC
• Manage the UPFRP and coordinate with the CO, XO, SgtMaj, and WWR S-3 ICW maintaining the lead in planning for the annual Regiment Staff and Family readiness events.
• Continue to collect family contact information and develop new initiatives for increasing family outreach and additional family events.
• Actively collect and leverage tactics, techniques, and procedures and best practices from fellow URCs.
• Develop and publish monthly newsletters along with a sustained plan of action and milestones to refine the content and quality of the products. Include updates via social media on any recognition, announcements, and all significant training or family readiness events.
• Develop AAR for Family Readiness events and submit to WWR S-3 within seven days of event.
• Maintain consistent communication with families, offering resources, education, and support services tailored to their needs.
• Include families in the development of Command readiness coordination plans and ensure they have access to resources like counseling, Marine Corps Community Services, Military One Source, Exceptional Family Member Program, respite care, medical benefits information, etc.
• Organize regular family days, retreats, Town Halls, and support group meetings to foster a sense of community and engagement.
• Work closely with DC, M&RA Communication and Strategic Operations to increase visibility of WWR services through social media, newsletters, and events.
WWR S-6
• Leverage technology to support WWR’s commitment to innovation and continuous improvement, refine all systems in support of tracking and reporting processes, by modernizing, optimizing, and continually improving all systems supporting recovery care (i.e. Marine Corps Wounded, Ill, and Injured Tracking System, Department of Defense Case Management Solution, etc.).
• Work closely with DC, M&RA to develop and produce every 2 years a Communications Strategy that supports WWR Communications Plan. (Due 2025)
• Provide reliable, secure, and effective communication and information technology (IT) services to ensure mission success.
• Maintain robust IT infrastructure, enhancing cybersecurity measures, and facilitating efficient information flow across all levels.
• Strengthen cybersecurity measures to protect sensitive information related to Recovering Marines, ensuring compliance with Department of Defense (DoD) cybersecurity standards.
• Modernize WWR’s IT infrastructure to improve efficiency, reliability, and scalability of services, enabling the Regiment to better support Marines, Sailors, and families.
• Provide regular IT training to S-6 personnel and Regiment staff to ensure proficiency in current and emerging technologies.
WWR Regimental Surgeon
• Provide access to qualified medical and mental health professionals and peer support groups within each battalion.
• Regularly schedule professional military education focused on mental health awareness, stress management, and resilience-building at the regimental and battalion levels.
• Encourage proactive engagement in mental health services and eliminate the stigma surrounding seeking help amongst both Recovering Marines and staff members.
• Coordinate closely with medical providers, Veterans Affairs (VA), DoD Health Administration, and DoD partners to streamline care.
• Oversee medical case management, as required.
• Track and report outcomes related to Marines’ medical treatment and non-medical needs to the Regiment.
• Provide access to seamless case management services for Marines requiring medical and nonmedical care, ensuring no gaps in treatment or support.
• Work closely with WWR S-1 to ensure battalion requirements are captured in personnel and manning shortfalls.
• Manage the following Sections within WWR medical section and provide reporting IAW WWR requirements:
• Behavioral/Mental Health Advisor
• Regimental Nurse Case Manager
• VA Federal Recovery Consultant
• Medical Cell (Bureau of Medicine contract support)
•
WWR Command Judge Advocate (CJA)
• CJA plays a vital role in providing legal guidance and support to ensure the Regiment operates within the legal framework of the Marine Corps.
• Ensure WWR operated withing the ethical rule of law ICW charitable organizations.
• Ensure all legal matters that receive HHQ endorsement, review, or scrutiny are revived for legal sufficiency.
• Work closely with MCI-NCR and MCICOM on all WWR Legal Matters
• Provide Legal Advice as required on all WWR Legal matters.
• Ensure the Regiment’s operations comply with Marine Corps, DoD, and federal laws, mitigating legal risks to the command.
• Provide ongoing legal education and training to Regiment leadership and personnel to enhance understanding of military law and legal processes.
WWR Command Sexual Assault Response Coordinator (SARC)
WWR’s SARC plays a critical role in preventing and responding to sexual assault within the Regiment. The SARC ensures that all personnel have access to necessary support services and education, creating a safe and respectful environment for Recovering Marines.
• Foster a culture of respect, accountability, and awareness across the Regiment by providing comprehensive prevention and education programs.
• Provide immediate, confidential, and compassionate support to sexual assault survivors, ensuring they have access to the full range of services and resources available.
WWR Marine Forces Reserve Liaison Officer
• Serve as a liaison between WWR assets and Marine Forces Reserve (MARFORRES) leadership.
• Keep the WWR leadership informed of MARFORRES’ policies and significant issues raised and provide recommendations on way forward, especially those issues which may impact the care coordination of a Recovering Marine or family members.
• Maintain current awareness of WWR policies, positions, and initiatives, as well as Marine Corps Orders and administrative messages.
• Actively promote WWR assets to the MARFORRES.
• Work with MARFORRES leadership to facilitate training for commands on the administration and personal attention required for Marines who become hospitalized. Assist commands in understanding their responsibility to ensure expeditious medical treatment and proper case management of Recovering Marines.
• Through coordination with MARFORRES staff, ensure MARFORRES units are submitting personnel casualty reports.
• As required, assist RMED in ensuring MARFORRES units are following proper procedures for Line of Duty (LOD) and Medical Hold (MEDHOLD) benefits. Provide status updates to CG, MARFORRES on numbers and disposition of cases within LOD or MEDHOLD statuses.
WWBn-East and WWBn-West
• Facilitate the smooth transition of Marines back to the operating forces, civilian life, or into veteran status, ensuring that they are fully prepared for the next phase of their lives.
• Ensure that every Marine has a Transition Plan in place well in advance of their separation from the battalion.
• Conduct regular transition readiness assessments to identify potential barriers and offer tailored support.
• Encourage staff to identify gaps in care delivery or transition processes and propose innovative solutions to improve outcomes.
• Pilot new programs or initiatives that address emerging needs of Recovering Marines.
• Share successful innovations with WWR and collaborate with other battalions to standardize best practices.
• Provide bi-Weekly and monthly reports to WWR supporting battalion warrior care events and wounded, ill, and injured complex case review, refusals, and intake.
• Provide support to both internal and external Marines, Sailors, and their families requiring support.
• Coordinate with WWR S-3 ICW Training, Exercise, and Employment Plan requirements. Ensure large scale exercise, MARFOR and MEF engagements, and AARs are coordinated with and provide to WWR S-3.
• Identify opportunities for periodic WWR Command Team and special staff site visits.
• Provide a representative ICW the WWROC providing battalion specific requirements.
• Provide a representative for the MMWG.
WOUNDED WARRIOR REGIMENT
