1. DOTmLPF-P Change Recommendations
19 October 2016 1

2. Objectives Define Joint DCRs and their uses
Describe the Joint DCR generation and staffing process
Review Joint DCR content and format requirements
Describe the Joint DCR implementation process
Provide best practices and common pitfalls for DCR drafting, staffing and implementation

3. DOTmLPF-P Change Recommendations
Joint DCRs document and validate non-materiel solutions as an alternative to, or complement of, materiel solutions (JCIDS Manual, 12Feb2015)
Required when:
A non-materiel solution addresses a capability gap
A materiel solution requires changes that impact DOTmLPF-P areas outside of the materiel program
A material solution exists in the joint force, but must be organic to the sponsor (i.e. cannot be satisfied by an RFF or RFC)
ICD
DCR
CBA, Studies, Lessons Learned, JROC, JIEDDO, etc…
DCR

4. F.A.R.M. And TSOC DCR’s

5. Staffing a DCR
Gatekeeper will identify the appropriate FCB (and supporting FCB if necessary) (JCIDS Manual, 12Feb2015)
One of 2 JSDs will be assigned
JROC Interest
JCB Interest

6. Basic Parameters and Format
Maximum Length: 30 Pages
Format:
Cover Page, Validation Page (Placeholder during DRAFT), Waivers (format)
Executive Summary: 1 Page
Document Body:
(1) Operational Context
(2) Threat Summary
(3) Capability Discussion
(4) Change Recommendation
(5)*Implementation Plans
Outline notional plans for the DOTmLPF-P changes (will be further refined post-validation by Sponsor or Lead Org, task OPRs & FPO’s.
Each DOTmLPF-P Change area shall provide:
Implementation Plan, with Major Milestones and Completion Date
Description of relationships between tasks and timelines
ID Key Intelligence support capabilities affected by changes
Proposed OPR and Rationale (ID proposed OPR for each action)
ROM: resources required to implement proposed change
Appendices: (References, Acronyms, Glossary and Classified Annex)
Implementation Plan:
Proposed Plan to include Milestones and Completion Dates
Description of relationships between tasks and timing (IE: Organizational change has implications for personnel change which influences training plans in time and place)
Ensure previously fielded or new key intel support affected by changes to DOTmLP-P are identified and adequately addressed.
Proposed OPR and Rationale: Sponsor must socialize OPR noms with affected organizations, but may submit DCRs without formal acceptance of the OPR Nom. Validated JROCM will formalize OPRs

7. Section 5, Joint DCR Proposed Implementation Plan
What makes a good DCR?
Format and length conforms to JCIDS manual
Recommendations:
Discrete, actionable tasks
Examples
Stronger: “Update Joint Pub 3-03 to reflect…”
Weaker: “Update joint doctrine to reflect…”
OPR
Specific organization with oversight or authority over assigned task
Stronger: “STRATCOM J7”
Weaker: “Combatant Commands”
Implementation Timeframe
Specific, realistic yet minimized to maintain momentum
Stronger: “30 September 2013”
Weaker: “FY2013 plus 60 months”
ROM Cost
Realistic, conservative
Myth: DCRs don’t have a cost
Section 5, Joint DCR Proposed Implementation Plan

8. Implementation of Validated DCRs
Approved recommendations from DCR Section 5 become JROC Memo (JROCM) actions
Overall lead designated in JROCM; responsible for leading completion of actions with OPRs
Functional Capabilities Boards (FCBs) provide oversight of execution
Extensions for action deadlines approved by Joint Staff J8 Deputy Director for Requirements via JROCM

9. Why DCRs Fail in Implementation
Common Implementation Failures:
OPRs fail to meet suspense dates
Actions reported complete, yet intent is not met
Causes:
Failure to properly review draft DCRs
Arbitrary or unrealistic action suspense dates
“Lead Organization” fails to lead
Recommendations:
Sponsor is the Lead Organization
POCs for OPRs identified prior to validation and engaged in drafting process
Determine suspense dates by developing a POAM for each action
Lead Organization forms an implementation working group upon validation
Leverage all available resources to complete actions within suspense dates

10. DCR Help
Joint Staff J8 Joint Capabilities Division: JCIDS Process Owners
JCIDS Gatekeeper & DCR Lead: CDR Greg “Sluggo” Leland, ,
Functional Process Owners (FPOs): Provide advice to sponsors during staffing of DCRs; oversee implementation of recommended changes
DOTmLPF-P Area
Functional Process Owner
POC
Joint Doctrine
Joint Staff/J-7
CAPT Todd Glasser, ,
Joint Organizations
Joint Staff/J-8
CDR Pete Kennedy, (843) /7509
Joint Training
Dan Abahazy: (703) /
Joint Materiel
Mr. Fred Gregory, ,
Joint Leadership and Education
Mr. Jack Roesner, ,
Joint Personnel
Joint Staff/J-1
Mr. Andy Rivera, ,
Joint Facilities
Joint Staff/J-4
CDR Wallace (Interim placeholder, summer 16 swap out)
Joint Policy
Joint Staff/J-5
Mr. Jim Raycraft, ,
Functional Capabilities Boards
FCB
POC
Battlespace Awareness
Mr. Chris Hall, ,
C4/Cyber
Ms. Becky Gentry, ,
Force Application
Mr. Chris Hanway,
Force Support
Mr. Joe Coleman, ,
Logistics
Mr. Rick Abernathy, ,
Protection
Mr. Mike Shalak, ,
KM/DS Help Desk: Mr. Mike Farmer, ,

11. Summary
Joint DCRs document and validate non-materiel solutions as an alternative to, or complement of, materiel solutions
Joint DCRs follow the standard JCIDS process for staffing (~97 days)
5 Sections
Maximum 30 pages plus 1 page Executive Summary
Critical Section: “Joint DCR Findings and Proposed Implementation Plan”
Lead Organization coordinates implementation of validated Joint DCRs with FCB oversight. (DDR approves extension requests)
Successful implementation is dependent on comprehensive staffing and a pro-active Lead Organization