* Clarifies the relationship between Army force modernization proponents and branch proponents (paras 5c and 5d).
* Designates the Maneuver Center of Excellence as the Army Force Modernization proponent for armor and infantry (table 2).
* Designates the Fires Center of Excellence as the Army force modernization proponent for fires, field artillery, and air defense and theater missile defense (table 2).
* Makes additional rapid action revision changes (throughout).
This regulation establishes policies, duties, responsibilities, and relationships applicable to the Army Force Modernization Proponent System, to include determining doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) requirements with regard to a particular function or branch. This regulation does not supersede, modify, or infringe on any duty or responsibility established by law; Executive Order; Department of Defense directive, instruction, or policy; or Headquarters, Department of the Army general order, other Army regulation, or policy. For example, pursuant to Section 3014, Title 10, United States Code (10 USC 3014(c)(1)(D)) and Department of the Army General Order 2002-03, the Office of the Chief Information Officer/G-6 is the office within HQDA with the sole responsibility for information management.
Required and related publications and prescribed and referenced forms are listed in appendix A.
Abbreviations and special terms used in this regulation are explained in the glossary.
a. Deputy Chief of Staff, G-3/5/7. The DCS, G-3/5/7 establishes the polices and procedures in support of force modernization and DOTMLPF force modernization processes. The DCS, G-3/5/7 will—
(1) Designate force modernization proponents.
(2) Manage the Army Force Modernization Proponent System according to the applicable laws, directives, orders, and policy.
(3) Coordinate force modernization proponent and branch proponent designations with the Commander, U.S. Army Training and Doctrine Command (TRADOC) and Army organizations with force management and integration responsibilities.
(4) Resolve DOTLMPF issues affecting force modernization proponents under different commands or agencies.
(5) Establish policy and priorities, as well as approve programs for force modernization proponents and branch proponents, except as otherwise set forth in this regulation.
b. Assistant Secretary of the Army (Manpower and Reserve Affairs). The ASA (M&RA) will set the strategic direction, providing the overall supervision for manpower, personnel, and Reserve affairs across all Army.
c. Deputy Chief of Staff, G-1. The DCS, G-1 will—
(1) Prescribe duties and responsibilities for personnel life cycle of Army officer branches and functional areas, warrant officer branches, enlisted career management fields, and civilian career fields under their respective personnel management systems, except as otherwise set forth in this regulation. The eight personnel life cycle functions are structure, acquisition, distribution, development, deployment, compensation, sustainment, and transition in accordance with AR 600-3 and/or appropriate personnel development publications.
(2) Approve overarching personnel policy and exercise HQDA management of the Army military personnel management system. Change procedures are specified in AR 611-1.
(3) Approve standards of grade used in manpower documentation.
(4) Promulgate policy and manage the personnel domain.
(5) Assign primary responsibility for analysis and recommendations relating to personnel matters to a single agent. The listing of principal coordination points is provided in DA Pam 611-21 for all military and civilian skills.
(6) Establish and lead a General Officer Steering Committee to develop issues affecting military and civilian personnel Armywide.
d. Commanders of Army commands, Army service component commands, direct reporting units, and field operating agencies. Commanders of ACOMs, DRUs, ASCCs, and FOAs will—
(1) Assign specific duties and responsibilities to force modernization proponents and branch proponents within their commands or organizations.
(2) Resolve issues affecting force modernization proponents or branch proponents assigned within their commands or organizations.
(3) Ensure force modernization proponents and branch proponents within their commands or organizations coordinate DOTMLPF requirements actions Armywide.
(4) Assign missions, leads, offices of responsibility, or staff management responsibilities for emerging functions that may have DOTLMPF development responsibilities but do not reach the level of responsibility required for designation as a force modernization proponent or branch proponent, as appropriate.
e. Commanding General, U.S. Army Training and Doctrine Command. The CG, TRADOC will design, develop, and integrate force capability requirements as the lead combat, doctrine, and training developer for the Army. The CG, TRADOC is responsible to the Secretary of the Army (SA) and the Chief of Staff, Army for determining and integrating force requirements and synchronizing the development of DOTMLPF solutions across the Army. This responsibility is executed through the Army Capabilities Integrated Center (ARCIC) which is an integral part of the TRADOC headquarters staff. The Director, ARCIC has integration coordination authority across the Army in matters pertaining to identifying required capabilities and DOTMLPF integration.
f. Force modernization proponents. Force modernization proponents assigned in table 2 will—
(1) Execute force management responsibilities (requirements definition, force development, combat developments, doctrine developments, training developments, materiel developments, leadership development, and education, personnel developments, and facilities developments) relative to DOTMLPF for their particular function or branch.
(2) Ensure DOTLMPF actions are coordinated with ACOMs, ASCCs, DRUs, FOAs, the HQDA staff, and others, as required.
a. Army Force Modernization Proponent System.The Army Force Modernization Proponent System is the process of managing change within the Army. It is the strategic-level process for interaction between HQDA and force modernization proponents used to transform the Army.
(1) Secretary of the Army. The SA approves and authenticates departmental policy, unless otherwise delegated.
(2) Administrative Assistant to the Secretary of the Army.With few exceptions, the Administrative Assistant to the Secretary of the Army acts for the SA in approving and authenticating departmental policy. AR 25-30 designates those principal HQDA officials who may be proponents for Army administrative publications. Only HQDA agencies (Office of the Secretary of the Army; Office of the Chief of Staff, Army; and the principal HQDA officials) will be the proponents of Army regulations, DA circulars, DA memorandums, numbered HQDA letters, and DA general orders.
(a) Headquarters, Department of the Army.The assignment of force modernization functions and responsibilities within HQDA is accomplished by DA general orders, Army regulations, and/or other administrative publications. The SA designates the HQDA principal officials with primary responsibility for managing one or more of the DOTMLPF processes with regard to a particular function or branch. Each HQDA principal official with primary responsibility for managing one or more of the DOTMLPF processes for modernizing and transforming the Army is designated in table 1. Although certain HQDA principals are assigned primary responsibility for managing one or more DOTMLPF processes, the entire HQDA staff participates in coordinating DOTMLPF processes.
(b) Deputy Chief of Staff, G-3/5/7. As the proponent for AR 5-22, the DCS, G-3/5/7, acting on behalf of the SA, is authorized to designate a force modernization proponent and branch proponent.
1. The DCS, G-3/5/7 (Force Management) is responsible for Army staff (ARSTAF) management of Army organizational changes within the force development and force integration process.
2. The DCS, G-3/5/7 (Combat Developments) is responsible for ARSTAF management of the DOTMLPF capabilities requirements developed by force modernization proponents and integrated by TRADOC. Army staff management includes staffing capabilities requirements with the Army Requirements Oversight Council and forwarding them to the Chief of Staff, Army.
3. The DCS, G-8 (Force Development) is responsible for ARSTAF management of approved force integration programs.
(c) Deputy Chief of Staff, G-1.The DCS, G-1 is responsible for ARSTAF management of approved personnel management programs. As a general rule, force modernization proponents are responsible for personnel development for their designated areas as directed by AR 600-3.
(3) Commanding General, U.S. Army Training and Doctrine Command.The CG, TRADOC determines and validates requirements for the Army and designs, develops, and integrates force capabilities for the Army. As such, TRADOC is responsible for force management within the Army as it relates to DOTMLPF requirements.
c. Force modernization proponent. The force modernization proponent is the HQDA principal official or the commander, commandant, director, or chief of a center, school, institution, or agency with primary duties and responsibilities relative to DOTMLPF requirements for a particular function (see listing in table 2). The ACOMs, DRUs, and FOAs are authorized to create leads, offices of responsibility, or assign staff management responsibilities for emerging functions, but subject to the authority, direction, and control of the SA, only the DCS, G-3/5/7 has the authority to designate a force modernization proponent.
d. Branch proponent.The branch proponent is the commandant or the chief of a branch of the Army with execution of training, leader development, education, and personnel responsibilities for their designated branch. Branch proponents support the role of the force modernization proponent. Branch proponents are identified in table 3 and may change as the Army transforms. (The branch proponent is responsible for leader development, the execution of training, and providing recommendations on the personnel life cycle appropriate for the branch whereas the force modernization proponent is responsible for determining and integrating DOTMLPF requirements for their designated areas.)
a. The Commander, U.S. Army Medical Department Center and School develops and coordinates DOTMLPF requirements for the U.S. Army Medical Department (AMEDD) with TRADOC. In turn, The Surgeon General approves Army doctrinal qualification, personnel policy, policies pertaining to AMEDD professional qualification, and AMEDD-specific equipment requirements. The Surgeon General forwards AMEDD table of organization and equipment (TOE) and force structure to the DCS, G-3/5/7 for inclusion in the force management process.
b. The Commandant, U.S. Army Chaplain Center and School develops and coordinates DOTMLPF requirements associated with the Chaplain Corps and branch with TRADOC on behalf of the Chief of Chaplains (CCH). In turn, the CCH approves doctrinal and training literature, training, and policies pertaining to chaplain ministrations and distinctive faith requirements, professional qualifications, personnel policy, and Chaplain Corps-specific equipment requirements, and all religious support activities. The CCH certifies for approval all changes in force structure for chaplains, chaplain assistants, directors of religious education, and required equipment. The CCH supervises all organizational changes within the force development, force management, and force integration processes within the CCH purview. The CCH forwards Chaplain Corps TOE and TDA force structure to the DCS, G-3/5/7 for inclusion in the force management process.
c. The Commander, Judge Advocate General School, Army, develops and coordinates DOTMLPF requirements associated with the Judge Advocate General's Corps (JAGC) and branch with TRADOC on behalf of the Judge Advocate General (JAG). In turn, the JAG approves Army doctrinal and training literature, training, and policies pertaining to JAGC professional qualifications, personnel policy, and JAGC-specific equipment requirements. The JAG further certifies for approval the JAGC TOE for force management requirements. The JAG forwards JAGC TOE and force structure to the DCS, G-3/5/7 for inclusion in the force management process.
d. The Director, Army Public Affairs Center, HQDA develops and coordinates DOTMLPF requirements related to the public affairs (PA) function with TRADOC on behalf of the Chief, Public Affairs (CPA). In turn, the CPA approves doctrinal and training literature, training, and policies pertaining to PA professional qualifications, specific equipment requirements, and operations policy. The CPA provides supervision for all organizational changes within the force development, force management, and force integration processes within the CPA's purview. The CPA forwards PA TOE and force structure to the DCS, G-3/5/7 for inclusion in the force management process.
e. Army support to the national military strategy for combating weapons of mass destruction (CWMD) requires the designation of an Army force modernization proponent for specific priority CWMD missions. These Army force modernization proponents assume DOTMLPF responsibilities for highly specialized Army CWMD capabilities.
f. The Deputy Chief of Staff, G-2 (DCS, G-2), in coordination with DCS, G-1 and ASA (M&RA), develops, implements, manages, maintains, and evaluates the Department of the Army Defense Civilian Intelligence Personnel System.
g. The U.S. Army Aeronautical Services Agency, as the DCS, G-3/5/7 lead for Army airfields and heliports, developes policy, procedures, and oversight for Army airfield and heliport operations. The U.S. Army Aeronautical Services Agency will approve and establish priorities, validate requirements, manage resource allocations, and resolve Army airfield and heliport DOTMLPF issues with affected force modernization functional proponents.
h. Under the provisions of 10 USC 1704 and subject to the authority, direction, and control of the SA, the Assistant Secretary of the Army (Acquisition, Logistics, and Technology) (ASA (ALT) (as the Army acquisition executive) carries out all powers, functions, and duties of the SA with respect to the Army acquisition workforce.
a. Army transformation requires that force modernization proponents share DOTMLPF information between each other, with HQ TRADOC (ARCIC), and with branch proponents.
b. Where capability development DOTMLPF processes are divided between more than one Army ACOM, DRU, or FOA, the force modernization proponent will develop appropriate memoranda of understanding between the affected organizations.
c. The DCS, G-3/5/7, as the training functional process manager, provides ARSTAF oversight for installation Directors of Plans, Training, and Mobilization and establishes HQDA policy for the functions performed by installation Directors of Plans, Training, and Mobilization. The DCS, G-3/5/7 also establishes policy and resource priorities for battle command training center operations, training support center operations, range operations, training support systems, and training area management.
d. Force modernization proponents must coordinate with ACOMs and appropriate ASCCs, DRUs, FOAs, and other organizations before submitting capability requirements to HQ TRADOC (ARCIC) for requirements determination and subsequent submission to the DCS, G-3/5/7 for approval and implementation.
e. When a TRADOC Center of Excellence (CoE) commander is designated the force modernization proponent for a particular function (for example, sustainment, fires, maneuver, and maneuver support) that designation may encompass duties and responsibilities for multiple functional areas and branches. The CoE commander will be named the force modernization proponent for both the center's designated area (as listed in table 2 below) as well as the branches contained within that CoE. The commandants of the individual branch schools comprising the CoE will be designated branch proponents for their respective branches. For example, the Maneuver Support Center commander is the Army force modernization proponent for maneuver support and for the engineer, military police, and chemical branches. The engineer, military police, and chemical branch school commandants are designated the branch proponents for their respective areas. Single function CoEs (intelligence, aviation, and signal) are considered force modernization proponents; no corresponding branch proponent is assigned in this regulation.
f. As the Army force modernization proponent for Computer
Network Operations and Army Operational Knowledge Management, the
Commander, U.S. Army Combined Arms Center (together with the Army
force modernization proponent for information services, the Commander,
U.S. Army Signal Center) will develop DOTLMPF requirements,
determine the scope of future capabilities development efforts, and
determine integration tasks for both Army and Joint operations under
the oversight and guidance of the Chief Information Officer/G-6.
|DOTMLPF functional process||Functional process owner|
|Leader Development and Education||DCS, G-3/5/7|
|Facilities||Assistant Chief of Staff for Information Management|
|Designated Area||Force Modernization Proponent|
|Accessions||Commander, U.S. Army Accessions Command|
|Adjutant General/Human Resource Management||Commander, U.S. Army Sustainment Center of Excellence|
|Air Defense and Theater Missile Defense||Commander, Fires Center of Excellence|
|Armor||Commander, Maneuver Center of Excellence|
|Army Acquisition||ASA (ALT)|
|Airspace Command and Control||Commander, U.S. Army Combined Arms Center|
|Army Operational Knowledge Management||Commander, U.S. Army Combined Arms Center*|
|Aviation||Commander, U.S. Army Aviation Center of Excellence|
|Chaplain||Chief of Chaplains|
|Chemical, Biological, Radiological, and Nuclear Passive Defense||Commander, U.S. Army Maneuver Support Center of Excellence|
|Chemical, Biological, Radiological, and Nuclear Consequence Management||Commander, U.S. Army Maneuver Support Center of Excellence|
|Chemical||Commander, U.S. Army Maneuver Support Center of Excellence|
|Civil Affairs||Commandant, U.S. Army John F. Kennedy Special Warfare Center and School|
|Civil Works||Commander, U.S. Army Corps of Engineers|
|Combined Arms Operations (division and above)||Commander, U.S. Army Combined Arms Center|
|Command and Control||Commander, U.S. Army Combined Arms Center|
|Computer Network Operations||Commander, U.S. Army Combined Arms Center*|
|Counter-WMD Offensive Operations||DCS, G-3/5/7|
|Electronic Warfare||Commander, U.S. Army Combined Arms Center|
|Engineer Operations||Commander, U.S. Army Maneuver Support Center of Excellence|
|Field Artillery||Commander, Fires Center of Excellence|
|Finance/Comptroller||Commander, U.S. Army Sustainment Center of Excellence|
|Fires||Commander, Fires Center of Excellence|
|Force Management (FA50)||DCS, G-8|
|Foreign Area Officer||DCS, G-3/5/7|
|Foreign Languages||DCS, G-2|
|Full Spectrum Operations||Commander, U.S. Army Combined Arms Center|
|Global Missile Defense||Commanding General, U.S. Army Space and Missile Defense Command|
|Health Services||Commander, U.S. Army Medical Department Center and School|
|Information Management (to include Information Technology/Army Enterprise Architecture/Army Enterprise Infostructure and the Army Enterprise Portal)||Chief Information Officer/G-6|
|Infantry||Commander, Maneuver Center of Excellence|
|Information Operations||Commander, U.S. Army Combined Arms Center|
|Inspector General||The Inspector General|
|Intelligence||Commander, U.S. Army Intelligence Center of Excellence|
|Joint Matters||DCS, G-3/5/7|
|Judge Advocate General||Commandant, Judge Advocate General's Legal Center and School|
|Maneuver Support||Commander, U.S. Army Maneuver Support Center of Excellence|
|Military Construction||Commander, U.S. Army Corps of Engineers|
|Military Police||Commander, U.S. Army Maneuver Support Center of Excellence|
|Operational Research and Systems Analysis||DCS, G-8 (DAPR-PAE)|
|Ordnance||Commander, U.S. Army Sustainment Center of Excellence|
|Personnel Recovery||Commander, U.S. Army Combined Arms Center|
|Professional Military Ethic||Superintendent, U.S. Army Military Academy and the Army Center of Excellence for the Professional Military Ethic|
|Protection||Commander, U.S. Army Maneuver Support Center of Excellence|
|Psychological Operations||Commandant, U.S. Army John F. Kennedy Special Warfare Center and School|
|Public Affairs||Chief, Public Affairs|
|Quartermaster||Commander, U.S. Army Sustainment Center of Excellence|
|Safety||Commander, U.S. Army Combat Readiness Center|
|Security Force Assistance||Commander, U.S. Army Combined Arms Center|
|Signal/Communications Networks and Information Services||Commander, U.S. Army Signal Center of Excellence*|
|Simulation Operations||DCS, G-3/5/7|
|Space/High Altitude Capabilities||Commanding General, U.S. Army Space and Missile Defense Command|
|Special Operations||Commander, U.S. Army Special Operations Command|
|Special Forces||Commandant, U.S. Army John F. Kennedy Special Warfare Center|
|Strategy, Plans, and Policy||DCS, G-3/5/7|
|Sustainment||Commander, U.S. Army Sustainment Center of Excellence|
|Transportation||Commander, U.S. Army Sustainment Center of Excellence|
|U.S. Military Academy (Academic Professor)||Superintendent, U.S. Military Academy|
|WMD Elimination||Commander, U.S. Army Maneuver Support Center of Excellence|
1. *In accordance with paragraph 7f.
|Designated area||Branch proponent|
|Adjutant General||Commandant, U.S. Army Adjutant General School|
|Air Defense||Commandant, U.S. Army Air Defense School|
|Armor||Commandant, U.S. Army Armor School|
|Chemical||Commandant, U.S. Army Chemical School|
|Chaplain||Commandant, U.S. Army Chaplain Center and School|
|Engineer||Commandant, U.S. Army Engineer School|
|Field Artillery||Commandant, U.S. Army Field Artillery School|
|Finance||Commandant, U.S. Army Financial Management School|
|Infantry||Commandant, U.S. Army Infantry School|
|Logistics||Commander, U.S. Army Combined Arms Support Command|
|Military Police||Commandant, U.S. Army Military Police School|
|Ordnance||Commandant, U.S. Army Ordnance School|
|Quartermaster||Commander, U.S. Army Quartermaster School|
|Transportation||Commandant, U.S. Army Transportation School|
A related publication is a source of additional information. The user does not have to read it to understand the publication.
This section contains no entries.
DA Forms are available on the Army Publishing Directorate Web site (http://www.apd.army.mil).
U.S. Army Medical DepartmentARCIC
Army Capabilities Integrated CenterASA (ALT)
Assistant Secretary of the Army (Acquisition, Logistics, and Technology)ASA (M&RA)
Assistant Secretary of the Army (Manpower and Reserve Affairs)ASCC
Army service component commandARSTAF
Chief of ChaplainsCG
Center of ExcellenceCPA
Chief, Public AffairsCWMD
combating weapons of mass destructionDCS, G-1
Deputy Chief of Staff, G-1DCS, G-2
Deputy Chief of Staff, G-2DCS, G-3/5/7
Deputy Chief of Staff, G-3/5/7DCS, G-8
Deputy Chief of Staff, G-8DOTMLPF
doctrine, organization, training, materiel, leadership and education, personnel, and facilitiesDRU
direct reporting unitFOA
field operating agencyHQDA
Headquarters, Department of the ArmyJAGC
Judge Advocate General's CorpsPA
Secretary of the ArmyTOE
table of organization and equipmentTRADOC
U.S. Army Training and Doctrine CommandUSC
United States CodeWMD
weapons of mass destruction
The commandant of a branch school or the chief of a branch of the Army with assigned DOTMLPF development responsibilities for that branch.
Center of Excellence
Designated by HQDA, a Center of Excellence is a premier organization that creates the highest standards of achievement in an assigned sphere of expertise by generating synergy through effective and efficient combination and integration of functions while reinforcing unique requirements and capabilities.
The process of analyzing, determining, and prioritizing Army requirements for doctrine, organization, training, materiel, leader development, and education, personnel, and facilities within the context of the force development process (AR 71-9).
Fundamental principles by which the military forces or elements thereof guide their actions in support of national objectives (JP 1-02).
Real property consisting of one or more of the following: a building, a structure, a utility system, pavement, and underlying land.
The process of determining Army doctrinal, leader development, training, organizational, Soldier development, and materiel requirements and translating them into programs and structure, within allocated resources, to accomplish Army missions and functions (AR 71-32).
The capstone process to establish and field mission-ready Army organizations. The process involves organization, integration, decisionmaking, and execution of the spectrum of activities encompassing requirements definition, force development, force integration, force structuring, combat developments, materiel developments, training developments, resourcing, and all elements of the Army Organizational Life Cycle Model. The process of determining force requirements and alternative means of resourcing requirements by allocating resources and assessing the utilization resources to accomplish Army functions and missions (AR 71-11).
The process of improving the Army's force effectiveness and operational capabilities through force development and integration.
Force modernization proponent
The HQDA principal official or the commander, commandant, director, or chief of a center, school, institution, or agency with primary duties and responsibilities relative to DOTMLPF and related requirements for a particular function.
Functional process owner
The HQDA principal official with primary responsibility for Armywide management of one or more of the DOTMLPF processes.
Leader development and education
Leadership development is the product of a learning continuum that comprises training, experience, formal education, and continual self-improvement.
All items (including ships, tanks, self-propelled weapons, aircraft, and so forth, and related spares, repair parts, and support equipment but excluding real property, installations, and utilities) necessary to equip, operate, maintain, and support military activities without distinction as to its application for administrative or combat purposes.
A unit or element with varied functions enabled by a structure through which individuals cooperate systematically to accomplish a common mission and directly provide or support warfighting capabilities. Subordinate units/elements coordinate with other units/elements and, as a whole, enable the higher-level unit/element to accomplish its mission. This includes the manpower (military, civilian, and contractor support) required to operate, sustain, and reconstitute warfighting capabilities.
The development of manpower and personnel plans, programs, and policies necessary to man, support and sustain the Army.
Principal coordination points
The designated agents identified in DA Pam 611-21 who have additional staff relationships with specific proponents related to analyzing, advising, or assisting in personnel management areas.
The agency or command responsible for initiating, developing, coordinating, approving content, and issuing a publication and identifying them for removal. Each publication has only one proponent.
The responsibilities of the staff to assist and coordinate lead organization efforts by analyzing, monitoring, assessing, and developing recommendations for the commander on all activities affecting policy, organization guidance, developmental processes, and implementation or execution processes in support of the organization meeting its mission. The staff will facilitate the coordination and dissemination of plans, doctrine, and training with higher headquarters and external agencies as appropriate.
The instruction of personnel to increase their capacity to perform specific military functions and associated individual and collective tasks.