2.5.1.5. Section 5: Implementation Plans.

2.5.1.5.1. The purpose of this section is to outline implementation plans for the recommended DOTmLPF-P changes (which will be further refined after validation by the Sponsor or lead organization), and task OPR(s) and affected Joint DOTmLPF-P FPOs.

2.5.1.5.2. For each change recommendation to a DOTmLPF-P consideration, provide the following:

2.5.1.5.2.1. Proposed implementation plan, including a Plan of Action and Milestones (POA&M) with start times, major milestones, and completion dates.

2.5.1.5.2.2. Discussion of relationships between recommendations and associated implementation timing (i.e., a joint organizational change has implications for a personnel change, which influences training plans).

2.5.1.5.2.3. Ensure fielded or newly introduced key intelligence support capabilities affected by the changes to DOTmLPF-P are identified and adequately addressed in the implementation plan.

2.5.1.5.2.4. Proposed OPR and rationale. Identify the proposed OPR for each action and provide rationale. Sponsors must attempt to socialize OPR nomination with the affected organizations but may submit a DCR without formal acceptance of the OPR nomination. The validation memorandum will formalize the assignment of the OPR(s). OPRs should be as specific as possible, and when addressing an OPR (or Office of Collateral Responsibility (OCR)) on a joint staff or defense agency, it should be identified down to a department or division level.

2.5.1.5.2.4.1. If known at the time of staffing, provide organizational POC information for each OPR, including name, organization, office code (if applicable), phone number, and NIPRNET/SIPRNET email addresses. This POC is to be the person responsible for implementing the recommended changes within the OPR. For change recommendations with multiple OPRs (e.g., Services, CCMDs), provide organizational POC information for each applicable OPR.

2.5.1.5.2.4.2. If POC information for one or more OPRs is not known at the time of staffing, POC information will be determined within 60 days of staffing and provided to the Sponsor of the Joint DCR, the Lead FCB, and affected Joint DOTmLPF-P FPOs. If changes to POC information occur, updated information will be provided to the same recipients.

2.5.1.5.3. Provide rough-order-of-magnitude total required resources needed to implement the proposed change as shown in Figure B-19, including cost by FY and type of required funding. In cases with funds controlled by different organizations, multiple tables may be used to show changes to funding in each organization.

2.5.1.5.3.1. Joint DCRs involve “change recommendations,” so cost data represents only new costs or changes to funded efforts. For example, if a recommendation is to change an aspect of joint training, and the change does not require increased resources to cover the total cost of implementing the proposal, including course development, instructor staffing and/or billets, instructor education, facilities, training materials, hardware, and mock-ups, etc., then do not include those resources in this table.

2.5.1.5.3.2. While cost estimation for non-materiel capability solutions are not bound by the same statutes and policy as materiel capability solutions, Sponsors are encouraged to leverage cost estimation approaches outlined in References [5] and [51]. Ensure that resource estimates have been reviewed by the Sponsor’s cost analysis organization to ensure best practices are being followed. Also, ensure that any final report or other related documentation, not already present in the KM/DS system, is uploaded for reference purposes.