Patrick Matlock

Patrick E. Matlock
Patrick E. Matlock
Born	July 3, 1965 (age 59); Yuba City, California
Allegiance	United States
Service / branch	United States Army
Years of service	1988–2024
Rank	Lieutenant General
Commands	1st Armored Division; Fort Bliss; 170th Infantry Brigade Combat Team
Battles / wars	Gulf War; War in Afghanistan; Iraq War
Awards	Army Distinguished Service Medal (2); Defense Superior Service Medal; Legion of Merit (3); Bronze Star Medal (3)

Patrick Ernest Matlock (born July 3, 1965)^[1]^[2] is a retired United States Army lieutenant general who last served as the Army's G-3/5/7 (deputy chief of staff for operations, plans and training) of the Army Staff from 2022 to 2024.^[a] He most recently served as the Assistant Chief of Staff for Operations of the United Nations Command, ROK/US Combined Forces Command, and United States Forces Korea. Previously, he was the Commanding General of the 1st Armored Division.^[6]^[7]^[8]^[9]

Military career

Born in Yuba City, California,^[2] Matlock graduated from the United States Military Academy with a B.S. degree in 1988 and was assigned to the 1st Cavalry Division at Fort Hood.^[1]

Matlock was nominated and confirmed for promotion to lieutenant general in April 2021, but he never assumed the rank.^[10] In September 2022, he was again nominated and confirmed for promotion to lieutenant general and appointment as deputy chief of staff for operations, plans, and training of the U.S. Army.^[11]

Personal life

Matlock married Jacqueline Damaris "Jacqy" Franks on September 12, 1992.^[2] She is the daughter of General Tommy Franks. Matlock and his wife have three children.^[8]

Notes

^
Deputy Chief of Staff for Operations, Plans, and Training G-3/5/7. Both G-8 and G-3/5/7 sit on the Army Requirements Oversight Council (AROC), chaired by the Chief of Staff of the Army (CSA).^[3]^{: diagram on p.559} ^[4]^[5]
- The Army's Force management model begins with a projection of the Future operating environment, in terms of resources: political, military, economic, social, information, infrastructure, physical environment, and the time available to bring the Current army to bear on the situation.^[5]
- The AROC serves as a discussion forum of these factors.^[4]
- A DOTMLPF analysis models the factors necessary to change the Current force into a relevant Future force.
- The relevant strategy is provided by the Army's leadership to guide Army staff.^[3]
- The resources are "dictated by Congress".^[5]
- A JCIDS process identifies the gaps in capability between Current and Future force.
- A Force design to meet the materiel gaps is underway.
- An organization with the desired capabilities (manpower, materiel, training) is brought to bear on each gap.
  - AR 5-22(pdf) lists the Force modernization proponent for each Army branch, which can be a CoE or Branch proponent leader.
  - Staff uses a Synchronization meeting before seeking approval —HTAR Force Management 3-2b: "Managing change in any large, complex organization requires the synchronization of many interrelated processes".^[3]^: p2-27
- A budget request is submitted to Congress.
- Approved requests then await resource deliveries which then become available to the combatant commanders.

References

This article incorporates public domain material from websites or documents of the United States Government.

^ ^a ^b Register of Graduates and Former Cadets, United States Military Academy. Association of Graduates U.S.M.A. 1989. Retrieved September 30, 2022.
^ ^a ^b ^c George Richard Ellis: His Ancestors and Descendants. Ellis Publishing Company. 2002. Retrieved September 30, 2022.
^ ^a ^b ^c United States Army War College and Army Force Management School (2019-2020) How the Army Runs HTAR: A senior leader reference handbook which synthesizes "existing and developing National, Defense, Joint, and Army systems, processes, and procedures currently practiced"
^ ^a ^b Headquarters, Department of the Army (29 Jun 2021) Army Regulation 71–9 Force Management. Warfighting Capabilities Determination °1-6c, p.1) tasks for CG, AFC; °2-24 p.13) CG, AFC is a principal member of AROC, with 43 duties a through qq; °3-1 ch.3 pp20-21) AROC is a forum for requirements decisions (RDF); °4-1 p.24) CG, AFC is responsible for force design; °6-4 p39) figure 6-1 Deliberate staffing and review process; figures for more staffing and review processes follow.
^ ^a ^b ^c James Kennedy (2019) Force Management Model - Complete
^ "Major General Patrick E. Matlock - General Officer Management Office". Gomo.army.mil. Retrieved November 25, 2021.
^ "To lead and direct: 1st Armored Division change of command". Army.mil. July 28, 2020. Retrieved November 25, 2021.
^ ^a ^b "Fort Bliss, 1st Armored Division welcome new leader, Maj. Gen. Patrick Matlock". Elpasotimes.com. Retrieved September 30, 2022.
^ "Maj. Gen. Patrick E. Matlock Delivers State of the Military Address". Elpasotimes.com. Retrieved November 25, 2021.
^ "PN331 - 1 nominee for Army, 117th Congress (2021-2022)". April 29, 2021.
^ "PN2643 — Maj. Gen. Patrick E. Matlock — Army, 117th Congress (2021-2022)". September 29, 2022.

Military offices
Preceded by Malcolm B. Frost	Deputy Director for Operations (Operations Team Four) of the Joint Staff 2014–2015	Succeeded by John B. Richardson
Preceded by Gary Brito	Deputy Commanding General (Support) of the 25th Infantry Division 2015–2016	Succeeded by Peter B. Andrysiak
Preceded by John P. Johnson	Director of Training of the United States Army 2016–2018	Succeeded by Charles D. Costanza
Preceded by Robert P. White	Commanding General of the 1st Armored Division 2018–2020	Succeeded by Matthew L. Eichburg
Preceded by Willard Burleson	Assistant Chief of Staff for Operations of the United Nations Command, ROK/US Combined Forces Command, and United States Forces Korea 2020–2021	Succeeded by Lonnie G. Hibbard
Preceded by James Rainey	Deputy Chief of Staff for Operations, Plans, and Training of the United States Army 2022–2024	Succeeded by Joseph A. Ryan

This biographical article related to the United States Army is a stub. You can help Wikipedia by expanding it.

[g357-6] Deputy Chief of Staff for Operations, Plans, and Training G-3/5/7. Both G-8 and G-3/5/7 sit on the Army Requirements Oversight Council (AROC), chaired by the Chief of Staff of the Army (CSA).^[3]^{: diagram on p.559} ^[4]^[5]
The Army's Force management model begins with a projection of the Future operating environment, in terms of resources: political, military, economic, social, information, infrastructure, physical environment, and the time available to bring the Current army to bear on the situation.^[5]

The AROC serves as a discussion forum of these factors.^[4]

A DOTMLPF analysis models the factors necessary to change the Current force into a relevant Future force.

The relevant strategy is provided by the Army's leadership to guide Army staff.^[3]

The resources are "dictated by Congress".^[5]

A JCIDS process identifies the gaps in capability between Current and Future force.

A Force design to meet the materiel gaps is underway.

An organization with the desired capabilities (manpower, materiel, training) is brought to bear on each gap.
AR 5-22(pdf) lists the Force modernization proponent for each Army branch, which can be a CoE or Branch proponent leader.

Staff uses a Synchronization meeting before seeking approval —HTAR Force Management 3-2b: "Managing change in any large, complex organization requires the synchronization of many interrelated processes".^[3]^: p2-27

A budget request is submitted to Congress.

Approved requests then await resource deliveries which then become available to the combatant commanders.

[2] The Army's Force management model begins with a projection of the Future operating environment, in terms of resources: political, military, economic, social, information, infrastructure, physical environment, and the time available to bring the Current army to bear on the situation.^[5]

[3] The AROC serves as a discussion forum of these factors.^[4]

[4] A DOTMLPF analysis models the factors necessary to change the Current force into a relevant Future force.

[5] The relevant strategy is provided by the Army's leadership to guide Army staff.^[3]

[6] The resources are "dictated by Congress".^[5]

[7] A JCIDS process identifies the gaps in capability between Current and Future force.

[8] A Force design to meet the materiel gaps is underway.

[9] An organization with the desired capabilities (manpower, materiel, training) is brought to bear on each gap.
AR 5-22(pdf) lists the Force modernization proponent for each Army branch, which can be a CoE or Branch proponent leader.

Staff uses a Synchronization meeting before seeking approval —HTAR Force Management 3-2b: "Managing change in any large, complex organization requires the synchronization of many interrelated processes".^[3]^: p2-27

[10] AR 5-22(pdf) lists the Force modernization proponent for each Army branch, which can be a CoE or Branch proponent leader.

[11] Staff uses a Synchronization meeting before seeking approval —HTAR Force Management 3-2b: "Managing change in any large, complex organization requires the synchronization of many interrelated processes".^[3]^: p2-27

[12] A budget request is submitted to Congress.

[13] Approved requests then await resource deliveries which then become available to the combatant commanders.

[register-1] Register of Graduates and Former Cadets, United States Military Academy. Association of Graduates U.S.M.A. 1989. Retrieved September 30, 2022.

[wife-2] George Richard Ellis: His Ancestors and Descendants. Ellis Publishing Company. 2002. Retrieved September 30, 2022.

[htar-3] United States Army War College and Army Force Management School (2019-2020) How the Army Runs HTAR: A senior leader reference handbook which synthesizes "existing and developing National, Defense, Joint, and Army systems, processes, and procedures currently practiced"

[ar71_9-4] Headquarters, Department of the Army (29 Jun 2021) Army Regulation 71–9 Force Management. Warfighting Capabilities Determination °1-6c, p.1) tasks for CG, AFC; °2-24 p.13) CG, AFC is a principal member of AROC, with 43 duties a through qq; °3-1 ch.3 pp20-21) AROC is a forum for requirements decisions (RDF); °4-1 p.24) CG, AFC is responsible for force design; °6-4 p39) figure 6-1 Deliberate staffing and review process; figures for more staffing and review processes follow.

[forceMgt-5] James Kennedy (2019) Force Management Model - Complete

[7] "Major General Patrick E. Matlock - General Officer Management Office". Gomo.army.mil. Retrieved November 25, 2021.

[8] "To lead and direct: 1st Armored Division change of command". Army.mil. July 28, 2020. Retrieved November 25, 2021.

[El_Paso_Times-9] "Fort Bliss, 1st Armored Division welcome new leader, Maj. Gen. Patrick Matlock". Elpasotimes.com. Retrieved September 30, 2022.

[10] "Maj. Gen. Patrick E. Matlock Delivers State of the Military Address". Elpasotimes.com. Retrieved November 25, 2021.

[11] "PN331 - 1 nominee for Army, 117th Congress (2021-2022)". April 29, 2021.

[12] "PN2643 — Maj. Gen. Patrick E. Matlock — Army, 117th Congress (2021-2022)". September 29, 2022.

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