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The material for a course in college and university administration and management, which utilizes a Planning, Programming, Budgeting and Evaluation System (PPBES) as well as a Management Information System (MIS), is provided. The course permits the student to progress at his/her own pace, and makes use of audiovisual materials, such as tape cassettes, film, transparencies, as well as the traditional lecture and small group discussion method and reading materials. The five units of the course are: Planning; Programming; Budgeting; Evaluation; and Management Information Systems. Forms by which the student evaluates each unit, questionnaires related to course revision and course evaluation, and a post-evaluation self-test are provided. (For related documents, see JC 740 025-027.) (DB)

The material for a course in college and university administration and management, which utilizes a Planning, Programming, Budgeting and Evaluation System (PPBES) as well as a Management Information System (MIS), is provided. The course permits the student to progress at his/her own pace, and makes use of audiovisual materials, such as tape cassettes, film, transparencies, as well as the traditional lecture and small group discussion method and reading materials. The five units of the course are: Planning; Programming; Budgeting; Evaluation; and Management Information Systems. Forms by which the student evaluates each unit, questionnaires related to course revision and course evaluation, and a post-evaluation self-test are provided. (For related documents, see JC 740 025-027.) (DB)

Bibliography: p. 96-100

The Center for Occupational Education helped to initiate and assisted in implementing a planning, programing, and budgeting (PPB) system for State agencies administering occupational education in North Carolina. The conference was a means of disseminating the results and those of similar efforts by the various State departments represented. The presentations were designed to provide a mix between the principles of planning and management and the practical problems encountered when implementing these principles. Presentations covered these topics: the Center's PPB project, laying the groundwork for PPB, educational planning, integrating PPB concepts with Office of Education requirements, program evaluation and review technique, local-State planning relationships, establishing a planning concept and budgeting cycle, and the integration of planning and evaluation. Handouts and figures accompanying the presentations are included. The appendixes contain the planned and actual conference program; lists of the planning committee, consultants, and participants; exhibits accompanying one of the presentations; and the evaluation questionnaire sent to conference participants and a summary of the results. (SC)

The Center for Occupational Education helped to initiate and assisted in implementing a planning, programing, and budgeting (PPB) system for State agencies administering occupational education in North Carolina. The conference was a means of disseminating the results and those of similar efforts by the various State departments represented. The presentations were designed to provide a mix between the principles of planning and management and the practical problems encountered when implementing these principles. Presentations covered these topics: the Center's PPB project, laying the groundwork for PPB, educational planning, integrating PPB concepts with Office of Education requirements, program evaluation and review technique, local-State planning relationships, establishing a planning concept and budgeting cycle, and the integration of planning and evaluation. Handouts and figures accompanying the presentations are included. The appendixes contain the planned and actual conference program; lists of the planning committee, consultants, and participants; exhibits accompanying one of the presentations; and the evaluation questionnaire sent to conference participants and a summary of the results. (SC)

The Center for Occupational Education helped to initiate and assisted in implementing a planning, programing, and budgeting (PPB) system for State agencies administering occupational education in North Carolina. The conference was a means of disseminating the results and those of similar efforts by the various State departments represented. The presentations were designed to provide a mix between the principles of planning and management and the practical problems encountered when implementing these principles. Presentations covered these topics: the Center's PPB project, laying the groundwork for PPB, educational planning, integrating PPB concepts with Office of Education requirements, program evaluation and review technique, local-State planning relationships, establishing a planning concept and budgeting cycle, and the integration of planning and evaluation. Handouts and figures accompanying the presentations are included. The appendixes contain the planned and actual conference program; lists of the planning committee, consultants, and participants; exhibits accompanying one of the presentations; and the evaluation questionnaire sent to conference participants and a summary of the results. (SC)

Document number CIA-RDP84-00780R001500100014-2 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

This booklet is intended to facilitate the development of counseling and guidance programs under Indiana's legislative mandate on planning, programming, budgeting systems (PPBS). It does not attempt to dictate how PPBS should be set up in each school, but rather to provide basic guidelines to aid the development of individual counseling and guidance programs. The booklet systematically takes counselors through the major PPBS steps, illustrating how each step can be applied to counseling and guidance services. The appendix presents sample assessment instruments for use by counselors, several examples of PPBS-based guidance objectives, and a bibliography of relevant publications. (Author/JG)

Available from National Technical Information Service, Springfield, Va

In CERI's program on institutional management in higher education, eight universities were brought together to set up teams within their institutions to work on their respective pre-selected problem areas. The planning, programming and budgeting system (PPBS) was developed as a management tool which would improve effectiveness by increasing the requirements of economic thinking and economic responsibility at all levels. The system devised at Chalmers University of Technology has three main objectives: developing an output-oriented finance methodology applicable to the Swedish university system; developing a modern management methodology applicable to a PB university; and obtaining possibilities for changing the decision-making structure outside and inside the universities in a decentralized and democratic direction. The application of program budgeting at Chalmers for higher education and research is devised for undergraduate engineering, undergraduate science and social science, technical research and graduate training courses, and external services such as building maintenance and library services. (LBM)

A 48-item bibliography of references on Planning Programming Budgeting System (PPBS) is provided as a supplement to LI 002 740, as an aid for state planners. (AB)

Thesis (M.S. in Management)--Naval Postgraduate School, 1976

ERIC abstracts on Planning, Programing, Budgeting Systems (PPBS), announced by this and other clearinghouses in RIE through April 1973, are presented. The key terms used in compiling this collection are "Program Budgeting,""Program Planning," and "Systems Approach." The documents concern both the philosophies and the practices of PPBS, and include models, procedures manuals, and bibliographies. The following information is presented for each document: personal or institutional author, title, place of publication, publisher, publication date, number of pages, ERIC document ("ED") number, price of the document if it is available from the ERIC Document Reproduction Service, and the abstract. The documents are numbered and listed alphabetically by the authors' last names. A subject index refers to the document listing number. The subject terms, arranged in alphabetical order, are identical to those contained in the subject index of RIE. (Author)

The implementation of a Planning, Budgeting and Evaluation System (PPBES) and a Management Information System (MIS) at Polk Community College will consider the needs, the objectives, and the priorities of the college. The tasks in the development and implementation of a PPBS system are: development of an implementation plan (specific tasks involved in the initial systems design, persons responsible for development, review, and approval, and a schedule), establishment of the responsibility of the Steering Committee (document institutional goals, develop program structure, identify program measures, develop information system, develop program planning and budget process, test simulation model, develop long-range plan format, and develop training seminars), establishment of the implementation Committee (PPBES Steering Committee, PPBES Task Force Committee, and the Management information System Task Force). The overall implementation plan, synopsis of major events, schedule of implementation of PPBES, and schedule of implementation of MIS are provided. (For related documents, see JC 740 024, 025, 027.) (DB)

Approved For Release 4/12/01: CIA-RDP80M00165A0029000047-2 PI~1 :' -0163 14 FE B 1972 ZANDUM FOR: Director o: P orsonnal SC T : Rcor;-t,zc.nz .:^;io on of C -c C` ice of PIa.yn? Procramr--.i and '.'ud3etin3 :ion e L""' ce a to iricorpnr to t' the : 'ruct`ure into t e z -z 1. The cttttchcd schematic t'c~:*]:'.: a i'-a C-,.. ,ag zcu. c=rt~f c-7 has been revic fL ,_..' concurred in i; xtie uvi e D irector-Com pt roller. ~t is .'ti -nc3ted that t'-;e 11C~., v >4. i di'4id fit; dut: Vii. ter of the At-cT?cy in c: c `%z ' 41 foray )i rd {s1us -,3 ~J as Po s 1'!1,c? asks can be a 2. major highlights of the pro 'o-;al are: ,.),. 113eduction in author,..vd t_c ;;th from 0 i~o '.eduction ~a^1 "a7o3ii .c: ,V(, :I ,- , raa,..de. from 12.'S < to 12, ~. iSil zc'zt. O-,:~'. rOy,ta-.i :T.oup ottt o i'...._ o; a1 r?s V-,7 C- its P; -n ;' na;bility, in liou of ti 1'`. ra '': "o-ca Ic 3 '' o . i. entr4alI.zin t e ter: 0c of the budCct Z_a . a ..a i . 4az_ -.,ion mie3ton o` Cc. :.imtnatin Ia ?:.. st ;%:rvl ion, the 10 - li'_:: .:Cr 3. t- and tip-radian or __ic i`.)trtecto ate Go;" bc,,t'_3 :cc anfadbility and V :1-I-Vis the Direr a... %w e..6 c.a Within the Of: ce ',t:3ol' 25X1 Approved For Release 2004/12/01 CIA=RDP80M00165A002900010047-2 ILLEGIB ILLEGIB a j Approved For Release 2 /12/01: CIA-RDP80M00165AO02900 047-2 3. ^t',d!lhere S-:'111 be/~ a low a%r : _ _ _,?a CCPi^'3a.a refry: 1. v d Jignationa of people with pc -.J a> i.:+iif ~: :.io con -d{e E+~,.1Vn 1:3 given to broadening the recru ..._z ;..~; j C?C ci n t1 y l G .. :121 to the 1IGi~I Career Service. 1 - at It sE.;c. a.:.i.tl.^!P. on need not!yawait. final rocolutio:.i o 23 iy ? . `ion. She c:~.:t rcllect*? `~ w. t? ittvo s.si t-n:.`:'e r is of ~:~l ylL 161.4 t:l 7 Z: v. on t:i ty. -.CZ they ;:s,1o to 3.t:r tivo, it vc;YIu he r.!~ ,ieci t if thhSoce can be t'C a c tr~ on lir?'ited "need-to-1-mots" ba.,.1 a La :l::v 1'U4..:- i ~t1L11 lx4 O: tuv a id the announcement of

This thesis identifies and analyses the main aspects and challenges that have occurred to Georgia's National Security after regaining independence. Economic Security is the initial subject of analysis. The thesis examines the Ministry of Defense as a public sector agency; the problems in government institutions resulting from the old Soviet mentality and the lack of leadership skills in a democratic society which led to Georgia's political crisis and economic decline, as occurs to most countries in transition; specifics about the distribution of financial power in an unstable economic environment decline and the negative effects of instability on defense reform processes, particularly in the implementation of the PPB(E) System. The intent of this research is to explain the interrelationships of harmonious, sustainable growth and PPB(E) as an established system for transparency. The thesis provides a record and explanation of events that caused the current problems in defense planning and the budgeting process as well as recommendations for future improvements to the PPB(E) System in the Georgian Armed Forces (GAF). The main focus is on policy formulation and budget execution; performance; accountability; fiscal discipline; and transparency. The conclusion summarizes the paper, which presented the arguments for successful reforming processes in the GAF, particularly in its medium-term budgeting cycle.

The Planning, Programming, and Budgeting System Division (HQ MAC/XPPB) conducts PPBS training classes for program managers every year. Currently, they do not have a document that provides an overview of their training. This handbook was designed to complement this training by reviewing the program manager. Contents includes: MAC Process's History; Funded/Unfunded Programs; Program Manager; Program Decision Package; Program Evaluation Group Briefing; MAC Council Review; CINCMAC Review. The Planning Process includes the Air Force Documents; Joint Chiefs of Staff Documents, Office of Secretary of Defense Documents. The Programming Process include information about AF Panels; Committees; Air Staff Board; Air Force Council; Program Element Monitor; Air Force Process; Office of Secretary of Defense Process; Defense Resources Board Meeting; Joint Program Assessment Memorandum; Program Decision Memorandum. The Budgeting Process explains the Program Budget Decision and the PPBS Overlap discusses HH-60; and the Civil Air Reserve Fleet Modifications.

This document provides a description of current Joint Chiefs of Staff activities in planning and programming which contribute to the resource allocation decision making process. In the author's view, the lack of fiscal reality throughout the planning effort creates conditions which denigrate the planners product during subsequent resource allocation phases. Two changes to enhance the role of the JCS in the planning and programming phases are suggested.

The requirement to provide en route temporary duty training is not unique to the Navy, but is a requirement common to all four military services. This thesis is a comparative study as to how the Navy and its sister services plan, program and budget for active duty personnel training conducted en route between permanent duty stations. Specific attention will be given to the Navy's Temporary Duty Under Instruction (TEMDUINS). This thesis will also examine related programs used by the United States Army, Air Force, and Marine Corps to determine how they manage their en route training activities. The focus will be both on the mechanics of their respective planning, programming and budgeting processes, and managerial interactions and management control procedures used.

Approved For Release 2002/08/01 : CIA-RDP72R0041OR000100010 ILLEGIB DD/ T-1921/69 SUBJECT DI rector, Office of Planning, Pr gruming and Budgeting Proposed Regulatory Change and Issuance in the Planning,, Programming, Budgeting and Approvals system I- We have c*refully examined the pruned changes which are set forth in O/PP8 draft dated 9 April 1969. 8a6icaI?y, we are Opposed t the draft changes Which wse consider to be most restrictive. We are of the opinion that the proposed changes tend to shift basic responsi- bility and authority from the D~ rect rate level to the Office of Planning, Prcgr, iapg and Budgeting. Throughout the draft we fled reference to "Cosbined costrect actions" and "cumulative total*". It is apparent that there would b e many i nst as nc esh th s wenose terms would reequ i ree 0/WE review of contract actions of i tic i i ficant sstsa . . s find it extremely difficult to believe that the processing -.f contract actiones of $5-, 1 - or 1 values to C/PP8 would serve any useful purpsese but weld In fact sericnasly hamper the ability of this Dlrrectorate to ac c plisb its mission. In addition, it is our view that Ilae + notary ceiling for such diverse actions as Infornati =art processing and coaunicsatl.vne, real estate and major items f equipment or repa'ogran ing is not consistent with ssrsund 2. We have exaaleyed the current procedures for the submission of proposed contracts to c p$ and the Executive Director-C^mptrclier. Our oxaainati dissc1+oe+e no signifi- cant problem in past actions and we are not aware of any cases which more disapproved by the Executive Di rector - Conptrollea. We, therefore, do not understand why such far-reaching changes In the system of approvals are con- sidered necessary at this tinge. Approved For Release 2002/08/01 : CIA-RDP72ROO41 OR0001 00010008-9 Approved For Release 2002/08/01 : CIA-RDP72R0041OR000100010008-9 SUBJ T: Proposed Regulatory Planning, Programming DA.!'S&T--1921 /8 Page 2 and Issuance in the t i ng and Approvals System of the opinion that the current syaste actort', we believe that if SAY changes are to the authority of the Deputy Directors from $15;1, 000 to $25`O,' ` . We further believe that this trend would certainly support the need for maintaining the level of aethority of office directors at the current $53,004 level rattler than the $25,000 lure' pro- posed in the draft. There to m is authority and evidence to establish that the cost of acc e1 isbiaaag an R&D project today is nearly twice the cost of an equivalent project of 1963. These increases are due not only to escalation of labor and material costs but to the extraordinary increase to the c -? pleuity of atodaern systeaas. This complexity is also the basic cause of r4verr s which in many cases must be considered a fact of life about which little can be done except to those cases whore we find deficiencies in the contractor's ace-Runtiug system or management controls. Is the light of the foregoing 'wee are firmly of the opinion that a limitation of $25 ' would be entirely consistent with conditions now existing in the fteld of research and ewelopneeat. 4. In general support of the foregoing position we believe the attached tabulatV.)aa, takes from our Contract Information System, to most revealing in that it discloses numbers of S&T contract actions and range o .t values processed over a 2 i -n ntb period. Cr particular significance is the fact that during this 21--month period, exceeding $150,000 were sub- 25X1 Bitted to the Ixecuti ptroiler. of this total be made, the trend should be in the direction of increasing b i e r I I w e r * in the r a n ", $15')-$25, O) O . Therefore, i f the that the total number of . actions submitted to uti ve D.irector- C

Budgeting in the United States Federal Government has evolved from a basic theory which centered on safeguarding appropriations against careless and malefficient administration to one which makes the budget a planning and : management tool. The evolution has culminated in recent years in the development of the concept of a Planning-Programming-Budgeting System which more closely inteorates planning and budgeting through programming.

Budgeting in the United States Federal Government has evolved from a basic theory which centered on safeguarding appropriations against careless and malefficient administration to one which makes the budget a planning and : management tool. The evolution has culminated in recent years in the development of the concept of a Planning-Programming-Budgeting System which more closely inteorates planning and budgeting through programming.

This report documents several ways that the Air Force can improve its management of logistics resource issues in its Planning, Programming and Budgeting System (PPBS) process. The proposals presented here are best understood as elements of a broader, ongoing effort to improve Air Force performance. The report seeks to present them in that light and to suggest how to coordinate them with other proposals under consideration in early FY 2002.

This report documents several ways that the Air Force can improve its management of logistics resource issues in its Planning, Programming and Budgeting System (PPBS) process. The proposals presented here are best understood as elements of a broader, ongoing effort to improve Air Force performance. The report seeks to present them in that light and to suggest how to coordinate them with other proposals under consideration in early FY 2002.

THIS BIBLIOGRAPHY CONTAINS 48 SELECTED ITEMS ON PLANNING PROGRAM BUDGETING SYSTEMS. (HW)

Having served as the United States Defense Department (DoD)'s primary resource allocation and decision-making process for more than 30 years, Planning-Programming-Budgeting System (PPBS) has kept going its evolution since it was first introduced in 1961. Accordingly, this study examined the development of PPBS in the U.S. DoD from its beginning to the recent past, that is to 1986, focusing on its basic purposes, how it has been modified and to assess the various expert observations made about the system. As originally conceived, the budget process was divided into three phases: Planning, Programming and Budgeting. The Planning phase was concerned with multi-year long range requirements to lead the development of the Service programs. The Programming phase would have a multi-year prospective based on specific programs needed to support the long range planning requirements. The Budgeting phase would focus on pricing the first year of the programs chosen in the Programming phase. Although PPBS brought some improvements to the ability to tie missions, strategies, forces, and budgets together, planning continued to be the weak link in the PPBS resource allocation process.

Document number CIA-RDP84-00780R001500100015-1 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

CIA PLANNING-PROGRAMMING-BUDGETING SYSTEM RDP80B01676R000200170016-7

CIA PLANNING-PROGRAMMING-BUDGETING SYSTEM RDP80B01676R000200170016-7

This paper outlines the concept of accountability, presents performance contracting as an external response to accountability, and examines the impact of planning, programing, budgeting, and evaluation systems (PPBES) in an accountable system. The major thesis of the paper is that PPBES assists in controlling accountability by specifying expectations and performance in a manner understandable to the public. (Author)

This paper outlines the concept of accountability, presents performance contracting as an external response to accountability, and examines the impact of planning, programing, budgeting, and evaluation systems (PPBES) in an accountable system. The major thesis of the paper is that PPBES assists in controlling accountability by specifying expectations and performance in a manner understandable to the public. (Author)

This paper outlines the concept of accountability, presents performance contracting as an external response to accountability, and examines the impact of planning, programing, budgeting, and evaluation systems (PPBES) in an accountable system. The major thesis of the paper is that PPBES assists in controlling accountability by specifying expectations and performance in a manner understandable to the public. (Author)

This paper outlines the concept of accountability, presents performance contracting as an external response to accountability, and examines the impact of planning, programing, budgeting, and evaluation systems (PPBES) in an accountable system. The major thesis of the paper is that PPBES assists in controlling accountability by specifying expectations and performance in a manner understandable to the public. (Author)

BL

This study provides analysis, conclusions and recommendations to assist the Deputy Commandant (DC), Manpower and Reserve Affairs Department (M&RA) and DC, Programs and Resources Department (P&R) in structure and process decisions concerning Marine Corps Manpower budget execution. DC, M&RA is the owner of the Marine Human Resource Development Process (HRDP) and the Military Personnel Marine Corps (MPMC) appropriation sponsor, while the DC, P&R has budgetary (1517) authority for MPMC budget execution. In contrast, the Navy has both sponsorship and 1517 authority within one cell at N1. By comparing these two services' organizational factors and Planning, Programming, Budgeting, and Execution Systems (PPBES), relevant differences surface, conclusions are drawn, and recommendations offered for improvements. Recommendations include realignment of 1517 authority within MPMC execution, and the melding of the Programs and Budget Branch of Manpower Plans Division, M&RA with the Military Personnel Branch, Fiscal Division, P&R (RFM). This new office will be responsible for all facets of MPMC programming, budgeting, and execution.

Thesis (MBA)--George Washington University, 1967

No Description

No Description

This paper evaluates the Planning Phase of the and Budgeting System (PPBS) used in the Department evaluation includes the evolution of the PPBS and Planning Phase used in the DOD budget process. Co the Planning Phase of PPBS is the least studied or Department of Defense (DOD) budgeting system phase the intelligence services, and the final budget ca Security Council (NSC) and the Joint Chiefs of Sta their planning, but the major influence is the NSC the enemy threat and assets needed to ensure natio Planning, Programming, of Defense (DOD) . The the participants in the nclusions drawn are that understood of all the s. Also, public opinion, n cause the National ff (JCS) to modify and JCS appraisal of nal security.

This paper evaluates the Planning Phase of the and Budgeting System (PPBS) used in the Department evaluation includes the evolution of the PPBS and Planning Phase used in the DOD budget process. Co the Planning Phase of PPBS is the least studied or Department of Defense (DOD) budgeting system phase the intelligence services, and the final budget ca Security Council (NSC) and the Joint Chiefs of Sta their planning, but the major influence is the NSC the enemy threat and assets needed to ensure natio Planning, Programming, of Defense (DOD) . The the participants in the nclusions drawn are that understood of all the s. Also, public opinion, n cause the National ff (JCS) to modify and JCS appraisal of nal security.

In 1965-66 most local school districts in Pennsylvania completed reorganization by consolidating 67 county school offices into 25 or 30 intermediate administrative units. This document presents the results of various task group activities and projected activities to develop a "generalized" educational planning, programing, budgeting system (PPBS) that can be effectively utilized by these intermediate units. The PPB system in this study assists intermediate unit administrators by presenting information regarding the implications, costs, and benefits of alternative courses of action relevant to resource allocation decisions. The system development from planning and design stages to full implementation and technical and information system development activities are described. Related documents are ED 043 930 and EA 003 898. (Author/RA)

In 1965-66 most local school districts in Pennsylvania completed reorganization by consolidating 67 county school offices into 25 or 30 intermediate administrative units. This document presents the results of various task group activities and projected activities to develop a "generalized" educational planning, programing, budgeting system (PPBS) that can be effectively utilized by these intermediate units. The PPB system in this study assists intermediate unit administrators by presenting information regarding the implications, costs, and benefits of alternative courses of action relevant to resource allocation decisions. The system development from planning and design stages to full implementation and technical and information system development activities are described. Related documents are ED 043 930 and EA 003 898. (Author/RA)

ADA753607

Resource allocation is the process by which strategic decisions are made by an organization's management with regard to the question, 'who gets what, when and how.' It is during this process that management must tackle and find an answer to the problem, 'How do I get the resources I need to do what must be done.' The purpose of this thesis is to describe those individual subprocesses used by the United States Coast Guard to answer the above questions. Attention is focused on current Coast Gaurd procedures and practices, and those factors, both internal and external to the service, which influence the process of resource allocation in the Coast Guard. (Author)

Approved For Release 2003/05/27 : CIA-RDP84-00780 R001500100015-1 3 0 S E. P I 1_;F < MEMORANDUM FOR: Deputy Director for Support SUBJECT Proposal by Ifor Production of a Course on Planning, rr . ramtning, and Budgeting 1. This memorandum contains a recommendation for your approval; this recommendation is contained in paragraph 10. ('002 Z. A :, a result of the meeting with you on 5 August, I has ed a proposal to create a five-day package of instructional material to increase general understanding of planning and programming responsibil- ities and methods. His proposal, which is attached, spells out the objectives, the content, the methods and costs of his program. proposal for the following reasons: a. It not only provides for teaching theory and methods of planning in general but it puts heavy emphasis on getting students to examine their attitudes toward planning and should promote better understanding and more favorable attitudes. b. It will mesh in with this background a good grounding in PP1 as it is intended to be practiced in the Agency. c. The training design provides for active learning (similar to that of the Managerial Grid) rather than consisting solely of a. series of lectures, and should generate lively enthusiasm or at least a sympa- thetic understanding of planning as a tool of management and of p'I'B as the management tool of CIA. 4. We do not have the capability to work out as effective a program as who has an experienced staff and a program which has already been tested in several industrial and financial organizations. so has ac- quired a certain insight into Agency management problems a,no has person- ally achieved a high degree of acceptance from the group which has taken the Grid. 5. Ilalternative proposal which is to provide an outline wl.ich the Agency would then develop into a course does not appear to rte to be 25X11 25X11 Approved For Release 2003/05/27 : CIA-RDP84-0'0780)?20`0'F50trip0015-1 Approved For Release 2003/05/27 : CIA-RDP84-00780 R001500100015-1 25 25X1 feasible o,? attractive. Even using his outline OTR would have to work much more slowly, and the result would be less professional than what[and 25X1 his group could provide if given the entire responsibility. 6. The cost quoted by does not appear to be excessive for this kind of proposal. In our origina iscussions with him it was thought that a two- day seminar (developed at a cost of $3, 000 or $4, 000) would be sufficient for our purposes, but the conference with on 5 August seemed to establish the need for a bigger effort in order to get the desired results. 7. If we assume that 1, 000 students (GS-13 and above) will take this course in a two- ear eriod, the cost per student for having the entir-= pack- age provided byorks out to $68 per student ($30, 000 initial cot plus 950 students at $40 each) which is less than we pay for most one-week exter- nal programs. It is also less than the cost of the Managerial Grid per stu- dent. Note that after the initial running the cost would be solely for training materials; 0TR would conduct the seminar. 8. The proposed course probably could be ready in early 1967, if L started work now. Assuming five runnings of 50 students each for the re- mainder of FY 67, costs would be $30, 000 for development, $10, 000 for student training materials or a total FY 67 cost of $40, 000. 9. Funds for PPB training were disallowed in the FY 67 Program Call. We cannot at this time project savings which could be made available to fi- nance this project. Therefore, if the contract for this training is approved, the required funds will have to come from other sources. 10. In view of the importance of the subject I recommend; 25X,1 25X1 a. Approval of the attached proposal by to develop 25X1 the total program for an Agency course in P . b. Allocation of $40, 000 to OTR to cover the development of the program ($30, 000) and to pay for training materials for 250 studtnta ($10, 000). John Ric and o John Richarda& Director of Training Att The recommendation contained in paragraph 10 is approved. SIGNED B. C. Banaennair for Support tTl 14 DOT 1966 R. L. Bannerman Date Deputy 1pt wl&For Release 2003/05/27 : CIA-RDP84-00780 R001500100015-1 Approved For Release 2003/65/27 CIA-RDP84-00780 R001500100015-1 DD/S Distribution: Orig ? Adis, w/Att (Return to DTR) I - MR, w/Att I - DD/S Subject, w/Att / 1 DD/S Cbrono, w/o Att Approved For Release 2003/05/27 : CIA-RDP84-00780 R001500100015-1

Document number CIA-RDP80B01676R000200170016-7 declassified and released through the CIA's CREST database. Previously available only on four computers located outside of Washington D.C., the Agency was successfully pressured into putting the files online as a result of a MuckRock lawsuit and the efforts of Emma Best. The metadata was collected by Data.World, and the files are now being archived and made text searchable by the Internet Archive.

Thesis advisor, Richard B. Doyle

Thesis advisor, Richard B. Doyle

The Oregon Planning-Programming-Budgeting-Systems Institute, which was held August 19 through 30, 1968, was one of three such institutes financed by the U.S. Office of Education, Bureau of Vocational Education. It was designed to acquaint State level vocational education administrators with the potential and workings of planning, programming, budgeting systems (PPBS). The need for and potential of the PPBS approach to budgeting are outlined in this final report along with a discussion of areas for further research, development, and application. Briefs of all institute presentations and other activities are included along with an 84-entry bibliography on PPBS, the formal program of the institute, a list of participants, and an evaluation of the institute. Basic economic principles of PPBS are explained and applications of cost-benefit and cost-effectiveness analysis are detailed. A sample cost-benefit problem is appended. (Author/DE)

The Oregon Planning-Programming-Budgeting-Systems Institute, which was held August 19 through 30, 1968, was one of three such institutes financed by the U.S. Office of Education, Bureau of Vocational Education. It was designed to acquaint State level vocational education administrators with the potential and workings of planning, programming, budgeting systems (PPBS). The need for and potential of the PPBS approach to budgeting are outlined in this final report along with a discussion of areas for further research, development, and application. Briefs of all institute presentations and other activities are included along with an 84-entry bibliography on PPBS, the formal program of the institute, a list of participants, and an evaluation of the institute. Basic economic principles of PPBS are explained and applications of cost-benefit and cost-effectiveness analysis are detailed. A sample cost-benefit problem is appended. (Author/DE)