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Thesis advisor(s): Jones, Larry R

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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)

ADA712455

ADA712455

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.

Thesis advisors, Jerry L. McCaffery and Louis Kalmar

Thesis advisors, Jerry L. McCaffery and Louis Kalmar

Thesis advisors, Jerry L. McCaffery and Louis Kalmar

A model of the planning, programming and budgeting problem is formulated. The variables of the model are resources, elements, characteristics, benefits (measures of effectiveness), and costs. The nature of the PPB problem requires that the model incorporate multiple measures of benefit and cost. To characterize efficient choices in t he PPB context decision rules which are necessary and sufficient for efficiency are derived. Discounting of benefits over time is discussed. Sensitivity analysis of the model is performed. Decentralization possibilities in the model are explored.

The Navy Enterprise has evolved over the past decade to achieve various objectives from improving efficiencies through lean, six-sigma efforts to producing the workforce of the future. As the objectives, goals, and structure of the organization have changed and grown, so has the very meaning of the Navy Enterprise. Currently, the Navy Enterprise is not only an organizational structure, but is a way of doing business, a behavioral model. However, the enterprise concept has been executed by a corresponding and evolving organizational structure. This organizational structure consists of a number of organizations, each having their own role, responsibilities, and functions in the Navy Enterprise. This research is an evaluation of the participation of organizations within the Navy Enterprise in the PPBE system. The objectives of this research were to (1) identify and describe current participation of organizations in PPBE and (2) identify and evaluate potential alternatives for participation. RAND accomplished this through evaluations of available documentation and extensive interviews with nearly twenty senior leaders throughout the Navy. Our investigations revealed that the formal role of Navy warfare enterprises and providers in PPBE has not changed much. The enterprises and providers mostly participate in the PPBE process via the various resource sponsors and budget submitting offices (BSOs), as they have in the past. The new activities that the enterprises and providers have participated in, such as the wedge liquidation and support provided to N1, were perceived to be beneficial. The biggest benefit of the Navy Enterprise construct from a PPBE perspective has been the increased communication between resource sponsors, providers, and warfighters, which has helped the Navy to better assess cost and risk trade-offs for resource allocation decisions.

The Planning, Programming, Budgeting, and Execution (PPBE) process used by the U.S. Department of Defense (DoD) is time-tested and effective, but it is also complex and challenging for new personnel. Furthermore, the process changes in detail relatively frequently, which means that the contextual materials and instruction provided to new action officers become quickly out of date unless they remain at fairly high levels of abstraction. This guidebook responds to a request from the U.S. Navy to produce a reference guide that documents key but enduring aspects of how the Office of the Chief of Naval Operations implements the PPBE process so that action officers, as well as flag officers and senior executives, can successfully navigate and effectively contribute to the process. This guide particularly emphasizes the planning and programming phases because these usually involve the greatest levels of effort and uncertainty, and because they are central to the principal annual deliverablea coherent, balanced Program Objective Memorandum (POM) in alignment with leaderships guidance. As this report was being prepared for publication, the RAND research team became aware that the Navy is planning some changes to its POM process. This guide is accurate as of December 2015.The guidebook is aimed at action officers, branch heads, newly assigned flag officers and executives in the Office of the Chief of Naval Operations, and outside stakeholder organizations with an interest in the PPBE process and how the Navy executes it.

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

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.

The purpose of this report is to determine whether the products of the Planning, Programming and Budgeting System (PPBS) are worthwhile, they must be measured against some form of output. The prepositioned War Reserve (PWR) of the Marine Corps is a measure of sustainability: a desired output of the PPBS. This thesis investigated the PPBS, the Marine Corps programming methodology and ammunition requirement generation to determine whether these processes artificially constrain ammunition purchases. This thesis suggests that the constraints placed on ammunition requirements are related to the lack of long- range strategic goals, inadequate planning in the PPBS and the inherent weaknesses of program budgeting.

To increase the efficiency of human and financial resource allocations, the El Dorado County, California, Office of Education initiated a planning, programing, budgeting system (PPBS). This document is a progress report on the effectiveness of the system after one year of operation. It contains (1) a statement on goals, (2) charts of the program structure, and (3) descriptions, budgets, and financial plans for 69 instructional and administrative programs. The project was funded by an ESEA Title III grant. [Not available in hard copy due to marginal legibility.] (RA)

The feasibility of utilizing Planning, Programming, Budgeting System (PPBS) procedures in library management was explored. A survey of public libraries in Michigan, Indiana, Illinois, and Wisconsin was conducted by questionnaire to identify commonly accepted goals, objectives, and activities. The results of the survey were synthesized with the information produced by a background study in the areas of library objectives and PPBS. It was concluded that (1) the major library objectives reported in the literature are, in fact, the ones recognized by most public libraries, (2) library objectives are extremely difficult to categorize precisely, (3) a structure is needed for the meaningful presentation of goals, objectives, and activities, and (4) the philosophy underlying a PPBS is applicable to library management. As many of the associated techniques as possible should be used, but they should be perceived as information-producing supportive elements for the final human judgement or decision. (Author)

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)

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)

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)

This research evaluated the functionality of the Planning, Programming and Budgeting System: (PPBS) in the Indonesian Navy. Specially, the objective was to determine the feasibility of improving the Indonesian Navy PPBS using the U.S. Navy model as a reference with, emphasis on the Budgeting phase. Research included conducting a review of the current processes in both systems. Several recommendations for improving the Indonesian Navy's system were made, including separating the Programming and Budgeting phases, establishing a team of dedicated budget analysts, and developing a budget review and reclama process similar to the one used in the U.S. Navy. Additional recommendations regarding the need for further evaluation of the organizational structure, culture and political influences that affect the budgeting phase in the Indonesian Navy were made for improving the Indonesian Navy's Budgeting phase.

This research evaluated the functionality of the Planning, Programming and Budgeting System: (PPBS) in the Indonesian Navy. Specially, the objective was to determine the feasibility of improving the Indonesian Navy PPBS using the U.S. Navy model as a reference with, emphasis on the Budgeting phase. Research included conducting a review of the current processes in both systems. Several recommendations for improving the Indonesian Navy's system were made, including separating the Programming and Budgeting phases, establishing a team of dedicated budget analysts, and developing a budget review and reclama process similar to the one used in the U.S. Navy. Additional recommendations regarding the need for further evaluation of the organizational structure, culture and political influences that affect the budgeting phase in the Indonesian Navy were made for improving the Indonesian Navy's Budgeting phase.

This research evaluated the functionality of the Planning, Programming and Budgeting System: (PPBS) in the Indonesian Navy. Specially, the objective was to determine the feasibility of improving the Indonesian Navy PPBS using the U.S. Navy model as a reference with, emphasis on the Budgeting phase. Research included conducting a review of the current processes in both systems. Several recommendations for improving the Indonesian Navy's system were made, including separating the Programming and Budgeting phases, establishing a team of dedicated budget analysts, and developing a budget review and reclama process similar to the one used in the U.S. Navy. Additional recommendations regarding the need for further evaluation of the organizational structure, culture and political influences that affect the budgeting phase in the Indonesian Navy were made for improving the Indonesian Navy's Budgeting phase.

Bibliography: p. 96-100

Thesis (MBA)--George Washington University, 1971

Thesis (MBA)--George Washington University, 1971

Thesis (MBA)--George Washington University, 1971

Thesis (MBA)--George Washington University, 1971

Thesis (MBA)--George Washington University, 1971

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)

What has been trumpeted as a success in consolidating the powers of the Services into the Department of Defense has in reality become a quagmire of financial waste to the government. The Planning, Programming, and Budgeting System has been a strategic failure to the Department of Defense because it fails to coordinate the interagencies that are responsible for the execution of the budget. The reasons for this failure do not solely lie on the shoulders of the Department of Defense and the Services. Congress, politics and democracy have played a major role in its failure. All this, together with the complexity and size of the system, has led to an environment that is riddled with duplication and confusion.

What has been trumpeted as a success in consolidating the powers of the Services into the Department of Defense has in reality become a quagmire of financial waste to the government. The Planning, Programming, and Budgeting System has been a strategic failure to the Department of Defense because it fails to coordinate the interagencies that are responsible for the execution of the budget. The reasons for this failure do not solely lie on the shoulders of the Department of Defense and the Services. Congress, politics and democracy have played a major role in its failure. All this, together with the complexity and size of the system, has led to an environment that is riddled with duplication and confusion.

Document number CIA-RDP73-00099A000200170041-5 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.

Document number CIA-RDP73-00099A000200170041-5 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.

Document number CIA-RDP73-00099A000200170041-5 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.

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ADA017623

ADA017623

Document number CIA-RDP80B01086A000900250018-8 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.

Many educational administrators are skeptical of school district attempts to use the planning-programing-budgeting systems (PPBS) tool. This skepticism seems, in large part, to be the result of two factors: (1) A general lack of understanding of the concrete operational steps involved in the implementation of PPBS, and (2) a feeling that the qualitative nature of educational objectives would inhibit the utility of such a tool in educational administration. A review of the Federal Bureau of the Budget Guidelines concerning PPBS implementation in Federal agencies coupled with an analysis of PPBS staffing requirements should help the administrator understand the process of practical implementation. The generally positive evaluation of the contributions of PPBS made by administrators of such Federal agencies as the United States Information Agency, the Agency for International Development, the State Department, and the Peace Corps serve as evidence of the utility of PPBS in organizational units faced with the difficulties of measuring qualitative objectives. The experience of these agencies may encourage school districts to experiment with PPBS. (JH)

This paper is concerned with the conceptual problems of developing an administrative planning system for local school districts. Specific planning procedures will be published later as part of a completed PPBS model. Definitions of certain concepts lead to a "Typology of Planning Behavior," which distinguishes three levels of planning and planning behavior: (1) system planning at the political or community level, which involves the community and the school district; (2) system planning at the operational level by the school system as a whole; and (3) subsystem planning utilizing individual teachers in preparing specific objectives. System planning at the political level is primarily an explication of the community's long-range goals for education. System planning at the operational level involves a statement of more explicit objectives and the setting of target dates. Subsystem planning incorporates actual subject area programs and program elements to meet quantitatively stated objectives within a precisely defined time span. Three previous papers are: ED 028 539, ED 028 540, and ED 033 447. (DE)

Document number CIA-RDP84-00780R001200200002-7 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.

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.

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.

SECRET 20 July 1971 MEMORANDUM FOR : Director of Planning, Programming and Budgeting Hopefully, our FY '72 Budget Hearings before the House and Senate Appropriations Subcommittees are finished. The final reaction of the Congress with regard to our request will, of course. not be known for some time. I feel, however, that our presentation this year was better than any we have made before and, judging by the remarks made by members of the Congress and their Staffs, it was well received. The briefing and supporting preparation which you and your staff prepared were an Improvement over last year and served me excellently in making the presentation. I am grateful to you and all of those who worked so hard and long to prepare me for the Hearings. I have had contact with Chuck Briggs, but I am sure many others made their contribution. I would appreciate it if you would pass along my appreciation and compliments to all those who had a part in this performance. I S/A L. K. White Executive Director-Comptroller Approved For Release 2002/01/03: CIA-RDP80 25X1A

SECRET 20 July 1971 MEMORANDUM FOR : Director of Planning, Programming and Budgeting Hopefully, our FY '72 Budget Hearings before the House and Senate Appropriations Subcommittees are finished. The final reaction of the Congress with regard to our request will, of course. not be known for some time. I feel, however, that our presentation this year was better than any we have made before and, judging by the remarks made by members of the Congress and their Staffs, it was well received. The briefing and supporting preparation which you and your staff prepared were an Improvement over last year and served me excellently in making the presentation. I am grateful to you and all of those who worked so hard and long to prepare me for the Hearings. I have had contact with Chuck Briggs, but I am sure many others made their contribution. I would appreciate it if you would pass along my appreciation and compliments to all those who had a part in this performance. I S/A L. K. White Executive Director-Comptroller Approved For Release 2002/01/03: CIA-RDP80 25X1A

MEMORANDUM FOR/ DIRECTOR OF PLANNING, PROGRAMMING, AND BUDGETING FROM L.K. WHITE RDP80B01676R001600130016-6

Document number CIA-RDP80B01676R001600130016-6 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.