1. Chaplaincy Program Budget Advisory Committee (CPBAC)
CH (MAJ) Ramon Santillano
SFC Faustin Desir
SSG Cedric Adams
Total Time for this class is 2 hrs.
Introduction (00:10)
LSA 1. Define the group decision making process and four techniques for making more effective group decisions.
(00:30)
LSA 2. Identify the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee.
LSA 3. Apply regulation and decision-making technique to a group decision.
Resources:
AR 165-1, Army Chaplain Corps Activities, June 2015
DA Pam , Chaplaincy Resources Management, January 2000
CTOF Baseline Operating Procedures, Vol. I, Issue I, February 2015
Chaplaincy Resource Management Resource and Information Book, January 2016
Attention: Attention, Attention this meeting has been called to order. [PAUSE] So, how do you begin your CPBAC meeting in Garrison? Allow students time to respond.
Note: Motivator is on slide #5
Instructor Lead-In: As a Chaplaincy Resource Management Team, one of the important goals of the Garrison Chaplain office is to communicate clear concise information to the Unit Ministry Teams, which will help in their decision making process when conducting future religious support events.

2. Terminal Learning Objectives (TLO)
ACTION:
Define the role and functions of the CPBAC
CONDITION:
Given AR 165-1, DA PAM
STANDARD:
Participate in classroom discussion and a practical exercise
[Instructor Note: Show Slide #2] 
Read Slide.

3. Administrative Data
Safety Requirements: NONE Risk Assessment: LOW Environmental Considerations: Environmental protection is a continual process. Always be alert to ways to protect our environment and reduce waste. Evaluation: N/A
[Instructor Note: Show Slide #3]
Read Slide

4. Learning steps / activities
LSA 1. Define the group decision making process and four techniques for making more effective group decisions.
LSA 2. Identify the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee (CPBAC).
LSA 3. Apply regulation and decision-making technique to a group decision.
[Instructor Note: Show Slide #4]
Read Slide.

5. the group's collective wisdom
APF
NAF
[Instructor Note: Show Slide #5] 
Introduction = 00:10
[Motivator]
Organizational and group decision-making is a complex process. In the CPBAC context, it involves review and analysis (R&A) of budgets, business decisions, religious support programs, and decisions over how to spend Appropriated (APF) and Non-appropriated Funds (NAF).
All democratic governments and organizations rest on the assumption that the majority is right, or at least "righter" than the minority. Most organizations, however, have long found that majority decision-making, "one person-one vote," is not the way to efficiently run an organization.
There was a period of time during which large businesses and organizations went to the other extreme, being primarily run by one autocratic manager. Today, organizations usually manage themselves by some form of committee. Corporations manage through a board of directors and usually also an operational management team.
The perceived advantages of relying on a managing group instead of one individual include access to the group's collective wisdom -- "several heads are better than one" -- as well as the ability to spread an increasing management workload over a number of people.
Of the many things you will be required to do as part of your duties as a Chaplaincy Resource Management Professional you will assist the CRM team in preparing for Chaplaincy Program Budget Advisory Committee (CPBAC) meetings. The CPBAC is a non-governing advisory council convened by the staff chaplain of a garrison or other command with a CTOF. The CPBAC advises on the use of APFs and NAFs in support of religious support programs.
The advantage of relying on a CPBAC instead of one individual to make decisions includes access to the group's collective wisdom -- "several heads are better than one" -- as well as the ability to spread an increasing management workload related to APF, NAF, and religious support programs over a number of people.
Programs
"several heads are better than one" - wisdom

6. An Effective group decision making process
[Instructor Note: Show Slide #6]
LSA 1. Define the group decision making process and four techniques for making more effective group decisions. 30 mins.
“Several heads are better than one.“ The CPBAC is representative of the various program elements in the community. The CPBAC membership may include Chapel pastors, brigade Chaplains, and Chaplains of tenant units. The CPBAC membership may include lawyers, finance officers, acquisition officers, and contracting officers to help provide professional opinions or advise.
An effective board decision making process means:
All board members contribute to the effectiveness of each and every CPBAC meeting.
The Chairman organizes the meeting to allow participation, debate, and decisions as well as manage conflict and problems that may arise during the meeting.
The board works with the Chaplaincy Resource Management Team to anticipate and provide the information needed for good brainstorming, deliberation, and decision-making.
New CPBAC members are oriented to the processes and procedures that the board follows.
The number one mission and objective of the CPBAC is to make good decisions that are the best for the Chaplaincy Tithe and Offering Fund (CTOF) and its’ members. Remember, “Several heads are better than one.“

7. four techniques for making more effective decisions as a group
Brainstorming
Nominal Group Technique
Delphi Technique
Didactic Interaction
[Instructor Note: Show Slide #7]
Let’s take a look at some of the techniques employed to make the group decision making process more effective and decision making more efficient. Here are four techniques for making more effective decisions as a group (These are just a few. There are more techniques). They are:
Brainstorming
Nominal Group Technique (NGT)
Delphi Technique
Didactic Interaction
Before we explore each of these techniques, I am going to emphasize that decision-makers need good data and analysis upfront in order to make good decisions. As Chaplaincy Resource Management Professionals you and your team are responsible for pulling the data together and for conducting some up front rudimentary analysis in preparation for a CPBAC meeting. You should also be prepared to offer the CPBAC recommended courses of actions with analysis of each course of action.
So, okay, some of the techniques employed to make the group decision making process more effective and decision making more efficient are:
This technique involves a group of people sitting around a table, generating ideas in the form of free association. The primary focus is on a generation of ideas rather than an evaluation of ideas.
If a large number of ideas can be generated, then it is likely that there will be a unique and creative idea among them. All these ideas are written on the white board or on butcher paper so that everybody can see every idea and try to improve upon such ideas.
The Brainstorming technique is very effective when the problem is comparatively specific and can be simply defined. A complex problem must be broken up into parts and each part can be taken separately at a time.
2. Nominal Group Technique (NGT)
A Nominal group technique is similar to brainstorming except that the approach is more structured. Group members operate independently, generating ideas independently for solving the problem on their own, in silence, and in writing. Members do not interact with each other so that strong personality domination is avoided. NGT encourages individual creativity.
When the individual group members are ready to rejoin as a group and share their ideas, the group coordinator either collects these written ideas or writes them on a large white board for everyone to see or he asks each member to speak out and then he writes it on the white board as he receives it.
These ideas are then discussed one by one in turn and each participant is encouraged to comment on these ideas for the purpose of clarification and improvement. After all ideas are discussed, they are evaluated for their merits and drawbacks and each participating member is required to vote on each idea and assign it a rank on the basis of priority of each alternative solution. The idea with the highest aggregate ranking is selected as the final solution to the problem.
3. Delphi Technique
This technique is the modification of the nominal group technique (NGT), except that it involves obtaining the opinions of experts physically separated from each other and unknown to each other. This insulates group members from the undue influence of others. Generally, the types of problems handled by this technique are not specific in nature or related to a particular situation at a given time. For example, the technique could be used to understand the problems that could be created in funding a religious support event using APF instead of NAF. The steps in the Delphi technique are:
The problem is identified and a sample of experts are selected. These experts are asked to provide potential solutions through a series of carefully designed questionnaires.
Each expert completes and returns the initial questionnaire.
The results of the questionnaire are compiled at a central location and the central coordinator prepares a second questionnaire based on the previous answers.
Each member receives a copy of the results along with the second questionnaire.
Members are asked to review the results and respond to the second questionnaire. The results typically trigger new solutions or cause changes in the original position.
The process is repeated until a consensus is reached.
The process is very time consuming and is primarily useful in illuminating broad range, long term complex issues such as future effects of energy shortages that might occur.
4. Didactic interaction
This technique is applicable only in certain situations, but is an excellent method when such a situation exists. The type of problem should be such that it results in a yes-no solution. For example, the decision may be to buy or not to buy, to cut a program or not to cut a program, to expand or not to expand and so on. Such a decision requires an extensive and exhaustive discussion and investigation since a wrong decision can have serious consequences.
Since, in such a situation, there must be advantages as well as disadvantages of either of the two alternatives, the group required to make the decision is split into two sub-groups, one favoring the “go” decision and the other favoring the “no go” decision.
The first group lists all the “pros” of the problem solution and the second group lists all the “cons”. These groups meet and discuss their findings and their reasons. After the exhaustive discussions, the groups switch sides and try to find weaknesses in their own original viewpoints. This interchange of ideas and understanding of opposing viewpoints results in mutual acceptance of the facts as they exist so that a solution can be built around these facts and opinions relating to these facts and thus a final decision is reached.
[Emphasize] Whichever approach the CPBAC decides to follow, the advantage of relying on a CPBAC instead of one individual to make decisions includes access to the group's collective wisdom -- "several heads are better than one" -- as well as the ability to spread an increasing management workload related to APF, NAF, and religious support programs over a number of people.
Check on Learning:
QA: What is the advantage of relying on a CPBAC instead of one individual to make decisions?
AN: The advantage of relying on a CPBAC instead of one individual to make decisions includes access to the group's collective wisdom -- "several heads are better than one" -- as well as the ability to spread an increasing management workload related to APF, NAF, and religious support programs over a number of people.
QA: What is the number one mission and objective of the CPBAC?
AN: The number one mission and objective of the CPBAC is to make good decisions that are the best for the Chaplaincy Tithe and Offering Fund (CTOF) and its’ members.
QA: What are the four techniques for making more effective decisions as a group?
AN: Brainstorming, Nominal Group Technique (NGT), Delphi Technique, and Didactic Interaction
Review/Summary: We have defined the group decision making process and four techniques for making more effective group decisions.
Transition: Now we will identify the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee.

8. Small group
Given 10-minutes in your small groups, discuss and be prepared to provide a summary for the class:
AR regarding the CPBAC
Group 1
§ 12-7, para. 2, sub. “b,” p. 34
§ 15-7, Sub-accounts, p. 39
Group 2
§ 13-3 CPBAC, pp. 35 – 36
§ 15-13, para. 2, sub. “f,” p. 42
Group 3
§ 15-4, para. “a,” sub. 6, p. 38
§ 15-4, para. “b,” sub , p. 38
[Instructor Note: Show Slide #8] 
LSA 2. Identify the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee mins.
Here is a small group activity. Given a copy of AR 165-1, 10-minutes in your small groups, discuss and be prepared to provide a summary for the class of the portion of the regulation that pertain to the CPBAC. We are going to look at the regulatory roles and responsibilities of the CPBAC.
[Have each group brief their assigned portion. Highlight the regulation’s guidance pertaining to the CPBAC.]
Group 1
§ 12-7, para. 2, sub. “b,” p. 34
§ 15-7, Sub-accounts, p. 39
Group 2
§ 13-3 CPBAC, pp. 35 – 36
§ 15-13, para. 2, sub. “f,” p. 42
Group 3
§ 15-4, para. “a,” sub. 6, p. 38
§ 15-4, para. “b,” sub , p. 38
[NOTE: Only highlight the portions in the regulation that pertain only to the CPBAC]
[Emphasize] At the Garrison level, the primary method for better management of resources is the Review and Analysis (R&A) Program. The CPBAC has responsibility for R&A of the execution of the CMRP. Budget R&A is a continuous process by which financial managers and commanders compare actual performance against previously established budget targets and make necessary adjustments to avoid possible funding crises and ensure the accomplishment of missions. Budget R&A serves as an important evaluation tool for the commander and the staff chaplain.

9. Small group
Given 10-minutes in your small groups, discuss and be prepared to provide a summary for the class:
DA PAM regarding the CPBAC
Group 1
§ 2-11 CPBAC functions, p. 17
§ 2-12 CPBAC authority, pp. 17 – 18
§ 3-16 CPBAC, p. 38
Group 2
§ 2-13 CPBAC membership, p. 18
§ 2-14 The community account, p. 18
§ 3-9 Key players and roles, pp
Group 3
§ 2-15 The CPBAC activities, pp
CPBAC & CMRP, pp. 47 – 48
CPBAC responsibilities, pp
[Instructor Note: Show Slide #9] 
We looked at AR Now, we are going to look at DA PAM and see what it can teach us about the CPBAC.
Here is a word of caution. You have to read the DA PAM carefully. There are significant parts of DA PAM that are outdated, are not accurate, and do NOT have the right information. That said, there are some parts of the DA PAM that can be helpful. The section on the CPBAC is helpful.
Given a copy of DA PAM , 10-minues in your small groups, discuss and be prepared to provide a summary for the class of the portion of the regulation that pertain to the CPBAC.
[Have each group brief their assigned portion. Highlight portions that only pertaining to the CPBAC.]
Group 1
§ 2-11 CPBAC functions, p. 17
§ 2-12 CPBAC authority, pp. 17 – 18
§ 3-16 CPBAC, p. 38
Group 2
§ 2-13 CPBAC membership, p. 18
§ 2-14 The community account, p. 18
§ 3-9 Key players and roles, pp
Group 3
§ 2-15 The CPBAC activities, pp
CPBAC & CMRP, pp. 47 – 48
CPBAC responsibilities, pp
[Emphasize] The CPBAC assists the staff chaplain in determining the priority for the use of resources, reviews actual use of resources versus programmed use, and recommends adjustments. It conducts the following activities in support of these functions.
Check on Learning:
QA: At the garrison level, the primary method for better management of resources is (Explain)?
AN: At the Garrison level, the primary method for better management of resources is the Review and Analysis (R&A) Program. The CPBAC has responsibility for R&A of the execution of the CMRP. Budget R&A is a continuous process by which financial managers and commanders compare actual performance against previously established budget targets and make necessary adjustments to avoid possible funding crises and ensure the accomplishment of missions. Budget R&A serves as an important evaluation tool for the commander and the staff chaplain.
QA: What does the CPBAC assist the staff chaplain in determining?
AN: The CPBAC assists the staff chaplain in determining the priority for the use of resources, reviews actual use of resources versus programmed use, and recommends adjustments.
Review/Summary: We have identified the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee.
Transition: Now we will apply regulation and decision-making technique to a group decision.
Outdated!

10. Initiative and Guidance10
DEPARTMENT
CONTRACT
VALUE
Community
Musician (Youth)
$3,250
Community Parish Coordinator
23,000
Youth Leader
10,348
$46,946
Gospel
Music Director
$11,120
Musician
8,020
Parish Coordinator
25,080
$44,220
Crossroads
11,190
$11,190
CC1
14,550
$14,550
Catholic
$13,940
27,140
$130,846
Current Oblig.
$243,343
Proj. Savings
$112,497
Initiative and Guidance
OBJ: Prioritize funding more unit level UMT ministry.
Cut musician and Parish Coordinator contracts.
NCOs assigned to chapels and auxiliary ministries will be more responsible for general administration, planning, coordination and resourcing (e.g., worship bulletins, event scheduling and coordination, etc.)
The Community Coordinator helps to balance NCOs workload as a supplementary contracted worker (POR processing, procurement and resourcing.).
Only keep Parish Coordinator contracts for Catholic and Gospel b/c two largest congregations. Use the Community Parish Coordinator to consolidate administrative support to smaller chapel services.
[Instructor Note: Show Slide #10]
LSA 3. Apply regulation and decision-making technique to a group decision. 30 mins
Okay, now we are going to apply regulation (AR 165-1), doctrine (DA PAM ), and the brainstorming technique to come to a consensus as a group and make a decision. The group decision is a group decision so there is no exact or “right” answer for this exercise. The point of this practical exercise is to have you, as a group, practice the brainstorming technique to come to a consensus on a funding and contracting decision.
Remember, brainstorming involves a group of people sitting around a table, generating ideas in the form of free association. The primary focus is on generation of ideas rather than on evaluation of ideas.
If a large number of ideas can be generated, then it is likely that there will be a unique and creative idea among them. All these ideas are written on the white board or on butcher paper so that everybody can see every idea and try to improve upon such ideas.
The Brainstorming technique is very effective when the problem is comparatively specific and can be simply defined. A complex problem must be broken up into parts and each part can be taken separately at a time.
Okay, now, following the initiative and guidance given on this slide, your group (CPBAC) had to decide how your going to reduce your APF contract obligations from $243,343 to $130,846 (A 54% reduction that will save the garrison $112,497. The savings will be passed on to fund more unit level UMT ministry). Apply the brainstorming technique to consider courses of action (COA’s). You will need to develop three COA’s and identify their impacts or their second and third order effects. Also, discuss how will you manage impacts? You have 20-minutes to brainstorm. Be prepared to brief your three COAs.
[Instructor’s note: facilitate the brainstorming]
[After brainstorming and COA briefing]
[Emphasize] At the Garrison level, the primary method for better management of resources is the Review and Analysis (R&A) Program. The CPBAC has responsibility for R&A of the execution of the CMRP. Budget R&A is a continuous process by which financial managers and commanders compare actual performance against previously established budget targets and make necessary adjustments to avoid possible funding crises and ensure the accomplishment of missions. Budget R&A serves as an important evaluation tool for the commander and the staff chaplain.
Check on Learning:
QA:  What technique is used to come to a consensus as a group when making a decision? AN:  Brainstorming Technique. QA:  When the problem is comparatively specific and can be simply defined the brainstorming technique is:  Ineffective or Very Effective? AN:  Very Effective
Review/Summary: We have Defined the group decision making process and four techniques for making more effective group decisions.
Transition: We will now learn about DFAS NAFi.
  54%

11. Developing a culture of performance and service.
Questions?
Developing a culture of performance and service.
[Instructor Note: Show Slide #11]
Are there any questions?

12. summary
Defined the group decision making process and four techniques for making more effective group decisions.
Identified the regulatory roles and responsibilities of the Chaplaincy Program Budget Advisory Committee.
Applied regulation and decision-making technique to a group decision.
[Instructor Note: Show Slide #12]
Read Slide.