1. Religious Support for Generating & Operating Forces
UNCLASSIFIED
Headquarters, Department of the Army
Office of the Chief of Chaplains
Chaplain Corps Resource Management: Develop and Refine Relationships and Resources
The Programming Cycle
Religious Support for Generating & Operating Forces
Presenter:
Chaplain (LTC) Kevin Guthrie
Good morning. I’m Chaplain XXxx, the Xxxxxx (Instructor note: provide brief and appropriate autobiographical information.)
During this block of instruction I will be talking about the PROGRAMMING phase of the Department of Defense’s (DoD) Planning, Programing, Budgeting, and Execution process. This DoD process is oftentimes simply referred to as PPBE. “P” for planning. “P” for programming. “B” for budgeting. “E” for execution. In short, PPBE.
During my time with you I will be highlighting and explaining the PROGRAMMING phase, covering just the wave tops. Other presenters will cover Planning, Budgeting, and Execution.

2. Terminal Learning Objective
Action: Provide and introduction the Programming Phase of the Planning, Programming, Budgeting, and Execution (PPBE) process
Condition: In a workshop setting, using a PowerPoint presentation, instruction, and class discussion
Standard: Participate in class discussion.
Here is the terminal learning objective.

3. Outline PPBE Define programming as it relates to PPBE
PPBE Guidance Input
RS PPBE Phases and Steps
Key Players and Stakeholders
PPBE Programming Timeline
RS Programming Ingredients
RS Program Planning Cycle
Summary of the Programming Phase
Questions?
Programming
Budgeting
Execution
Planning
PPBE
Forces
Equipment
Manpower
Support
Here is the outline

4. PPBE Planning Programming Budgeting Execution Programming Budgeting
What?
The process of assessing and determining an organization’s objectives, strategies, and projected actions or programs.
Programming
How?
The process of translating planning decisions and programming guidance into a detailed allocation of resource requirements.
Budgeting
How much?
The process of translating resource requirements from programming format to budget estimates (Appropriations format).
Budget: a plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them (APF or NAF)
Execution
How well?
The process of ensuring program and budget execution is accomplished with real-time audit and evaluation to achieve planned, programmed, and budgeted results.
Programming
Budgeting
Execution
Planning
PPBE
Before I jump into discussing the topic of programming, lets review background on PPBE…also called PPBES.
So, okay, PPBE. What is PPBE? [Allow a response or two. Quickly move on if there are no responses.]
This slide offers a simple description of each of the four phases of PPBE. Take a moment to read the slide. [PAUSE]
In simple terms, the PLANNING phase of PPBE gets to the, what? Programming, the how? Budgeting, the how much? Execution, the how well?
So, the entire PPBE process ties strategy, program, and budget all together. PPBE helps build a comprehensive plan for the DoD and Army in which budgets flow from programs, programs from requirements, requirements from missions, and missions from national security objectives.
The Planning, Programming, Budgeting, and Execution (PPBE) process is used to acquire, allocate, account for, and analyze personnel and financial resource requirements for the DoD. Each process is distinct but inter-related. Also, understand that PPBE is an iterative and continuous process.
The purpose of PPBE is to provide DoD with an effective management tool to, given financial and resource constraints (scarcity and opportunity cost), plan, allocate, and execute the most effective mix of forces, equipment, manpower, and support for the DoD.
Instructor notes
Scarcity = Scarcity refers to the basic economic problem, the gap between limited – that is, scarce – resources and theoretically limitless wants. This situation requires people to make decisions about how to allocate resources efficiently, in order to satisfy basic needs and as many additional wants at possible.
Opportunity Cost = The cost of passing up the next best choice when making a decision. For example, if an asset such as capital is used for one purpose, the opportunity cost is the value of the next best purpose the asset could have been used for.
Forces
Equipment
Manpower
Support

5. Programming
WHAT IS IT?
The process of translating planning decisions and programming guidance into a detailed allocation of resource requirements.
Considers Alternatives and Tradeoffs
Integrates Proponent’s Requirements into a balanced Program
WHO (At DoD & DA)
DoD Offices > DA G-8 produces the POM
DoD Offices > DA G-3/5/7 Integrates Requirements & prioritizes Program
WHO (OCCH & Units)
PEG > OCCH
ACOM / ASCC / DRU > Units
A programmer endeavors to translate the goals and objectives of the planner (i.e., requirements) into finite actions with resources
applied.
The programmer considers alternatives and tradeoffs but always remains focused on the planner's guidance and objectives. Perhaps the most critical task of the programmer is to integrate all the different requirements into a balanced program. The program balance becomes difficult when we must achieve that balance within constrained resources.

6. Definition of Programming
The art of translating guidance and objectives in action to produce combat capability by timely and balanced allocation of resources.
How big will we make the Army? (Chaplain Corps?)
What forces will it contain?
What will we buy?
Where and what will we build (chapels)?
What are the expected constraints?
This appears to be a different definition of programming than shown earlier. In reality, it is just academically a little more precise. Nevertheless, the important aspects of this graphic are the questions that the programmer must address. Hopefully, at this point an issue we raised at the outset is becoming clear, one central activity in the organization cannot perform the programming function by itself. Every major staff element is an integral part of the programming function. When all the programmers on the Army staff get together they talk about these questions, and they address the conflicts, the alternatives, and the tradeoffs, but always oriented on the planner's guidance and objectives.

8. Religious Support PPBE Phases & Steps
Planning
Programming
Budgeting
Execution
Defense Strategy & The Army Plan
Program & Resource Guidance
Budget Prep / Review
Funds Distribution
Chaplain Corps Strategic Plan
RS Requirements Builder (RSRB)
OSD / OMB / RMD
RS Activity Tracking
Lines of Effort / Mission
Program & Instructure Analysis
President’s Budget
Budget Assessment & Review
Religious Needs Assessment
POM submission to PEGs
Congress
Performance & Accountability Review
RS Command / Unit Plan
Program Decision Memorandum (PDM)
Appropriation
Year End Closeout
Future Strategy
$ 2-7 Years in the future
$ 2-3 Years in the future
Today

9. Key players and stakeholders
PEG (Program Evaluation Group) POM
Chief of Chaplains
DACH 4/6/8 Directorate
Commanders
Units
Programming
Budgeting
Execution
Planning
Moving from talking about processes over to mention a few of the people involved in the PPBE process. Here are the DoD’s key players and stakeholders in PPBE.

10. PPBES Timeline Programming Years (POM) Budget FY15 FY16 FY17 FY18 FY19
Execution
Budget
Programming Years (POM)

11. RS Programming Ingredients RS Requirements Builder
POM (APF)
CTOF (NAF)
Manpower
Equipment
Buildings
Supplies
Training
Planned Programs
RS Requirements Builder
We should now talk about what it is that Army programmers produce (other than headaches and confusion). Every even fiscal year they produce a document that displays the Army program over a six-year period. They call it a Program Objective Memorandum (POM) because that's what programmers have always called it. Combined with the even fiscal year Budget Estimate Submission (BES) and transmitted by the SECARMY in a memo to the SECDEF that includes an Executive Summary, the POM/BES comprises both a narrative and a database whose format and contents are prescribed by OSD Programming Data Requirements (PDR).
This displays the major ingredients of the even fiscal year POM/BES process. The POM/BES contains what the Army proposes to do with the resources that OSD has provided in its fiscal guidance for each of the six program years in terms of forces, manpower, training, procurement, research and development (R&D), construction, logistics, and all the other things it takes to develop, operate, and sustain the force. Once OSD approves the POM/BES, they consolidate it with the other Services' POM/BES and now call it the Future Years Defense Program (FYDP).
Programs
Resources

12. RS Programs Planning Cycle
1. Religious Needs Assessment
2. Command Strategy & Mission
3. Develop & Prioritize Programs (RSRB)
4. Implement
5. Assess & Evaluate
6. Report Activity & Results (RSAT)

13. QUESTIONS?

14. Planning Process Timeline!
Note: suspense for budget inputs may vary slightly from location to location based on local business practices and processes. !
Planning
Here is a very simplified look at the PPBE timeline. As you look the timeline, keep in mind, suspense for budget inputs may vary slightly from location to location based on local business practices and processes.
The PPBE planning process begins about a year and a half in advance of the fiscal year in which the budget authority will be requested. Understand that PPBE extends well before and well beyond the current fiscal year. Consider:
Planning looks 16 to 19 years into the future
Programming looks at 5 years into the future
Budgeting looks at 1 year into the future
Congress reviews the closest year into the future
Execution covers the current year and several prior years
The planning process begins when the Combatant Commanders provide the Secretary of Defense and the Chairman of the Joint Chiefs of Staff with:
Personal appraisals of major issues and problems of their commands that should be addressed in the DPG; and
Principle concerns and trends in both the threat analysis/assessment and the evolving U.S. response.
These analysis are based on the following documents:
Defense Strategy Review (DSR)
Defense Strategic Guidance (DSG)
National Military Strategy (NMS)
Joint Planning Document (JPD)
Military Departments’ long-range plans
Now, let’s take a look at Combatant Commander’s (CCMD) Integrated Priority Lists (IPLs). [Point out on slide]
Each Combatant Commander prepares a list of high-priority needs, prioritized across service and functional lines and consider fiscal constraints. These IPLs are submitted to the Secretary of Defense, Chairman of the Joint Chiefs of Staff (CJCS), and Military Departments.
The intent of the IPLs is to provide visibility to key priorities of the Combatant Commanders. The IPLs submitted by the Combatant Commanders to the CJCS outline major issues that each would like to discuss during the Program and Budget Review. Combatant Commanders fully participate on Program and Budget Review issue teams.
Instructor note
(!) Take time to highlight the timing of CCMD IPLs and Budget Build/BES. Explain that these are times when they should coordinate with their local RMO, G8, or S8 for planning, programming, and budget inputs.
[Emphasize] Note: suspense for budget inputs may vary slightly from location to location based on local business practices and processes.
[Emphasize] What we do or don’t do, that we should be doing, by way of planning, coordinating, programming, and submitting budget impacts this process. Remember:
DSR
DSG
NMS
JPD !
BES; Budget Estimate Submission
BR: Budget Review
CGA: Capability Gap Assessment
CPA: Chairman’s Program Assessment
CPR: Chairman’s Program Recommendation
DPG: Defense Planning Guidance
IP: Issue Papers
IPL: Integrated Priority List
PB: President’s Budget
PR: Program Review
POM: Program Objective Memo
RMD: Resource Management Decision

15. Defense Strategy Review
Planning Focus
Planning
Programming
Budgeting
Program adjustment
Congressional review
Defense Planning
Guidance (DPG)
Fiscal
Guidance
Budget
Execution
POM / BES
National Military Strategy
PR / BR
IPLs
CPR
Combatant
Commanders
Enactment
Budget
Adjustment
IPs / RMD
Defense Strategy Review
(Previously QDR)
The focus of the planning phase is to:
Define the Defense Strategic Guidance and National Military Strategy necessary to help maintain U.S. national security and to support the U.S. foreign policy two to seven years in the future.
Planning the integrated and balanced military forces necessary to accomplish that strategy.
Assuring the necessary framework (including priorities) to manage DoD resources effectively for successful mission accomplishment consistent with national resource limitations.
Provide decision options to the Secretary of Defense (SECDEF) to help assess the role of national defense in the formulation of a national security policy and related decisions.
Discussing planning goals and program objectives, milestones, progress, issues and problems with the SECDEF, and remedial plans and actions to be initiated.
CPA PB
National Security
Strategy (NDS)
- Supplementals
- Mid-year review
- Omnibus reprogram
BES; Budget Estimate Submission
BR: Budget Review
CPA: Chairman’s Program Assessment
CPR: Chairman’s Program Recommendation
IP: Issue Papers
IPL: Integrated Priority List
PB: President’s Budget
PR: Program Review
POM: Program Objective Memo
RMD: Resource Management Decision
Overseas
Contingency
Operations

16. What’s in the FYDP? Force Levels Only Out Years Budget Years
(POM Build)
FY26
FY25
FY24
Budget Years
Budget Year 2
Budget Year 1
The Future Years Defense Program (FYDP) is a database containing the DoD resource program approved by SECDEF for a particular PPBE cycle.
The basic FYDP for the FY 17‐23 PPBE cycle is represented as a loaf Of sliced bread, with a fiscal year assigned to each slice. The 11 slices represent the Prior Year (FY 15), Current year (FY 16), Budget Year 1 (FY 17), budget Year 2 (FY 18), Five out ‐ years (FY 19 through FY23) and three years for Force Levels Only (FY 24 through FY26).
FY18
Current & Prior Years
FY17
Current Year
Prior Year
FY16
FY15