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R D-Ri57 1±9 IDEAS TO DOLLARS: PLANNING PROGRAMMING AND BUDGETING 1/iI SYSTEM (PPBS) FOR TH.. (U) AIR COMMAND AIND STAFF COLL
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AIR COMMANDAND
STAFF COLLEGE
STUDENT REPORTIDEAS TO DOLLARS: PLANNING, PROGRAMMING,AND BUDGETING SYSTEM (PPBS) FOR THE
MILITARY AIRLIFT COMMAND MANAGER A , .,
CAPTAIN CARY L. KIRSTEATTER 85-145 AU 0"insights into tomorrow"
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DISCLAIMER
The views and conclusions expressed in thisdocument are those of the author. They arenot intended and should not be thought torepresent official ideas, attitudes, orpolicies of any agency of the United StatesGovernment. The author has not had special 1
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Dist Speolal
REPORT NUMBER 85-1455
TITLE IDEAS TO DOLLARS: PLANNING, PROGRAMMING, AND BUDGETING SYSTEM (PPBS)FOR THE MILITARY AIRLIFT COMMAND PROGRAM MANAGER
AUTHOR(S) CAPTAIN GARY L. KIRSTEATTER, USAF
FACULTY ADVISOR LIEUTENANT COLONEL DALE V. FRANZ, ACSC/EDOWA
SPONSOR COLONEL MELVIN R. BARRETT, HQ MAC/XPP
Submitted to the faculty in partial fulfillment ofrequirements for graduation.
AIR COMMAND AND STAFF COLLEGE
AIR UNIVERSITY
MAXWELL AFB, AL 36112
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IDEAS TO DOLLARS: PLANNING, PROGRAMMING, __
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Kirsteatter, Gary L., Captain, USAF13. TYPE OF REPORT 13b. TIME COVERED 14. DATE OF REPORT (Yr., Mo.. Day) 15. PAGE COUNT
FROM _ TO 1985 April 5416. SUPPLEMENTARY NOTATION
ITEM 11: AND BUDGETING SYSTEM (PPBS) FOR THE MILITARY AIRLIFT COMMAND PROGRAM MANAGER
17. COSATI CODES 18. SUBJECT TERMS (Continue on reverse if necessary and identify by block number)
FIELD GROUP SUB. GR.
19. ABSTRACT (Continue on reverse if necessary and identify by block number)
The Planning, Programming, and Budgeting System Division (HQ MAC/XPPB) conducts PPBStraining classes for program managers every year. Currently, they do not have adocument that provides an overview of their training. This handbook was designed tocomplement this training by reviewing the program manager requirements during theMAC PPBS cycle, along with presenting a general overview of the entire PPBS cycle andconsolidates the most commonly used information by the program manager.
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IIDEAS TO DOLLARSThe Planning, Programming, And Budgeting System
(PP BS)
FOR THE
MILITARY AIRLIFT COMMAND
PROGRAM MANAGER
PREFACE
This handbook is designed to complement the PPBS training youwill receive as a MAC program manager. It consolidates a greatdeal cf information to help you during your program development.After reading this handbook, you should have a general under-standing of the MAC PPBS process and its interface with theoverall PPBS process.
A sincere thank you goes to Colonel Melvin R. Barrett whosponsored this project. Without his support, I would not havehad access to the information necessary to finish this project.I would like to give a special thanks to my wife, Maureen, forher editing assistance. She put up with the misspellings,rewrites, and long hours to help complete this handbook. Iwould also like to recognize Lieutenant Colonel Raymond J.Martinitch, Captain Christopher A. Kelly, and Captain Michael F.Planert, the guys on the "Barge" (HO MAC Planning, Programming,and Budgeting System Division). Their review and commentsinsured this handbook provided an accurate reflection of what aMAC program manager needs to know to successfully work a programwithin PPBS. Major Lee A. Newman also provided criticalinformation from the Air Staff perspective. I would also liketo thank Major Barry Creighton. His Air Command and Staffproject entitled, "How to Conduct Prerequisite Training, A Guidef or MAC's Strategic Airlift Aircraft Commanders," provided theformat I used to organize Chapter One. I offer a final thankyou to Ms Janalee Quigley who created all the outstandingdrawings in this handbook. Without these people, this projectwould have been very difficult to complete.
As you start into PPBS, I wish you the best. It is a veryrewarding experience, so do not let the process frustrate you.If the answer is not in this handbook, ask questions. GOOD LUCK.
ABOUT THE AUTHOR
Captain Kirsteatter has established a solid background with theMilitary Airlift Command. He has flown both the CT-39, as aflight examiner, and the C-5 aircraft, as an aircraft commander,and logged over 2400 hours flying time. He spent a tour at theMilitary Airlift Command headquarters prior to coming to AirCommand and Staff College. He was one of four people chargedwith the responsibility of developing MAC's Program ObjectiveMemorandum. In this job he developed, implemented, andarticulated MAC's Program Objective Memorandum (POM) require-ments through the entire PPBS process. He worked closely withthe Office of Secretary of Defense, the Joint Chiefs of Staff,HO USAF, specified and unified commands, the other services, andthe MAC staff resolving programming issues that involved MAC.He researched initiatives to insure MAC's POM accuratelyaddressed the force structure, facilities, aircraft allocation,and beddown locations. His efforts helped improve the currentfunding situation for the Military Airlift Command.
iv
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TABLE OF CONTENTSn-b'
Preface...................................................... 1
A bout the Author.............................................. ivList of Illustrations.................. ...................... vii
Chapter One - Introduction
Purpose................................................... 1Content...................................................1Ibleed...................................................... 2How to Use this Handbook................................. 2What this Handbook Will and Will Not Do................. 2
Chapter Two - MAC Process Is
Introduction.............................................. 5History................................................... 5Funded/Unfunded Programs ................................ 6Program Manager~j........................................... 6Program Decision Package................................. 6Background Paper.......................................... 7Program Evaluation Group Briefing,....................... 7Program Evaluation Group..................................BaMAC Council Review....................................... 8CINCMAC Revievi........................................... 9Summary................................................... 9
7Chapter Three - Planning Process
Introduction............................................. 11Air Force Documents ........................ 11Joint Chiefs o.f~t Dcens.................12Office of Secretary of Defense Documenti............... 12Summary................................................... 13
-7),
Chapter Four - Programming ProcessA
Introduction............................................. 15Panels,................................................... 15Committiees............................................... 16Air Staff Board......................................... 16Air Force Council........................................ 16Program Element Monitor,................................. 16Air Force Process.............................. %...... .. 16
V
TABLE OF CONTENTS (CONTINUED)
--Office of Secretary of Defense Process .................. 18Defense Resources Board Meeting .......................... 18Joint Program Assessment Memorandum, .................. 18Program Decision Memorandum*... .......... 18Summary ............................................... 8
Chapter Five - Budgeting Process .0
Introduction ............... .......... ........ 21Program Budget Decision;.; *, .'.'............ .. . . . ..... 21Summary ....................... , ............... 22
Chapter Six -PPBS Overlap
Introduction .......................................... 23HH-60................................................. 23
*io-Civil Air Reserve Fleet Modifications%.................. 24Summary .............................. ........ 24
Appendices
Appendix A ............................................ 28Appendix B .......................................... . 30Appendix C ............................................ 31Appendix D ............................................ 33Appendix E ............................................ 34Appendix F .............................................. - 36Appendix G ............................................ 37Appendix H ............................................ 38Appendix I ............................................ 40
Index ...................................................... 42
Bibliography .......................................... 43
vi
• ".- .. • o . . .. *°. .0- . . . * .- * . - ** .- . • . *-* . - 'a ,- *. * *. ... .. ° . .o .0 .- . .*°-o . • . • o .* -. .. . ° . - •. * -
LZST OF ILLUSTRt9TZONS
Figure One MAC Process Time Line .................. 10
Figure Two Planning Process Time Line ................ 13
Figure Three Programming Process Time Line .......... 19
Figure Four Budgeting Process Time Line ............ 22
Figure Five PPBS Overlap ........................... 25
vii
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CHAPTER ONE
INTRODUCTZON
PURPOSE
The purpose of this handbook is to provide Military AirliftCommand (MAC) program managers with an overview of the Planning,Programming, and Budgeting System (PPBS). It will review oneentire PPBS cycle in isolation, followed by an analysis of theimpact of overlapping cycles. It will also include aconsolidation of the most frequently used PPBS information.This handbook will complement the PPBS training you will receivefrom the Planning, Programming, and Budgeting System Division(HQ MAC/XPPB).
CONTENT
This handbook is designed to help you develop and support yourspecific program through the PPBS process. PPBS is the firstpart of the overall federal budgeting process which includesfour phases: formulation, enactment, execution, and review andaudit. (1:1) The PPBS process is the formulation phase. As aprogram manager, you will be actively involved in the MACprocess which is also part of the formulation phase. ChapterTwo concentrates on the MAC Program Objective Memorandum (POM)development process. It highlights the key information you willneed to know to prepare a successful program. Chapters Threethrough Five discuss PPBS, the formulation phase along with yourinvolvement in this phase. To simplify the process, thesechapters divide the PPBS cycle into the following sections: theplanning process, the programming process, and the budgetingprocess. Planning, the first "P," is considered the start ofthe PPBS process. Planning for each cycle ends when the Officeof the Secretary of Defense (OSD) publishes the DefenseGuidance. The programming phase begins with the major commandssubmitting their POMs to the Air Staff and ends with signing ofthe Program Decision Memorandum. The budget process begins withthe OSD/Office of Management and Budget (OMB) review of the OSDsubmission and ends when the President submits his budget toCongress. (1:12-14) Chapter Six discusses the impact ofoverlapping cycles and focuses on two major MAC programs -- the
programs. The problems encountered in these two programs canhappen to any program. This handbook also contains severalappendices that bring together useful PPBS information for a MACprogram manager. It includes a glossary of terms and acronyms,,a listing of MAC's most common program element codes andappropriation codes, and a listing of points of contact for thePPBS process.
If you are just starting to work with PPBS, you are aware it canbe frustrating. It takes time before you feel like you under-stand your program and the overall process. Each year, HO MACIXPPB conducts training classes to help you with yourresponsibilities as a program manager. Past experiences haveshown that a handbook to complement this training would bebeneficial (7: ). This consolidated handbook is designed to aidthis training and provide a basic reference for your work as aprogram manager. It will gather together information which isdiverse and located in many different formats and placesthroughout the headquarters and serve as a quick reference onPPBS and MAC's involvement in the process. By providing theanswers to general questions, it will give you and HO MAC/XPPBmore time to prepare your programs for the PPBS process.
HOW TO USE THIS HANDBOOK
You should concentrate on Chapter Two. This chapter highlightsthe key information you will need to prepare your program. Thenext four chapters of this handbook will provide a generalunderstanding of the overall PBBS process and your respon-sibilities, along with two examples of the effects of over-lapping cycles -- the HH-6O and the CRAF Modification programs.Finally, the appendices contain reference material you can useduring your exposure to the PPBS process.
WHAT THIS HANDBOOK WILL AND WILL NOT DO
This handbook will:
a. provide a starting place for your PPBS study,
b. explain the MAC P014 development process,
C. provide a general understanding of the PPBS process,
2
ffsets), the new programs the command would like to fund withie savings, and the remaining programs that are valid but the)mmand cannot fund. The Air Force is not bound to the command?commendations. In fact, the Air Staff can accept or rejectie whole proposal or use any part of it. The usual path for a-ogram to take through the Air Staff will start at the panel?vel, then it will be reviewed by the PRC, the Air Staff Board,ie Air Force Council, the Chief of Staff, and finally the?cretary of the Air Force. At each level of the process, theview boards suggest changes and work to fit the programs intoie available budget. The command Deputy Chiefs of Staff fortans (XP) attend each Air Staff Board meeting on the POM. Eachime the Air Force Council meets on the POM, both the commandersid XPs for each command attend. After each level of review,ie POM is sent back to the panels where the pricing problems-e worked and then presented to the PRC for their approvalefore the new position is sent back up the chain. During thishase, you must continue to insure HQ MAC/XPPB has the mosturrent information on your program.
OSD PROCESS
nce the Air Force completes its POM, they send it to OSD alongith the Army, Navy, and Marine Corps POMs for the OSD Defenseesources Board (DRB) to review. The DRB is like the Air ForceRC. They review the services' POMs and compare them to theefense Guidance goals and review any problems they see in theverall service capabilities. To assist the DRB review, JCSublishes the Joint Program Assessment Memorandum (JPAM) whichs their assessment of the services' POMs. OSD then formalizeshe issues or problems they have into eight books:
Book One Policy and Risk
Book Two Nuclear ForcesBook Three Conventional ForcesBook Four Modernization and InvestmentBook Five Readiness and LogisticsBook Six ManpowerBook Seven IntelligenceBook Eight Management Initiatives
DEFENSE RESOURCES BOARD MEETINGS
he DRB meets at least once on each book. In addition, the DRBnvites the unified and specified commanderF to brief them onow well the service POMs help the commanders perform theirissions. Each unified and specified commander uses thisccasion to provide information on key issues concerning theirespective area of responsibility and the overall military
17
4~ z
The second level in the Air Staff corporate process containsfour committees. The Program Review Committee (PRC) is the onetasked with making the programmatic decisions for the Air Forceand developing the Air Force POM. The PRC membership isdepicted in Appendix H. The other committees are the ForceStructure Committee, the Operations Budget Review Committee(OBRC), and the Security Assistance Committee.
AIR STAFF BOARD
Once the PRC establishes an overall Air Force position, theybrief their recommendation to the Air Staff Board which consistsof major generals at the Pentagon and is chaired by HO USAF/PRP.This board then passes its recommendations to the Air ForceCouncil.
AIR FORCE COUNCIL
The Air Force Council is the final review level before the AirForce POM is taken to the Chief of Staff. The Vice Chief ofStaff serves as chairman of the Council and the Air Staff DCSsare all members.
PROGRAM ELEMENT MONITOR (PEM)
As the program manager is the focal point during MAC's POMdevelopment, the PEM is the focal point during the Air Staffprocess. The PEM is the person at the Air Staff who managesall the funds within a certain PEC. A PEC can appear in severalprogram decision packages. The program manager at MAC works onlythe PECs within his programs. You can review Chapter Two for adiscussion of PECs. It is important for you to seek out and getto know your PEM counterparts at the Air Staff. You can provideeach other with key information concerning your program.
AIR FORCE PROCESS
During the process, the Air Staff must combine all the commands'requests into one coordinated Air Force position. In January,each command presents its recommendations on baseline problems(currently funded programs) to the panels. The Air Forcereviews its funded programs and insures that they are executablebefore they look at funding new programs. In February, thecommands return to brief their entire POM recommendation to thepanels and the committees. This package includes four parts:the baseline programs, any savings found within the baseline
16
CHAPTER FOUR
PROGRANNZNG PROCESS
The programming process takes the PPBS one step further towardthe goal of the President's Budget. After each command combinesall its requirements into a package, the Air Staff BoardStructure then takes all the command inputs and puts togetherthe Air Force POM. The Air Staff Board Structure acts outsidethe normal functional chain of command and consists of panels,committees, the Air Staff Board, and the Air Force Council. Itprovides recommendations on issues that would take an indefiniteamount of time to go through the normal channels. The Air ForcePOM, which is a five-year projection like MAC's POM, is one ofthese issues. The Air Force POM is different from the commandPOMs because the Air Force must stay within the fiscal limitsOSD set in the Defense Guidance. As previously stated, thecommands do not have funding restrictions nor do they have anyfunds they can call their own. The money is all Air Forcemoney. Once the Air Force completes its POM, they forward it toOSD for its review. OSD uses the Defense Resources Board todevelop the Department of Defense's total program. Adjustmentsin this total DOD program are debated by the DRB. As a resultof this effort by the DRB, OSD publishes the final SECDEFdecisions in the Program Decision Memorandum (PDM). With this,the programming process concludes. (1:13) This chapterdescribes this process in more detail.
PANELS
The Air Staff Board Structure has 14 panels which form theinitial review of the command POMs. Although every panel isimportant, the Mobility Panel is the primary point of contactfor MAC. Since not all of MAC's programs are handled by theMobility Panel, a program manager may have to work with otherpanel members or Air Staff program element monitors (PEM). Thepanels provide the detailed information about programs for therest of the Air Staff Board Structure. Appendix 6 lists theMobility Panel membership.
15
.. ,...... . -,.,.,.,..... ........... . .. ..... , ...- . -.
determines the best way to address their requirements within theOSD-specified limitation. (2:3-6) When SECDEF publishes thisdocument, it signifies the end of the planning phase. (1:12)
The Air Staff uses these planning documents to develop their POMsubmission. The documents are the "bible" for making the toughdecisions concerning which programs the Air Staff should try toinclude in its POM. As a program manager, you will have theopportunity to provide comments during the development of theDG, JSPD, and the PIPD. Your inputs will assist the planningprocess and provide you with support for your programs. Thefollowing chapters continue the discussion of the PPBS processand Figure Two depicts the time line for the planning phase.
JUNE 82 JAN.83
04PUr5FROMALL AL D • _
LEVEL5 or G1)CA S ENOF GLOBAL CAP
AF SESS!QNT PLANNING JPOLICYJ
(BASED ON PY-8 ?OM)
Figure 2. PLANNING PROCESS
13
lecretary of the Air Force/Chief of Staff of the Air Force(SECAF/CSAF) Plannino Guidance
This document provides the Air Force planners with guidance fromthe top that sets long-term objectives and priorities.Basically, this document summarizes the Global Assessment.(2: 13)
StrateXv and Policy Assessment
This document evaluates the current military strategies andidentifies issues for the Defense Guidance and Joint StrategicPlanning Document formulation. (3:13)
Planning Inout for Proaram Develooment (PIPD)
This document sets the Air Force specific priorities by AirForce mission area. It lays out the plan of attack for eachcommand to follow. The Air Force mission is divided into thefollowing areas: Mobility, Tactical, Strategic, Defense-WideSupport, and Centrally Managed Support. MAC has the primaryresponsibility to keep the mobility mission area on track.(4:13)
JOINT CHIEFS OF STAFF DOCUMENT
Joint Strateaic Plannina Document (JSPD)
This document contains the JCS advice to the President, NationalSecurity Council, and the Secretary of Defense on what militarystrategy and force structure is required to attain U.S. nationalsecurity objectives. This document is fiscally unconstrainedand is one input to the Defense Guidance. Being unconstrained,JCS can present programs, beyond those which currently fit inthe budget, to state the total military requirement. (2:3-6)
OFFICE OF BECRETARY OF DEFENSE DCUIENT
Defense Guidance (D)
This document consolidates the work of the Secretary of Defense,JCS, and the services as well as the President. It sets thefunding and priority limits for the services to use during theirPOM development. While each service gets a funding "bogie," OSDdoes not set a limit for specific programs. Each service
12
W. W . --
CHAPTER THREE
PLANNZN PROCESS
INTRODUCION
The ultimate goal of PPBS is to turn ideas into funded programs.To do this, a program must successfully go through several majorsteps. From the initial program idea to the President's Budget,the program can change at any time. The President's Budgetforms the basis for the following PPBS cycles. PPBS is acontinuous process with no clear break. However, planningdocuments form the basis for the other processes and thishandbook will use the planning documents as the beginning of thePPBS cycle. These documents are reviewed annually before thestart of the programming cycle because they contain the long-and short-range goals for the military. Each service along withits component commands, tries to achieve these goals whenprogramming for the future force structure and its associatedsupport requirements. These documents can provide excellentsupport for your programs. Do not wait for "magic words" toappear that support your program. You have the opportunity torecommend changes to these documents, so use it to youradvantage. You should review these documents and identify anychanges, additions, or deletions you think are necessary. Beprepared to support your recommendations. The planning phasestarts in the late summer and ends when the Secretary of Defense(SECDEF) signs the Defense Guidance. (1:12) This phase takesplace during the same time frame as the MAC process. Thischapter will discuss the key OSD, Joint Chiefs of Staff (JCS),and Air Force planning documents that are contained in thisphase.
AIR FORCE DOCUMENTS
USAF mlmbal As asummnt
This document takes a twenty-year look into the future proposingmilitary objectives and strategies. The Air Force updates itonce every four years with annual supplements published for theother years. (3:1)
11
".........."...........
JUNE 82 DEC. 82
PRowRM
"RNgR PECA MACFtS ROME -- + +MAC STAFFI PioriMMM PRO&RAM PEG MACI
DIEVELOPtENT ROT A PRIOR TY COUNGIL PomREIELPIORI RECIEV REVIEW
(WED ON FY95- POM)
Figure 1. MAC PROCESS
10
any of the programs. The associated PEG member for each DCSshould be updating his/her boss as the process takes place.Therefore, the DCSs should not be surprised by anything in thepresentation. This is a major step for a program manager sinceyou could be asked to explain your program in detail (manpowerand cost). Once the MAC Council approves the PEGrecommendation, the POM becomes the MAC Council recommendationto CINCMAC.
CINCMAC REVIEW
CINCMAC reviews the MAC Council-approved POM and finalizes thedocument. Once CINCMAC approves the MAC Council recommendation,the document cannot be changed without going through CINCMAC.HO MAC/XPPB then prepares this document for submission to theAir Staff. At this point, you must insure HO MAC/XPPB has allthe current program information just as you should be doing allalong.
The MAC process starts with the program manager. As a programmanager you are the expert for your program, and it is yourresponsibility to move your program through the MAC process andthe long PPBS process that is just commencing. At this point, asa minimum, approximately six months have passed since youstarted your intensive program development. Most programsrequire more than just putting together a PDP and backgroundpaper. If you have a program like this, ask questions andinsure you have completed all the necessary support to sell yourprogram as you brief it to the PEG -- a vital step as you placeit in the POM development process. Again, do not forget yourcounterpart at the Air Staff. He/she can provide vitalassistance during the life of your program. Figure One depictsthe time line for the MAC process. From here, MAC and all theother commands submit their POMs to the Air Staff to be reviewedfor inclusion in the Air Force POM as the PPBS processcontinues.
9
PROGRAM EVALUAT ION EROUP (PEG)
The PEG consists of 24 colonel or directorate-level equivalentsfrom across the MAC staff representing every major functionalarea. The PEG is divided into two categories -- voting andnonvoting. The Director of Programs and Policy (HO MAC/XPP) isthe chairman of the PEG. Appendix F spells out the remainder ofthe PEG membership. The PEG is the first major group to reviewyour program in the PPBS process. From August through Novemberof each year, the PEG reviews every program that the MAC staffidentifies f or inclusion in the POM. After you coordinate yourprogram with the appropriate agencies and through your DeputyChief of Staff (DCS), you should provide HO MAC/XPPB with copiesso the PEG can review your work prior to your briefing. Asstated earlier, the PEG will expect you to answer questions onyour program. In addition, the PEG may call you back at anoytime to provide more information. Therefore, it is imperativeyou keep up with the most current information available. Youare the EXPERT' In order to meet Air Staff guidance, the PEGwill develop a priority listing of all programs. The MACCouncil and CINCMAC will review the list prior t,) submitting itto the Air Staff. The following points are important for you tounderstand how the PEG puts this list together:
MAC has no funding limit (bogie); however, current Air Forceguidance requires MAC to "balance the books."
MAC uses an offset strategy to "balance the books." To start anew program, MAC must give up something it is currentlyprogrammed to do. Thus, MAC does not program more funds thanare currently available in the programs MAC manages for the AirStaff. The funding or total obligation authority in the currentbaseline programs contains funds for previously approvedprogrammed growth and inflation.
MAC must provide the best recommendation within the limitedresources available.
The bottom line is - if MAC works to help the Air Staff staywithin its fiscal limits, MAC will also benefit in the end.This is the logic the PEG uses throughout the MAC POMdevelopment as well as the remainder of the PPBS process.
MAC COUNIL REVIEW
The MAC Council, the next review level, consists of CINCMAC/CV(chairman), and the Deputy Chiefs of Staff. This committeereviews and approves the PEG's POM proposal before CINCMACreviews it. This usually takes place in the December-Januarytime frame. The Council can make changes or ask questions on
MFP B Training, Medical, and Other GeneralPersonnel Activities
MFP 9 Administration and Associated Activities
You will further divide the costs within each MFP among thevarious program element codes (PEC). Each PEC is a five-digitnumber, with the first digit being the MFP number. For example,41119 refers to the C-5 airlift squadrons in MFP 4. Appendix Alists MAC's most commonly used PECs. Each PEC is further brokendown into appropriation codes (Appendix B) which tell how themoney will be spent within each PEC. Appropriation code 3400under the 41119 PEC would refer to the operations andmaintenance costs, and appropriation code 3300 would refer tomilitary construction within the C-5 airlift squadrons. Youshould remember that PDPs can contain more than one major forceprogram, PEC, and appropriation code. Appendix C shows anexample of a PDP. As you build your PDP, you must coordinateyour product with every agency affected by your proposal.Appendix D contains a list of points of contact that should behelpful in the coordination process.
Backaround Paner
The background paper provides the specific support for theprogram. It is very important that this paper answers threequestions:
What is the program?
Why do we need the program?
What is the impact if this program is not funded?
You must write this paper so that ANYONE can read it andunderstand what your program is all about. The samecoordination used on the PDP is required on the backgroundpaper. Appendix E contains a sample background paper.
PEG Briefina
During your briefing, your goal is to sell your program to thePEG. There are three elements you should remember. First, youmust show a slide of your PDP. Second, HO MAC/XPPB will providethe PEG with an advance copy of your package so you need onlygive a short summary of the program. Finally, be ready toanswer questions and advocate your program. This step isusually the major portion of the briefing. As you answerquestions, highlight the key elements of your program. Yourbriefing does have a significant impact on how the PEG handlesyour program during the MAC POM development.
7
S.o•..oo. . S .... . ° .. .q.~ . . ******'*.**..*.-*..
IUDE/U..-UNDED I:'Rom. "s
Before reviewing the MAC process you need to understand whatconstitutes a funded program and what does not. A fundedprogram is anything that is currently being done or has fundsassigned to it in the current Air Force baseline document. Thebaseline document is published three times a year: in Januarywith the President's Budget, in May with the Air Force POM, and
*in September with the Budget Estimate Submission (BES). These• three documents officially adjust, add, or delete programs from
the baseline. However, during the time between publishing eachdocument every program is scrutinized and adjusted as necessaryto free funds for new requirements and account for fact of lifechanges. The update of these funded programs is similar to yourmonthly checking account. (8: ) You get a statement everymonth; yet, the balance changes significantly between eachstatement. An unfunded program is simply any other program thatis not contained in the current baseline.
PROGRAM MANAGER
As a program manager, you are the key to the success of yourprogram. You will work your program throughout the MAC processand on through the remainder of the PPBS cycle. You must workclosely with your counterpart at the Air Staff and make visitsto the Pentagon as necessary to insure you always have the mostcurrent information. During the MAC process, you will have twokey tasks: prepare your program and brief the ProgramEvaluation Group (PEG). A program consists of two importantdocuments which are the program decision package (PDP) and thebackground paper. After you complete your package, you shouldcheck with HQ MAC/XPPB to confirm you briefing to the PEG.
Program Decision Packaae
The PDP describes your program and spells out the associatedcosts and manpower. Your program will have costs that areassociated with at least one of the following major forceprograms (MFP). There are ten MFPs:
MFP 0 Support of Other NationsMFP 1 Strategic ForcesMFP 2 General Purpose ForcesMFP 3 Intelligence and CommunicationsMFP 4 Airlift/SealiftMFP 5 Guard and Reserve ForcesMFP 6 Research and DevelopmentMFP 7 Central Supply and Maintenance
6
..... -**i%%.*%*;~***~** .' * ~
CHAPTER TWO
NAC PROCESS
INTRODUCTION
This chapter will look at a history of how the major command,, involvement in PPBS increased along with an explanation of the
MAC process. This is the program manager's first majorinvolvement in the PPBS process. MAC's input to the Air Staffis called the POM which is a five-year projection of programcosts and manpower.
HISTORY
The following highlights how MAC and the other commands in theAir Force became more actively involved in the PPBS process.The Air Staff Board Structure is the Air Force corporate bodythat handles PPBS. Each January, it uses the President's Budgetas the basis to start its POM development. For the fiscal year(FY) 83 POM and earlier, MAC provided the Air Staff with alisting of their top concerns for the next budget cycle.Specifically, the input for the FY 83 budget was a three-pageletter signed by the Deputy Chief Staff, Plans (HQ MAC/XP)containing 49 programs. Before the Air Staff began its FY 84development, Assistant Secretary of Defense Carlucci directedthe Department of Defense to increase the participation in thePPBS process. Thus, the Director of Plans and Programs
*(HQ USAF/PRP) tasked the commands to start briefing anddefending their requirements in the Air Staff process. MAC hadonly a few months to prepare a document that consisted of apriority listing of every command requirement for MAC, currentlyfunded or not, and provide funding recommendations for the
.. unfunded programs. A few officers within HQ MAC/XP developedthis document with minimal staff coordination because of theshort suspense. Through the lessons learned during the FY 84POM cycle, the MAC staff wrote MACR 27-1, Program EvaluationGroup, 29 Jun 82, which establishes a process that provides atimely staff coordinated product for MAC Council and CINCMACreview prior to the major command POM submissions to 'he AirStaff. (7: ) The remainder of this chapter will focus on theMAC process that has evolved.
* 5
* - - . . . ~ U U *- -
.5
.~.
.5
4
- .. - - *2-~ * * ... . ~-..*. .*.*~.. V * **
F.r
pd. consolidate the most useful PPBS information for a MAC
program manager,
e. explain the effects of PPBS overlap, and
f. provide a good reference for PPBS.
This handbook will not:
a. answer every PPBS question,
b. make you a PPBS expert, and
c. discuss the remainder of the federal budgeting process.
3
% %
budget. Since MAC is a specified command, this meeting givesCINCMAC one more opportunity to directly address POM issuesbefore the programs become part of the BES. Thus, CINCMAC willneed the most current information on your program, especially ifit is in any of the issue books.
JOINT PROGRAM ASSESSMENT MEMORANDUM (JPAM)
Issue books are not the only information source available to theDRB. As stated earlier, the JPAM is another important documentwhich the DRB uses during its deliberation of the key issues.It provides OSD with the JCS assessment of how well the combinedefforts of the services' POMs meet the Defense Guidancecriteria. (2:3-3)
PROGRAM DECISION MEMORANDUM (PDM)
The programming phase ends with the PDM. (1:13) The DRBrecommends to SECDEF what action to take on the issues. The PDMsummarizes SECDEF's final decisions and directs the services tomake the adjustments within their POMs.
-xO
The Air Staff combines the command POM inputs into oneconsolidated package - the Air Force POM. OSD then combines theAir Force POM along with the other service POMs. The DRBreviews the overall defense programs and makes recommendationsto SECDEF. SECDEF records his final decisions in the PDM. Oncethe services make the PDM adjustments and OSD approves them, theend result is the BES, the primary document in the next phase -budgeting. OSD plans to complete the BES each year on 15September. Figure Three shows the time line for the programmingphase.
18
"2. -,2-. "-,'2-. >.'> 2-°'->. "2,'>-'.'i,-'.-i..'2..">.->."i.. <.-'.. -'-.-,.....-.-"....'..."...........,".....-..-...'..............".'....-'..'..".-..-.'-.'.-.-.-.... '.-'.'..
JAN 8 AG B3
ARMY
Figure 3. PROGRAMMING PROCESS
I
!
19
-°
V"%
Figure~~ 3...........PRCES
TAC AFSG
20:
....... _. 7 , -. - .g . -m
CHAPTER FIVE
BUDGETZN& PROCESS
INTRODUCTION
At this point, MAC's programs become part of the Air Force BES(Air Force budget) which OSD will combine with the other
* services' budget estimate submissions. These BESs will besubmitted to OMB so they can eventually be included in theoverall federal budget. The President's Office of Managementand Budget (OMB) reviews this budget while OSD reviews thedefense budget. As a "last step" in the budget review process,SECDEF reviews the DRB recommendations, makes the final programdecisions, and approves the exact funding levels for inclusionin the Air Force portion of the OSD input into the President'sBudget. (1:52) The end result of the budgeting process is thePresident's Budget. (1:15) If your programs have survived thisfar, they will be part of this budget.
PROGRAM BUDGET DECISION (PBD)
The PBD is the method that OSD uses to communicate OMB/OSD
problems with the defense budget. PBDs come in three types:under the table, advanced, and signed. Under the table andadvanced PDBs are ones that OSD is about to write. They providethe services with an advanced opportunity to review thedecision. Signed PBDs are direction to make a change; yet, theservices can appeal the decision. However, once SECDEF decideson the appeal, his decision stands. At first the Air Force has
*about five days to appeal the PBDs; however, as the time growsv near for the President to submit his budget to Congress, the
time can get as short as a few hours. The Air Staff is activelyinvolved in this process and relies on the commands to providethem with up-to-date information on programs. Thus, it isimperative for you to be on top of your program if it isincluded in any PBD. Air Force and the other services mustapply to their BES the PBDs that SECDEF signs. Once the PBDcycle is over and all the services make the recommended changes,the defense budget is ready for the President's review. Afterthe President has approved the budget, he will present it toCongress for their authorization/appropriation process. When
21
* . . -* . . . . . .
S. "."-" ...- .'-'. ." ". . "."-.- -" - --. - -,-"" ." """." . *"• .'"" . .'. " -" ," - - -'". .". .".' \ : - '.*'% %.'.." .• 7 . ," : ,: " " '", .,/",- " ..i. * .. , , '". P . ",) " " , . - , -,- --. --
the President submits his budget to Congress, the budgetingprocess ends. (1:15) Figure Four shows the time line for thebudgeting process.
The OMB/OSD review is similar to the DRB review. The issuesfrom the OSD program review can reappear in this phase. Thiscan happen anywhere in the PPBS process. A problem solved atone point in time can always reappear at another time. Thisends your whirlwind tour of PPBS. The following chapterdiscusses the effects of overlapping PPBS cycles.
AU&83 OTHER JAN. 8+fEDEPA.
E-STIMATE I ISUBMI5 ECISIONS
(BAED ON FY85-89POM)
Figure 4. BUDGETING PROCESS
22
,'- . o ~o " - ° oo o". ° " -. °-° " - - - °. °-.-° .. •Oo -. _.. :-° • • :. . -.. • : . . .
CHAPTER SIX
PPBS OVERLAP
INTRODUCTION
You have now completed your overview of a PPBS cycle in isola-tion. In reality, the PPBS cycles overlap, and what happens ordoes not happen in one PPBS cycle affects the other cycles.Figure Five depicts the overlapping cycles. This chart iscalled the "spending - defending - mending - pretending" chart.(8: ) At any given time, we are spending current fiscal yeardollars and defending the next fiscal year dollars in Congress.We are also mending any future problems in the next fiscal yearcaused by current or previous adjustments to the budget.Finally, the commands are pretending by starting to prepare abudget for the fiscal years that follow. To discuss how thisaffects the PPBS cycles, this handbook will review the historybehind changes in the HH-60 and Civil Reserve Air Fleet (CRAF)programs.
Through the past few years the HH-60 program has changed frombuying 243 HH-6ODs to 90 HH-6OAs. During the FY 85-89 Air StaffPOM development, the baseline program contained funds for 243HH-60D (full PAVELOW capability) helicopters. The Air Stafffaced major budget cuts that year and, since the requirement for243 helicopters was hard to support, the Air Staff cut thenumber back to 155 HH-60 helicopters -- 69 HH-60D and 86 HH-60E(aircraft without PAVELOW avionics). This forced MAC to adjustall the procurement, basing, manpower, military construction,and support requirements within the POM submission they werealready building. During the FY 86-90 Air Staff POMdevelopment, the Air Staff reduced HH-60 program further to atotal of 99 HH-60A helicopters (modified HH-60D). The Air Stafffurther reduced the number to 90 to keep the total buy under aspecified amount. MAC, once again, had to make theseadjustments in their POM submission.
23
• o. .. .. ° ° .0 . • o° , 0 • °° . ° o . ° • . • • . . . . . . . . . . . .
The CRAF program is a classic example of a program that has beenin and out of the funded budget several times. The Air Stafftook the CRAF modification program out of the recommendedfunding area several years in a row during POM development.They did not fund the CRAF modification in favor of higherpriority programs despite their concern that OSD would reinstatethe program. Each time OSD directed the Air Staff to fund theCRAF modifications. As a result, the Air Staff had to adjustother funded programs to fit the CRAF modification programwithin its budget limits. MAC had to review these adjustmentsto see how they affected MAC's programs. Basically, MAC had beon top of every iteration to insure they knew the current statusof their programs.
History provides many more examples of problems with PPBSoverlap. This handbook cannot possibly show them all, but doespoint out a PPBS cycle does not operate in isolation. FigureFive will be helpful in determining which parts of which cyclesare going on at any given time. This handbook demonstrates thelength and complexity of the PPBS process and highlightsimportant reference facts. It also identifies the potential foroverlap problems. As stated in the beginning, this handbookwill not answer all your questions on PPBS. If you still yearnto learn more about the subject, the following two documents arean excellent place to continue your studies: AFP 172-4 The AirForce Budoet Process, 1 October 1984, and the Air Staff's ThePlanning, Proaramming, and Budoetino (PPBS), A Primer, December1983. Enjoy your journey into PPBS. Remember to learn as muchabout your program as you can. You can make or break yourprogram.
24
OCT 83 OGT84 OCT 85 OGT86 OGT 8?
FY8+ SPENDINGr
DEFEN NA.
FY85 (CoNGRESS) SPENINGMENOING 1DEFENiWG
FY8b ATFF) CEs) S( ENDIN&
ORETENDING - MENDING. DE.f EWlhNG-
'Y8T (tAJ , .. &R'S5) $ ErDjNG
(AS5OF 1 SEP84-)
Figure 5. PPBS OVERLAP
25
APPENDICES
Appendix A Program Element Codes.................... 28
Appendix B Appropriations Codes................... 30
Appendix C Program Decision Package................. 31
Appendix D Points of Contact........................ 33
Appendix E Background Paper......................... 34
Appendix F Program Evaluation Group Membership . 36
Appendix 6 Mobility Panel Membership................ 37
Appendix H Program Review Committee Membership ...... 38
Appendix I Glossary .................................. 40
27
APPENDIX A
PROMAM ELEMENT CODE (6:6-7)
01009f SERVICE SUPPORT TO OSD
11213f MINUTEMAN SQUADRONS
27596f BASE OPERATIONS - TACTICAL AIR FORCES28011f JCS DIRECTED AND COORDINATED EXERCISES28032f STOCK FUND WRM (SERVICE CONTROL)
351094 DOD CIVIL SEARCH/RESCUE35111f WEATHER SERVICE35114f TRAFFIC CONTROL/APPROACH/LANDING SYSTEMS
41115f C-130 AIRLIFT SQUADRONS (IF)41118f C-141 AIRLIFT SQUADRONS (IF)41119f C-5 AIRLIFT SQUADRONS (IF)41120f MOBILITY AERIAL PORT SQUADRONS (IF)41122f AIRLIFT SUPPORT SERVICES41123f MILITARY AIRLIFT GROUP (IF)41124f AEROMED AIRLIFT SQUADRONS (IF)41125f AERIAL PORT SQUADRONS (IF)41126f PASSENGER MOVEMENT (COMMERCIAL)41127f CARGO TRANSPORTATION (COMMERCIAL)41128f MAIL TRANSPORTATION (COMMERCIAL)41130f C-17 AIRCRAFT (IF)411684 REVENUES (AIRLIFT SERVICES)41214f AIR CARGO HANDLING EQUIPMENT (436-L)41215f CIVIL RESERVE AIR FLEET MODIFICATIONS41216f AIRLIFT MISSION ACTIVITIES (NON-IF)41314f OPERATIONAL SUPPORT AIRLIFT41840f MAC COMMAND AND CONTROL41841f WWMCCS ADP (MAC)41890f INSTALLATION AUDIOVISUAL SUPPORT41894f REAL PROPERTY MAINTENANCE41895f COMMAND AND BASE COMMUNICATIONS (MAC)41896f BASE OPERATIONS (MAC)41897f TRAINING41898f MANAGEMENT HEADQUARTERS (AIRLIFT) (NON-IF)41998f MANAGEMENT HEADQUARTERS (AIRLIFT) (IF)43111f PORT TERMINAL OPERATIONS43113f TRAFFIC MANAGEMENT44011f SPECIAL OPERATIONS FORCES44102f AEROSPACE RESCUE AND RECOVERY
52664f EC-130 TEWS(ANG)52741f SPECIAL OPERATIONS FORCES SQUADRONS (AFR)
28
aPPENDIX a (CONTINUED)
PROGRAM ELEMENT CODES
53112f WEATHER SERVICE (ANG)53114f AEROSPACE RESCUE/RECOVERY (ANG)53122f AEROSPACE RESCUE/RECOVERY (AFR)53124f WEATHER SERVICE (AFR)54117f C-19 STRATEGIC AIRLIFT (ANG)54118f C-5 STRATEGIC AIRLIFT SQUADRONS (AFR)54119f C-5 STRATEGIC AIRLIFT SQUADRONS (ANG)54210f C-141 STRATEGIC AIRLIFT SQUADRONS (AFR)54212f AERIAL PORT SQUADRONS (AFR)54215f C-141 ASSOCIATE AIRLIFT SQUADRONS (AFR)54216f AEROMED EVACUATION SQUADRONS (AFR)54217f C-5 ASSOCIATE AIRLIFT SQUADRONS (AFR)54218f C-17 AIRLIFT SQUADRONS (AFR)54219f C-5 STRATEGIC AIRLIFT SQUADRONS (AFR)54332f C-130 TACTICAL AIRLIFT SQUADRONS (ANG)54342f C-123 TACTICAL AIRLIFT SQUADRONS (AFR)54343f C-130 TACTICAL AIRLIFT SQUADRONS (AFR)54396f BASE OPERATIONS - AIRLIFT (AFR)54498f MANAGEMENT HEADQUARTERS (MOBILITY FORCES)55296f BASE OPERATIONS (ANG)57112f DEPOT MAINTENANCE (ANG)57115f DEPOT MAINTENANCE (AFR)58152f PROFESSIONAL/SKILL PROGRAM TRAINING (ANG)58153f FLIGHT TRAINING (ANG)58212f AEROMED EVACUATION UNITS (AFR)58222f AEROMED EVACUATION UNITS (ANG)
63256f JOINT SERVICE ADVANCED VERTICAL LIFT (JVX)64219f INTEGRATED DIGITAL AVIONICS64227f FLIGHT SIMULATOR DEVELOPMENT64708F OTHER OPERATIONAL EQUIPMENT65806f AQUISITION AND COMMAND SUPPORT
71111f SUPPLY DEPOTS/OPERATIONS (NON-IF)71112f INVENTORY CONTROL POINT OPERATIONS72207f DEPOT MAINTENANCE (NON-IF)
84731f GENERAL SKILLS TRAINING88716f OTHER PERSONNEL ACTIVITIES89732f OFF-DUTY/VOLUNTARY EDUCATION PROGRAM
91212f SERVICE-WIDE SUPPORT91214f PUBLIC AFFAIRS91294f REAL PROPERTY MAINTENANCE ACTIVITIES91296f MANAGEMENT HEADQUARTERS (PUBLIC AFFAIRS)
29
aPPENVZX B
APPROPRIATION CODES
ANSUBJECT
0700 FAMILY HOUSING
3300 MILITARY CONSTRUCTION (MILCON)
3400 OPERATIONS AND MAINTENANCE (O&M)
3500 MILITARY PAY - ACTIVE
3600 RESEARCH AND DEVELOPMENT
3700 MILITARY PAY - AFR
3730 MILITARY CONSTRUCTION - AFR
3740 O&M - AFR
3730 MILITARY CONSTRUCTION - ANG
3740 O&M - ANG
3850 MILITARY PAY - ANG
30
aPPENDIX C
in Nt3 ONN -C4 .41 - 01 0 0 4
C3 0 I > -I LLW w L(13 C 0
cozcxw w M1~WLL3 U irI U 0~ IY 0N 0 0
cn~rc WI- 0. 1 . *.
WIx 0 I- nvM CL - MJ3I- 0 Li.Ix (.3 m0U .WL3O C LiMfZXC .iZ U. NIl 0 4t('4 0 0
W - ID IxC IU -Z03Ew 0 ~ I tN0 ~tc Wz U s il 01 0Li.0
(n "1 "~ b.4 CL LL 0
Z ZW" aWWm M Eo wow 3W-j N -'I 0.4 0L0 0%0
3 W J WO. IMJ
0 > I- 3 0Z -L W-W I- 0.30Cr:-Q 4C3- - > > .0 01 01 000 01 0 0 0 0 z
E C W.U "I :) w
aw mzmw a
Ix w r ir uN\ ULi.0 UI-Z I-.- 0uor co Ix zE > " W W WW 0 I-I -0
W =CtLL'- I- W W W I-
W W -M0 0 Ct wL W Wucxwzwmm -i -jrww =Cc0.0 z w w w r
EWEW. i-a E -1 0 0 a
IZa U X - at cc0I- W 0.13 WE 0 (0 (0 CtLAIxJiLL. -1 0 0 0-
Wl'.U C Ix Ix IxZw uz 3> 3Z ID Cm L a. ix.(fl<1 "0 1- Wa 0 W wa " -- In .4 - - 4- 3 (0W W>XL)0W .4 (3 -0 N 0 <1
LrC 01 000 01 0 01 0 0. LU UW U~ "- 0 000 00 0 N 0 Z UZCtWZW303 0 q-4 t in - ot rN V C C
r MV t -1)r Rt r) -0 V CL
31
APPENDIX C (CONTiNUED)
W.
z4 Ix -
Wo z ndo(
Z W I- W I.
I-WW> '-4M
> ~- .U01 0 Zw
CL uEL -~ -j0IWl WW j 4cru m * )> w -L
x 3 :)U LLa I
u w uuz z zz w
3 WLZ LN<1wwU) *. E 3W ZZmw
0Di OO Zr -u CL -> u ) -4c
M - W 0 - <vwW 'C Cl Cl0 Q - I (n )
Y- C -w0cl0A U Z Z Z w U- CL
ZJ W - O a. CA-uzru, 0. cowU)-o 0 w z w u0 0- C W Z z J u E6u U>WI En t- w W
U) WI.L. 0 -1 Cfl& 'Ii4 c- ww zEWr _j X .w u )Wr x rn - z z Irz
C: ClU 0 0 IWxa x UCW'~. z (n UXr LD U)''0 -o )AZ
cr >- c M w u-4 (r cn w - u 0. EnC aWCI CL~~ a oU)( CZ E
X - ~ Z a IE- L O L w clWwa u)C0 x L -W 0 IX aZ "- UWDE a Z Z u uuW 11-WCLO 0 0 > ZCT CiD M.~'~ m Z r3 z m CL
32
'.7
APPENDZX D
POINTS OF CONTACT
HO MAC/DEP 638-5043 MILITARYCONSTRUCTION
HO MAC/DOOAC 638-3502 FLYING HOURS
HO MAC/LGXP 638-3424 CLASS IVMODIFICATIONSSPARES
HO MAC/SIC 638-5217 MAC COMMANDAND CONTROL
* HO MAC/TRXP 638-2951 TRANSPORTATIONREQUIREMENTS
* HO MAC/XPPB 638-4671/4672 OVERALL PPBS
HO MAC/XPS 638-3025 CONGRESSIONALACTION
HO MAC/XPQ 638-3167/3908 CLASS VMODIFICATIONSAIRCRAFTAQUISITION
Usw
" HO USAF/PRPFM 225-1258 MOBILITYISSUES
33
. .°
..... .. . .. . . . . . . . .
APPENDIX E
BACKGROUND PAPER
MAC RED SWITCH (9:)
WHAT WE NEED
- Expand interim secure voice capability to fully satisfyidentified MAC requirements.
- Increased secure voice capability at MAC's numbered AirForces (NAFs) and Second Air Division.
- Establish a secure voice digital system at MAC NAFs andSecond Air Division to increase capabilities betweencommand and control users.
WHY WE NEED IT
Interim solution to URGENT FURY after action item:HQ MAC secure voice capability of 96 subscriber lines.
-- Expand our secure voice capability to provide:
--- Secure voice capability for 350 HQ MACsubscribers in Fiscal Year (FY) 1989.
--- Secure voice expansion in FY 91 for projectedincreases in mission requirements for up to 500subscribers at Scott Air Force Base. Thisexpansion is funded in C522 (C3 Mobility).
--- Increased access to the AUTOVON/AUTOSEVOCOMnets.
- Provide command and control secure voice connectivitybetween HQ MAC, MAC NAFs, and Second Air Division.
- Eliminate requirement for individual communicationssecurity (COMSEC) equipment.
- Reapply critically limited COMSEC assets to meet currentand future MAC mission requirements.
- Provide an automatic secure voice capability.
34
..%..'*%' ~ ~ 5 '~
APPENDiX E (CONTZNUED)
- Provide a secure voice intercom system within HO MAC.
IMPACT IF NOT FUNDED
- Increased activities during contingencies and exerciseswill continue to saturate our limited secure voicecapability.
-- CAT members will continue to wait to use the securevoice system.
-- Contingency planners will work in arestricted environment.
--- Responsiveness of individual CAT members willcontinue in a degraded mode.
--- Urgent responses will continue to sufferappreciable delay.
- Satellite communications (SATCOM) voice as primarybackup has proven very susceptible to networksaturation.
-- HO MAC/NAF could resort to "talking around" criticaland sensitive data.
--- Possibility of security compromise significantlyincreased throughout a contingency operation.
- MAC will continue to communicate 90 percent unsecure and10 percent secure.
-- Mission planners will continue operations in aninhibited environment.
-- Assurance of mission success possibly jeopardized.
-- Delayed responses could result in unnecessary lossof personnel/equipment due to impeded missionexecution.
Name/GradeOffice/ExtensionDate
-. 35
APPENDIA F
PROGRAM EVALLIATIN GROUP MEMBERSHIP (3:1)
MACR 27-1, Program Evaluation Group, 29 Jun 82, gives thefollowing guidance:
VOTING REPRESENTATIVES
One representative/DCS:
HO MAC/XP (CHAIRMAN)
HO MAC/AC
HO MAC/DE
HO MAC/DO
HQ MAC/DP
HO MAC/LG
HO MAC/SI
HO MAC/TR
HO MAC/XO
IONVOTING REPRESENTATIVES
One representative/area: Two representativeslDCS:
HO MAC/AC HO MAC/DO
HO MAC/IG HQ MAC/LG
HO MAC/IN HQ MAC/SI
HO MAC/SG HO MAC/XP
HO MAC/SP
2Z AF
AWS
36
V- -.
aPPENDIX
MOBJILITY PANEL MEM=BRHIP
Representatives from the following areas:
NO ISAF/PRP - CHAIRMAN
HO USAF/ACB
HQ USAF/CYS
HO USAF/LET
HO USAF/LEY
HO USAF/MPM
HG USAF/NGB/XO
HG USAF/RE
HO USAF/RDQ
HQ USAF/SA
HQ USAF/XO
HO USAF/XOX
Advisors from the following areas:
HQ USAF/LEE
HO USAF/XOX
37
APPENDIA N
PROGRAM REVIEW COMMITTEE MEMBERSHIP
Representatives from the following areas:
HO USAF/PRP - CHAIRMAN
HO USAF/CYS
HO USAF/IG
HO USAF/IN
HO USAF/LEE
HO USAF/LEX
HO USAF/LEY
HO USAF/MPM
HO USAF/MPP
HO USAF/NGB/PR
HO USAF/REX
HO USAF/RDP
HO USAF/RDO
HO USAF/SGH
HO USAF/XOIC
HO USAF/XO
HO USAF/XOX
38
APPENDIX H (CONTINUED)
PROGRAM REVIEW COMITTEE MMNRENIP
Advisors from the following areas:
HO USAF/ACM
HO USAF/PRP
HO USAF/RDS
HO USAF/RDX
HO USAF/SA
HO USAF/XDE
HO USAF/XOS
39
APPENDZX I
GLOSSARY OF ACRONYMS
BES BUDGET ESTIMATE SUBMISSION
BLSS BASE LEVEL SUFFICIENCY SPARES
CY CALENDAR YEAR
DG DEFENSE GUIDANCE
DRB DEFENSE RESOURCES BOARD
FY FISCAL YEAR
HAC HOUSE APPROPRIATIONS COMMITTEE
HASC HOUSE ARMED SERVICES COMMITTEE
IF INDUSTRIAL FUND
ZOC INITIAL OPERATING CAPABILITY
JMSNS JUSTIFICATION FOR MAJOR SYSTEMS NEW START
JSPD JOINT STRATEGIC PLANNING DOCUMENT
MAA MISSION AREA ANALYSIS
OMB OFFICE OF MANAGEMENT AND BUDGET
OSD OFFICE OF THE SECRETARY OF DEFENSE
OWRM OTHER WAR READINESS MATERIAL
PB PRESIDENT'S BUDGET
PBD PROGRAM BUDGET DECISION
PDM PROGRAM DECISION MEMORANDUM
PDr PROGRAM DECISION PACKAGE
PEC PROGRAM ELEMENT CODE
PEM PROGRAM ELEMENT MONITOR
PIPD PLANNING INPUT FOR PROGRAM DEVELOPMENT
40
,'¢: , ,-.-. v. ..--.--..-..-...-.v ..--. .... .-. .. .--. ...-.-. -." ", -" -".2. -". .-- >.'. .
APPENDzX Z (CONTZNUED)
GLOSSARY OF ACRONYtM
PM PROGRAM MANAGER
POM PROGRAM OBJECTIVE MEMORANDUM
POS PEACETIME OPERATING STOCK
SAC SENATE APPROPRIATIONS COMMITTEE
SASC SENATE ARMED SERVICES COMMITTEE
SON STATEMENT OF NEED
WRM WARTIME RESERVE MATERIAL
WRSK WARTIME READINESS SPARES KITS
41
.. : . . .. : . . :. : '... -..- .,. -:. ,- - -. ,- , ., v . . . '...- . , x. .. - . . -. .. , . * . , , . . . . . . . . . . . . .-.
ZNDEX
a i
Air Force Council, 16 MAC Council, 8Air Force Process, 16 Membership, Mobility Panel, 37Air Staff Board, 16 Membership, PRC, 38
Background Paper, 7, 34 OMB, 21OSD.18-19Overlap, PPBS, 23-24
CINCMAC Review, 9Content, 1Council, MAC, 8 PBD, 21CRAF Modification, 24 PDM, 18
PDP, 6, 27
2 PEC, 6, 16, 28PEG, 7, 36
Defense Guidance, 12 PEM, 16Defense Resourses Board, 18 PIPD, 12
POC, 33E POM, 5
Program Manager, 6, 16Funded Program, 6 Purpose, 1
Global Assessment, 11 Strategy and PolicyAssessment, 12
U SECAF/CSAF PlanningGuidance, 11
HH-60 Program, 23History, MAC Involvement, 5
I
Issue Books, 16
JPAM, 18JSPD, 12
42
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BZDL ZOBRAPHY
A. References Cited
Official Documents
1. U.S. Department of the Air Force: Air Command and StaffCollege. The Greener Side of Air Force Blue. MaxwellAir Force Base, Alabama, December 1984.
2. U.S. Department of the Navy: Armed Forces Staff College,National Defense University. Joint Staff OfficersGuide. AFSC Pub 1. Norfolk Naval Air Station,Virginia: Norfolk Duplication Center, 1 January 1982.
3. U.S. Department of the Air Force: HO United States AirForce (XO). "Planning Documents" letter. Washington,D. C., 11 January 1983.
4. U.S. Department of the Air Force: HO United States AirForce (PRP). The Planning, Programming and BudgetinQSystem (PPBS), A Primer, 4th ed. Washington, D. C.:Government Printing Office, December 1983.
5. U.S. Department of the Air Force: HO Military AirliftCommand. Program Evaluation Group. MACR 27-1. ScottAir Force Base, Illinois: Scott Air Force Base FieldPrinting Plant, 29 June 1982.
6. U.S. Department of the Air Force: HO United States AirForce (PRP). USAF ProQram Element Monitor Directory.Washington, D. C.: Government Printing Office,November 1982.
Other Sources
7. Knowledge and Experience of Author. HO Military AirliftCommand, Planning, Programming and Budgeting SystemDivision. Scott Air Force Base, Illinois, August 1982-August 1984.
43
BZBLZOORAPHY (CONTZNUED)
8. Planert, Michael F., Captain. Author's Coworker. HOMilitary Airlift Command, Planning, Programming andBudgeting System Division. Scott Air Force Base,Illinois, 1983-1984.
9. Purvis, Peter, GS-11. "MAC Red Switch" package. HQMilitary Airlift Command (SI). Scott Air Force Base,Illinois: Scott Air Force Base Field Printing Plant,3 October 1984.
B. Related Sources
Official Documents
10. U.S. Department of the Air Force: HO United States AirForce (CVS). Air Force Board Structure. HQ USAFOperating Instruction 21-18. Washington D.C.:Government Printing Office, 12 March 1979.
11. U.S. Department of the Air Force: HQ United States AirForce (CV). Air Force Issues Book. Washington D. C.:Government Printing Office, June 1984
12. U.S. Goverment: Office of the Secretary of Defense.FY 1985 Report of the Secretary of Defense Caspar W.Wginberger. Washington D.C.: Government PrintingOffice, 1 February 1984.
13. U.S. Department of the Air Force: HQ Tactical AirliftCommand. Prouram Element Monitor Directory. LangleyAir Force Base, Virginia: Langley Air Force BasePrinting Plant, 19 July 1983.
14. U.S. Department of the Air Force: HO United States AirForce (ACM). The Air Force Budoet Process. AFP 172-4.Washington D. C.: Government Printing Office,1 October 1984.
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FILMED
9-85
DTIC
