Command Religious Program. Therefore, it is
imperative that the RP keep the command
chaplain informed on matters relating to
expenditures which are incurred in carrying out
the functions of the CRP. This action could be
the key to ensuring that a successful program is
established and maintained.
Navy and Marine Corps commands utilize
local operation and maintenance funds for the
support of the CRP. These funds are often
limited and adequate money to satisfy all
requirements normally are not available. Conse-
quently, priorities could change and certain pro-
jects may have to be eliminated altogether. This
means that detailed attention must be given to
the determination of need, the selection of goals,
and the establishment of priorities to bring the
Command Religious Program into line with
available resources.
The CRP operates within the framework of a
three-stage planning, programming, and
budgeting system. These processes will be ex-
plained in the next few sections.
PLANNING PROCESS
Planning is the conscious process of selecting
and developing the best course of action in order
to accomplish an objective. A viable program re-
quires that the chaplain and RP develop realistic
plans and programs. Planning in the Depart-
ment of Defense system is normally projected 5
years in the future. This advanced planning re-
quires that planners carefully study anticipated
trends and changes, make an assessment of
needs, and prepare a broad-scoped plan which
defines specific goals.
PROGRAMMING PROCESS
Programming is the process of translating
program support requirements into personnel
and material resource requirements. The office
of the chaplain must operate within the manage-
ment system used by a command in order to
function effectively. This can be done most
easily by maintaining close contact with the
commanding officer, supply officer, comp-
troller, and others who are key planners in the
budgeting cycle.
BUDGETING PROCESS
Budgeting is the process of translating
approved resource requirements, both personnel
and material, into time-phased financial require-
ments. The overall budgeting process consists of
the following steps:
1. Determine the needs—it is important at
this point to show that the requirements of the
Command Religious Program are basic to the
needs of the station or unit. This relates the
mission of the CRP to the mission of the com-
mand.
2. Plan the program—this includes the
beginning of the planning stage, which involves
the tedious assembly of facts, and the realistic
setting of goals which frequently will have to be
developed within a limited budget figure.
3. Match goals with funds—this is the
translation of the planned program into actual
dollar figures. Program segments are subdivided
in this step into expense elements such as travel,
purchased services, supplies, equipment, print-
ing, etc.
4. Submit budget—the budget should be
submitted well in advance of the command’s
established time schedule. Early submission
enables the commanding officer to carefully
scrutinize the CRP budget without having to
“rush” through the data.
5. Implement program—this involves put-
ting the funded program into operation. A con-
tinuous review must be performed throughout
the fiscal year; and, reprogramming must be
implemented when required.
6. Study the results—the office of the
chaplain is provided a clear image of future
directions by keeping abreast of the present
situation. A carefully planned budget serves as a
constant reminder of the necessary steps to
accurately forecast future requirements.
7. Maintain diary—actual item expenditures
should approximately match those originally
planned and programmed. The CRP’s budget
diary is developed from this matching process
and assists in supporting future requests.
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