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. 3-19