Finanzierung Hochschul Optionen Trade Offs Und Dilemmas

Code GB, Ingersoll Hall, Raum 201 (831) 656-3953, DSN 756-3953 Rene G. Rendon, D. B.A. Associate Professor Code GB, Ingersoll Hall, Raum 331D (831) 656-3464, DSN 756-3464 Das Curriculum Acquisition and Contract Management ist ein interdisziplinäres Programm, das Management-Theorie, Buchhaltung, Wirtschaft, Finanzen, Verhaltensforschung, Management-Theorie, Operationssystems-Analyse integriert , Und spezifische Kurse in Akquisition und Contracting. Das Curriculum 815 beinhaltet eine Konzentrationsoption im strategischen Einkauf. Der Studierendeneingang umfasst Offiziere und Zivilbevölkerung von allen DoD-Diensten, anderen Bundesbehörden und alliierten Nationen. Das Curriculum ist entworfen, um Offiziere und Zivilisten mit den Fähigkeiten zu versehen, um effektiv in den Systemen zu helfen, die Büros, Feldvertragsbüros, Vertragsverwaltungsbüros und Vertragspolitikbüros kaufen. Kompetenz: Unsere Absolventen sind: Wirksame Vertragsmanager. Voraussetzungen für den Eintritt Ein Bakkalaureatsstudium mit überdurchschnittlichen Noten ist erforderlich. Der Abschluss von mindestens zwei Semestern der College-Algebra oder Trigonometrie gilt als die minimale mathematische Vorbereitung. Für die Eingabe ist ein APC von 345 erforderlich. Internationale Studierende beziehen sich auf die Zulassung für aktuelle TOEFL - und Einreisebestimmungen. Januar und Juli. Voraussetzungen für den Master of Business Administration (MBA) Grad werden auf dem Weg zur Erfüllung der pädagogischen Fähigkeiten Anforderungen erfüllt. Akquisitions - und Vertragsmanagement Subspecialty Der Abschluss dieses Curriculums qualifiziert Marineoffiziere als Akquisitions - und Vertragsmanagement Subspezialisten mit einem Subspezialitätscode 1306P, Armeeoffiziere als Funktionsbereich 51C und Offiziere des Marinekorps mit einem 9656 MOS. Das Curriculum erfüllt obligatorische Defense Acquisition University (DAU) Contracting-Kurse nach dem Defense Acquisition Workforce Improvement Act (DAWIA) erforderlich. Typical Subspecialty Jobs Direktor des Vertrages Verträge und Business Policy Stabsoffizier stellvertretender Assistant Secretary of the Navy (Akquisition) Typischer Studiengang: Curriculum 815 US Navy Studenten ergänzen auch eine zusätzliche vier Kurse, die zu den Naval War College Command und Mitarbeiter Programm Diplom. Internationale Studenten nehmen IT1500 American Life und Institutionen und IT1600 Kommunikationsfähigkeiten für internationale Offiziere in Quartalen ein und zwei. Principles of Acquisition Produktion und Qualitätsmanagement USN und USMC nur Studenten können drei zusätzliche War College-Klassen für JPME-Zertifizierung USN und USAF nur USMC und US Army nur abschließen Bildungs-Fähigkeiten Anforderungen (ESR) Acquisition Management - Curriculum 815 Subspezialisten-Code 1306P Management Grundlagen: Der Absolvent Wird die Theorie verstehen und haben die Fähigkeit, Buchhaltung, ökonomische, mathematische, statistische, Management und andere State-of-the-Art Management-Techniken und Konzepte zur Problemlösung und Entscheidungsverantwortung als militärische Manager anzuwenden. Advanced Management Concepts: Der Absolvent wird die Fähigkeit haben, erweiterte Management-und Operations Research-Techniken auf Verteidigung Probleme anzuwenden. Dazu gehören die Politikgestaltung und - ausführung, die strategische Planung, die Verteidigungsmittelallokation, die Kosten-Nutzen - und Kosteneffizienzanalyse, die föderale Finanzpolitik, computergestützte Informations - und Entscheidungsunterstützungssysteme sowie komplexe Management-Situationen, die eine umfassende integrierte Entscheidungsfindung erfordern. Akquisitions - und Vertragsgrundsätze: Der Absolvent wird die Grundsätze und Grundlagen des Erwerbs und der Vertragsgestaltung innerhalb der Bundesregierung verstehen, einschließlich der Kenntnis der Erwerbsgesetze, insbesondere der Federal Acquisitions Regulation (FAR) und der DoD FAR Supplement (DFARS) die einzigartigen Rechtsgrundsätze, die im Regierungsvertragsrecht und im einheitlichen Handelsgesetzbuch angewandt werden, sowie die Anwendung von gesunden Geschäftsgrundsätzen und - praktiken bei der Verteidigung von Vertragsabschlüssen. Darüber hinaus wird der Absolvent in der Lage sein, innovative und kreative Ansätze anzuwenden, nicht nur, um schwierige Akquisitions - und Vertragsabschlüsse zu lösen, sondern die rechtliche und regulatorische Struktur, in der Akquisitionsentscheidungen stattfinden, maßgeblich zu beeinflussen. Schließlich wird der Absolvent die Fähigkeit haben, strategische Geschäftsallianzen und Beziehungen zu konzipieren, zu entwickeln und auszuführen, die für den erfolgreichen Erwerb von Waren und Dienstleistungen notwendig sind. Akquisition und Vertragspolitik: Der Absolvent wird die Fähigkeit haben, Akquisitionspolitiken, Strategien, Pläne und Prozeduren zu formulieren und umzusetzen ein Wissen über den Gesetzgebungsprozess und die Fähigkeit, Forschung und Analyse Erwerbsgesetzgebung und ein Wissen über die staatliche Organisation für Akquisition, einschließlich Kongress , Das Allgemeine Rechnungswesen, das Bundesamt für Beschaffungswesen, die Bundes - und Militärvergabestellen, die Beschwerdekammern und das Gerichtssystem. Contracting Prozess: Der Absolvent wird verstehen, die Theorie und haben die Fähigkeit, das Feld Contracting, Kontingenz Contracting, Lieferungen und Dienstleistungen Contracting, System-Akquisition und Vertrag Verwaltung Prozesse zu verwalten. Dazu gehört die Kenntnis der Lebenszyklusprozesse des Verteidigungssystems, einschließlich der Bedarfsermittlung, der Finanzierung, der Auftragsvergabe, des Eigentums und der Entsorgung, die Fähigkeit zur Bewertung der militärischen Anforderungen, Spezifikationen und Angebote sowie die Möglichkeit, das versiegelte Angebot, wettbewerbsfähige Vorschläge und vereinfachte Akquisitionen zu nutzen Methodologien ein umfassendes Wissen über alle Vertragsarten und ihre Anwendung in der Verteidigung Akquisition Fähigkeit, Kosten-und Preis-Analysen und die Fähigkeit, verschiedene Vertragsabschlüsse, darunter neue Beschaffung, Vertragsänderungen und Änderungen, Forderungen, gerechte Anpassung Absprachen und noncompliance Fragen zu verhandeln. Business Theory und Practices: Der Absolvent wird ein Verständnis der Unternehmensphilosophie, Konzepte, Praktiken und Methoden der globalen kommerziellen industriellen Basis haben, und die Fähigkeit, diese auf die Bundesregierung Akquisition Umwelt anzuwenden. Bundes - und Verteidigungshaushalt: Der Absolvent wird in der Lage sein, die Wirtschafts - und Rechnungslegungsgrundsätze einschließlich der Geld - und Fiskentheorien zur Verteidigung von Akquisitions - und Vertragsfragen anzuwenden. Programm-Management: Der Absolvent wird ein Verständnis der Grundprinzipien und Grundlagen der Programm-Management, mit besonderem Schwerpunkt auf die Rolle des Auftragnehmers Officers und Administrative Contracting Officer und die Beziehungen mit dem Programm-Manager. Erwerbsbevölkerung: Der Absolvent wird alle Anforderungen des Defense Acquisition Workforce Improvement Act (DAWIA) erfüllen und obligatorische Vertragsabschlüsse von der Defense Acquisition University (DAU) auf den Stufen I, II, III. Ethik und Standards des Verhaltens: Der Absolvent wird die Fähigkeit haben, die Führung und Führung in den ethischen Erwägungen der militärischen Akquisition, einschließlich der Bestimmungen der Integrität der Beschaffung, und in angemessener Weise anzuwenden Verteidigung Erwerb Standards of Conduct. Strategie und Politik: Offiziere entwickeln eine Fähigkeit, strategisch zu denken, strategisch zu denken, kritische Analysen früherer militärischer Kampagnen durchzuführen und historische Lehren für künftige gemeinsame und kombinierte Operationen anzuwenden, um das Verhältnis zwischen einer Politik und Zielen der Nationen und den Wegen der militärischen Macht zu erkennen Verwendet werden. Dies wird durch die Vollendung des ersten der Naval War College-Kurs-Serie, die Service Intermediate-Level Professional Military Education (PME) und Phase I Joint PME Kredit. Analyse, Problemlösung und kritisches Denken: Der Absolvent wird zeigen, dass er in der Lage ist, Forschung und Analysen durchzuführen und die Ergebnisse schriftlich und mündlich anhand eines angewandten Projekts und einer auf dieses Curriculum abgestimmten Befehlsorientierung zu präsentieren. Ingersoll Hall, Raum 201 (831) 656-3953, DSN 756-3953 John Dillard, COL, USA (Ret.) Code GB, Ingersoll Hall, Raum 336 (831) 656-2650, DSN 756-2650 Das Curriculum Systems Acquisition Management ist ein interdisziplinäres Programm zur Integration von Geschäftsprinzipien, Programmführerschaft und Managementtheorie, Operationsanalyse und Systemtechnik. Es ist einzigartig auf Bundesverwaltung Erwerb Management und intensive Exposition gegenüber den grundlegenden Prinzipien der Akquisition Umwelt zugeschnitten. Die Kurse in diesem Curriculum gelten Business-Analyse und Problemlösungs-Techniken, die für eine effektive Major System-Programm-Management innerhalb der Struktur des DoD Akquisitions-Management. Darüber hinaus konzentriert sie sich auf die Entscheidungen und Probleme, mit denen der Akquisitionsmanager, die verschiedenen Kräfte am Arbeitsplatz in Industrie und Regierung und die Auswirkungen der Akquisitionspolitik und - strategien konfrontiert sind. Der Studierendeneingang umfasst Offiziere und Zivilisten von allen DoD-Diensten, anderen Bundesbehörden und alliierten Nationen. Kompetenz: Unsere Absolventinnen und Absolventen sind: In der Lage, modernste Akquisitionskonzepte auf Akquisitionsszenarien anzuwenden. Voraussetzungen für den Eintritt Ein Bakkalaureatsstudium mit überdurchschnittlichen Noten ist erforderlich. Der Abschluss von mindestens zwei Semestern der College-Algebra oder Trigonometrie gilt als die minimale mathematische Vorbereitung. Für die Eingabe ist ein APC von 345 erforderlich. Internationale Studierende beziehen sich auf die Zulassung für aktuelle TOEFL - und Einreisebestimmungen. Januar und Juli Voraussetzungen für den Master of Business Administration (MBA) Grad werden auf dem Weg zur Erfüllung der pädagogischen Fähigkeiten Anforderungen erfüllt. Systems Acquisition Management Subspecialty Abschluss dieses Curriculums qualifiziert eine Armee Offizier für Functional Area 51 und ein Marine Corps Offizier für MOS 9657. Department of Defense Zivilisten sind in der Regel Mitglieder der Erwerbsbevölkerung nach dem Defense Acquisition Arbeit Kraftverbesserungsgesetz (DAWIA) . Dieses Curriculum erfüllt die obligatorische Programmmanagementausbildung der Defense Acquisition University (DAWIA) für das Programmmanagement über die Stufe III und stellt bis zu 14 zusätzliche DAU-Äquivalenzen in anderen Funktionsbereichen zur Verfügung. Typische Subspezialisten-Jobs Programm-ManagerDeputy Programm-ManagerProgramm Office: ArmyAir ForceNavyMarine Corps Akquisition Kategorie I bis III (ACAT I-III) Programme Programm Vorstand (PEO) Mitarbeiter Matrix Organisation Personal Army Materiel Command (AMC) Naval Air Systems Command (NAVAIR) Kommandos (NAVSEA) Kommandos der Luftwaffensysteme Kommandos der Armee Kommunikationselektronik (CECOM) Marine Corps Systems Command (MARCORSYSCOM) Force Development Officer Test - und Evaluierungsbeauftragter Akquisition Logistics Officer Direktor, Akquisition Karriere Management, Büro des Assistant Secretary of the Army (Akquisition, Logistik und Technologie): ASAALT (DACM) Typischer Studiengang: Curriculum 816 Die untenstehende 6-Quartal-Matrix ist für US-Armee - und USAF-Studenten gedacht. USN, USMC und internationale Studenten folgen einem 7-Quartal-Programm. USN Studenten können JPME Kurse hinzufügen. Internationale Studenten nehmen auch IT1500 American Life und Institutionen und IT1600 Kommunikation Fähigkeiten für internationale Offiziere in Quartalen eins und zwei. (ESR) Systems Management Management - Curriculum 816 Management Grundlagen: Der Absolvent wird verstehen, die Theorie und haben eine Fähigkeit, Buchhaltung, wirtschaftliche, mathematische, statistische, Management-und anderen state-of-the - Kunst-Management-Techniken und Konzepte zur Problemlösung und Entscheidungsverantwortung als Department of Defense Manager. Der Absolvent wird die Fähigkeit haben, kreativ zu denken und sich mit Problemen und Problemen in einem dynamischen und herausfordernden Umfeld auseinanderzusetzen. Advanced Leadership and Management Konzepte: Der Absolvent wird die Fähigkeit haben, fortgeschrittene Führung, Management und Operations Research Techniken für Verteidigungsprobleme anzuwenden. Dazu gehören die Politikgestaltung und - ausführung, die strategische Planung, die Verteidigungsressourcenallokation, die Projektleitung, die Kosten-Nutzen - und Kosteneffizienzanalyse, die föderale Finanzpolitik, computergestützte Informations - und Entscheidungsunterstützungssysteme sowie komplexe Führungssituationen, die umfassende integrierte Führungsfähigkeiten erfordern. Programmführerschaft und Managementprinzipien: Der Absolvent wird die Grundsätze, Konzepte und Techniken der Programmführerschaft und des Programmmanagements für den Erwerb von wichtigen Verteidigungswaffensystemen verstehen und in der Lage sein. Dazu gehören die Grundsätze der Risikomanagement - und Kompromissentscheidungsanalyse unter Verwendung von Total Ownership Cost, Schedule und Performance Dynamics aus einer Sicht des gesamten Lebenszyklusmanagements. Programm-Management-Politik: Der Absolvent wird die Fähigkeit haben, Strategien, Strategien, Pläne und Verfahren des Verteidigungserwerbs zu formulieren und auszuführen, und ein Verständnis für die politischen Entscheidungsprozesse verschiedener Bundesbehörden der Exekutive, Legislative und Judikative der US-Regierung Das Department of Defense (DD), das General Accounting Office (GAO), die Kongressausschüsse, das Amt für Management und Haushalt (OMB) sowie ein Verständnis der Strategien, die für die Entwicklung und Umsetzung der Politik erforderlich sind. Systeme und Akquisition Prozess: Der Absolvent wird verstehen, die Theorie und haben die Fähigkeit, Programm-Teams führen und verwalten die Systeme Akquisition. Hierbei handelt es sich um den Systemlebenszyklusprozess für die Bedarfsermittlung, die Forschung und Entwicklung, die Finanzierung und die Budgetierung, die Beschaffung, die Systementwicklung einschließlich der Systeme der Systeme, die Prüfung und Bewertung, die Fertigung und die Qualitätskontrolle, die integrierte Logistikunterstützung, das Eigentum und die Entsorgung der Zusammenhänge zwischen Zuverlässigkeit, Wartbarkeit und Logistikunterstützung als ein Element der Systemwirksamkeit in Verteidigungssystemen und Ausrüstungsdesign und eingebetteter Waffensystemsoftware, insbesondere in Bezug auf aktuelle Richtlinien und Standards, Software-Metriken, Risikomanagement, Inspektionen, Tests, Integration und Software-Unterstützung nach der Bereitstellung. Vertragsmanagement: Der Absolvent wird die Rolle des Vertragsprozesses innerhalb des Akquisitionsumfelds, einschließlich finanzieller, gesetzlicher, gesetzlicher, technischer und verwaltungstechnischer Einschränkungen, verstehen. Business Theory und Practices: Der Absolvent wird ein Verständnis der Geschäfts-und Betriebsphilosophien, Konzepte, Praktiken und Methoden der Rüstungsindustrie im Hinblick auf die Akquisition von wichtigen Waffensystemen, insbesondere die Anwendung von soliden Geschäftspraktiken. Regierung und Industrie Budgeting und Financial Management: Der Absolvent wird ein Verständnis und die Fähigkeit haben, die Grundsätze der staatlichen und privaten Organisationsfinanzierung anzuwenden, einschließlich der Unternehmensfinanzstrukturen, der Kosten - und Finanzbuchhaltung, der Kapitalbudgetierung, der Finanzanalyse und der Finanzverwaltung Und Budgetierung Prozesse, um die Planung, Programmierung, Budgeting Execution System (PPBES). Akquisition Arbeitskraft: Der Absolvent wird alle Anforderungen des Defence Acquisition Workforce Improvement Act (DAWIA) und der obligatorischen Programmmanagement-Kurse erfüllen, die von der Defense Acquisition University (DAU) auf den Stufen I, II und III verlangt werden. Ethik und Standards des Verhaltens: Der Absolvent wird in der Lage sein, in den ethischen Erwägungen des Verteidigungserwerbs, einschließlich der Bestimmungen über die Integrität der Beschaffung, eine Führungsrolle zu leiten und eine Führungsrolle zu übernehmen sowie angemessene Verhaltensregeln für den Verteidigungserwerb anzuwenden. Analyse, Problemlösung und kritisches Denken: Der Absolvent wird zeigen, dass er in der Lage ist, Forschung und Analysen durchzuführen und die Ergebnisse schriftlich und mündlich anhand eines angewandten Projekts und einer auf dieses Curriculum abgestimmten Befehlsorientierung zu präsentieren. Finanzmanagement Curriculum James (Chris) Statler, CDR, USN-Code GB, Ingersoll Hall, Raum 201 (831) 656-3953, DSN 756-3953 Wissenschaftlicher Mitarbeiter (837) Donald E. Summers, M. S. Code GBDs, Ingersoll Hall, Raum 337 (831) 656-3632, DSN 756-3632 Finanzmanagement - Curriculum 837 Ziel des Financial Management Curriculums ist die Vorbereitung von Beamten für die Bereiche Wirtschaft, Finanzen und Analyse innerhalb der DoN und DoD. Finanzmanager unterstützen die DoNs Entscheidungsprozesse auf allen Ebenen durch die Bereitstellung genauer, zeitnaher und relevanter Informationen und Analysen. Sie befassen sich mit der optimalen Zuteilung von menschlichen, physischen und finanziellen Mitteln, um die Ziele und Ziele der DON zu erreichen und gleichzeitig effiziente und effektive Ausgaben für öffentliche Mittel zu gewährleisten. Absolventen des Financial Management Curriculums werden für die Zuordnung zu Positionen in der strategischen Planung, Business-Analyse, Finanzanalyse, Budgetierung, Buchhaltung, Business-und Finanzmanagement und interne Kontrollsysteme und Audit vorbereitet werden. Graduiertenkollegs decken Themen wie Rechnungslegungsstandards, Kostenstandards, Kostenanalyse, Budgetierung und Finanzmanagement, interne Kontrolle, Auditierung, Managementplanung und - steuerung, strategisches Ressourcenmanagement, quantitative Techniken für Planung und Steuerung, Systemakquisition und Programmmanagement, Und das Planungsprogrammierung, Budgeting Execution System (PPBES) verwendet innerhalb des Department of Defense. Kompetenz: Unsere Absolventen werden sein: Können State-of-the-art Finanzmanagement-Konzepte für militärische Management-Probleme anzuwenden. Voraussetzungen für den Eintritt Ein Bakkalaureatsstudium mit überdurchschnittlichen Noten ist erforderlich. Der Abschluss von mindestens zwei Semestern der College-Algebra oder Trigonometrie gilt als die minimale mathematische Vorbereitung. Für die Eingabe ist ein APC von 345 erforderlich. Internationale Studierende beziehen sich auf die Zulassung für aktuelle TOEFL - und Einreisebestimmungen. Januar und Juli Voraussetzungen für den Master of Business Administration (MBA) Grad werden auf dem Weg zur Erfüllung der pädagogischen Fähigkeiten Anforderungen erfüllt. Financial Management Subspecialty Abschluss dieses Curriculums qualifiziert einen US Navy Officer als Financial Management Subspezialist, subspecialty Code 3110P. Vollendung qualifiziert einen US Marine Corps Offizier für MOS 8844. Typische Subspecialty Jobs Comptroller: Naval BasesNaval Air StationsSYSCOMs Budget Analyst: Office of Budget, N-82 SYSCOMS, US STRATCOM Öffentliche Arbeiten Officer: CONUSOUTCONUS Comptroller: Naval Krankenhäuser Business Financial Managers: Programmbüros Aktion OfficerProgram Analyst: OSD Budget Analyst: OPNAV Fiscal Officer: BUMED Budget-Officer: CINPACFLTCINCLANTFLT N-82, Direktor, Abteilung für Budget und Fiskalverwaltung. Typischer Studiengang: Curriculum 837 Curriculum elective oder JPME Entspricht den DAU-Kursen ACQ101 amp ACQ102. Kann durch MN3331 ersetzt werden. Kann für ausländische Studierende durch GB3031 ersetzt werden. Die Studierenden können wählen, eine Arbeit abzuschließen. Educational Skills Requirements (ESR) Finanzmanagement - Curriculum 837 Subspezialisierungscode 3110P Management Grundlagen: Der Absolvent wird die Fähigkeit haben, quantitative Techniken, Buchhaltung, Wirtschaft, Finanzen, Organisationstheorie, Informationstechnologie und andere State-of-the-art Management anzuwenden Techniken und Konzepte zu militärischen Management-Problemen. Darüber hinaus wird der Absolvent wissen, grundlegende Management-Theorie und Praxis, die Führung, Ethik, schriftliche und mündliche Kommunikation, Organisation Design, Teambuilding, Human Resource Management, Konfliktlösung, Qualitätssicherung, Kosten-Nutzen-Analyse, Risikoanalyse, Stakeholder-Analyse und Planung in militärischen Organisationen, sowie militärische Untereinheiten und Aktivitäten. Dadurch wird sichergestellt, dass interne und externe Wahlkreise in der Ressourcenverwaltung berücksichtigt werden. Strategische Vision und Verteidigung Budgetierung: Der Absolvent wird die Rolle der Exekutive und Legislative Niederlassungen in der strategischen Planung, die Festlegung der föderalen Finanzpolitik, die Mittel für die nationale Verteidigung, Budget-Formulierung, Budgetverhandlungen, Budget-Rechtfertigung und Budget-Ausführung Strategien einschließlich der Grundsätze zu verstehen Des Bundesgesetzes. Darüber hinaus wird der Absolvent haben Kenntnisse über alle Aspekte der Bundes-, Verteidigungs-und Navy Budgetzyklen einschließlich der Planung, Programmierung, Budgetierung und Durchführung System mit Schwerpunkt auf Budget-Formulierung und Ausführung. Haushaltsmanagement: Zur Unterstützung von genehmigten Programmen wird der Absolvent in der Lage sein, angepasste, revolvierende und nicht angepasste Fonds gemäß den Vorschriften des Comptroller of the Navy und der Bundesregierung zu verwalten. Außerdem kann der Absolvent in der Lage sein, Finanzberichte zu entwickeln und zu überprüfen, die Ausführung des Haushaltsplans anhand von Betriebs - und Finanzplänen zu analysieren, Alternativpläne auf der Grundlage von Analysen der finanziellen Leistungsfähigkeit eines Unternehmens zu erstellen und Empfehlungen für Entscheidungen im Zusammenhang mit der Neuzuweisung oder Reprogrammierung von Fonds zu treffen. Die Richtlinien des Defense Finance and Accounting Systems und des Federal Accounting Standards Advisory Board sind relevant. Rechenschaftspflicht, Kontrolle und Auditierung: Der Absolvent wird in der Lage sein, Finanzdaten zu erwerben und zu analysieren und die Ergebnisse einem breit gefächerten Publikum zugänglich zu machen, einschließlich der Aufrechterhaltung eines integrierten Finanzinformationssystems und angemessenen internen Kontrollen, um rechtzeitige, genaue und konsistente Finanzinformationen sicherzustellen. In Übereinstimmung mit den Prüfungsstandards des US Government Accountability Office, den Verteidigungs - und Navy-Auditorganisationen und den professionellen Standards des American Institute of Certified Public Accountants wird der Absolvent lernen, Audit-Techniken anzuwenden, die eine solide interne Buchhaltung und administrative Kontrollen erzwingen, Schutz der Verteidigungsgüter und Gewährleistung der Vollständigkeit und Integrität der Finanzberichte. Akquisition und Programm-Management: Der Absolvent wird verstehen, der Zweck und Konzepte, Grundlagen und Philosophien des Prozesses der Verteidigungssysteme Akquisition und die praktische Anwendung der Programm-Management-Methoden in diesem Prozess. Dazu gehören Systeme Akquisition Management der Systeme Erwerb Lebenszyklus Benutzer-Produzent Akquisition Management Disziplinen und Aktivitäten und Programmplanung, Organisation, Personal, Leitung und Kontrolle. Dies erfüllt die Anforderungen an die Verteidigung Akquisition Universitätsbildung Gleichwertigkeit Anforderungen für Verteidigung Erwerb Profis wie im Kongress Verteidigung Akquisition Workforce Improvement Act (DAWIA) Wirtschaft, Effizienz und Effektivität: Der Absolvent wird die Fähigkeiten für die Lösung komplexer und unstrukturierter Management-Probleme, in denen Alternativen müssen Identifiziert, bewertet und entsprechend der ökonomischen Ressourcenbeschaffung, der effizienten Ressourcennutzung und der effektiven Verwirklichung der Ziele und Ziele der Verteidigung und der Marine ausgewählt werden. Dazu gehören Kostenanalyse, Systemanalyse, Kostenschätzung, Value Engineering, Business Process Reengineering sowie die Anwendung relevanter OMB - und Defence-Regelungen. Kostenmanagement und - analyse. Der Absolvent wird in der Lage sein, verschiedene in Verteidigungs - und Navigationsorganisationen und - tätigkeiten angetroffene Kalkulationssysteme zu entwerfen, zu implementieren und zu evaluieren, sowie solche, die in privatwirtschaftlichen Organisationen, die Geschäfte mit der Bundesregierung führen, gefunden werden. Zusätzlich zu den Strategien und Praktiken des privaten Sektors, wird der Absolvent verstehen, die Anwendung der Verteidigung Einheit kostet Leitlinien für funktionale Geschäftsfelder und das Amt für Management und Budgets Cost Accounting Standards für die wichtigsten Lieferanten von Waren und Dienstleistungen für die Bundesregierung. Strategisches Ressourcenmanagement. Der Absolvent wird über Kenntnisse der strategischen Vision und strategische Kernkompetenz Konzepte für die Festlegung der langfristigen Ziele und Ziele der Gestaltung von Programmen zur Verwirklichung von Zielen, die Eigenverantwortung für Ressourcenmanagement, Maßnahmen und Entscheidungsprozesse messen Performance-Ergebnisse und Leistung zu bewerten und zu belohnen. Dazu gehören die Beurteilung der Kundenbedürfnisse und der Kundenzufriedenheit, die Annahme von Empfehlungen und die Implementierung von Verbesserungen bei der effektiven Lieferung von Waren und Dienstleistungen an Kunden oder Nutzer. Innovation und Kreativität. Der Absolvent wird Innovationen und Kreativität bei der Entwicklung von Lösungen für komplexe Finanz-, Budget - und Programmmanagement-Themen demonstrieren, die die Effektivität der Programme und die Kundenzufriedenheit erhöhen und gleichzeitig die effiziente Nutzung der finanziellen, physischen und personellen Ressourcen kontrollieren. Dies beinhaltet die Fähigkeit, Probleme und potenzielle Bedenken, die Führung und die Zusammenarbeit mit anderen in der Entscheidungsfindung zu identifizieren, und erhalten Unterstützung für empfohlene Entscheidungen oder Handlungsweisen. Strategie und Politik. Offiziere entwickeln eine Fähigkeit, strategisch denken, kritisch analysieren Vergangenheit Militärkampagnen, und die Anwendung historischer Lehren für künftige gemeinsame und kombinierte Operationen, um die Beziehung zwischen einer Nationen Politik und Ziele und die Möglichkeiten, militärische Macht kann verwendet werden, um zu erkennen Sie. Erfüllt durch die Vollendung des ersten der Naval War College-Serie, die zu Service Intermediate-Level Professional Military Education (PME) und Phase I Joint PME Kredit. Curriculum Sponsor und Bildungsqualifikationsanforderungen Genehmigungsbehörde: Finanzmanagement (837): Leiter von Marineoperationen (N8N82) Finanzmanagement (Energy Specialty) - 838 Das Ziel des Finanzmanagements 8211 Energie Specialty Curriculum ist Vorstand für geschäftliche, finanzielle vorzubereiten und Analyse Positionen innerhalb der DoN und DoD und auch eine erweiterte Ausbildung in Energie-Problemlösung zu bieten. Finanzmanager unterstützen die DoNs Entscheidungsprozesse auf allen Ebenen durch die Bereitstellung genauer, zeitnaher und relevanter Informationen und Analysen. Sie befassen sich mit der optimalen Allokation von menschlichen, physischen, finanziellen und energetischen Ressourcen, um die Ziele und Ziele der DON zu erreichen und gleichzeitig effiziente und effektive Ausgaben für öffentliche Mittel zu gewährleisten. Absolventen der Financial Management 8211 Energy Specialty Curriculum wird für die Zuordnung zu Positionen in der strategischen Planung, Business-Analyse, Finanzanalyse, Budgetierung, Buchhaltung, Business-und Finanzmanagement und interne Kontrollsysteme und Audit vorbereitet werden. Die Graduiertenkollegs decken Themen wie Energiewirtschaft, Energiestrategie und - politik, Rechnungslegungsstandards, Kostenstandards, Kostenanalyse, Budgetierung und Finanzmanagement, interne Kontrolle, Auditierung, Managementplanung und Steuerungssysteme, strategisches Ressourcenmanagement, quantitative Methoden der Planung und Kontrolle, System-Akquisition und Programm-Management, und das Planungsprogrammierung, Budgeting Execution System (PPBES) verwendet innerhalb des Department of Defense. Kompetenz: Unsere Absolventen werden sein: Können State-of-the-art Finanzmanagement-Konzepte für militärische Management-Probleme anzuwenden. Voraussetzungen für den Eintritt Ein Bakkalaureatsstudium mit überdurchschnittlichen Noten ist erforderlich. Der Abschluss von mindestens zwei Semestern der College-Algebra oder Trigonometrie gilt als die minimale mathematische Vorbereitung. Für die Eingabe ist ein APC von 345 erforderlich. Internationale Studierende beziehen sich auf die Zulassung für aktuelle TOEFL - und Einreisebestimmungen. Januar und Juli 18 Monate (sechs Quartale) Voraussetzungen für den Master of Business Administration (MBA) Grad werden auf dem Weg zur Erfüllung der pädagogischen Fähigkeiten Anforderungen erfüllt. Finanzmanagement Subspecialty 3113-P: Finanzmanagement mit Energy Focus Typische Subspecialty Jobs AVIATORN432D FLY HRS PROGRAMM SUP PLNSPEC ASST TASK FORCE ENERGYN43E LIAISON RampDN402B LOG TECH LOGISTICSSPECIAL FÜR OPER LOGS SUP LOGLOGISTICSPLNS OFF (N412) TRA PLN AVFLGTAIROPSFHP PRCM MGMTSURFACE MOBILITY PROG MGR N - ASSIST 82, Direktor, Abteilung für Budget und Fiskalverwaltung und N45, Abteilung Energie und Umweltschutz. Typische Studiengang: Curriculum 838 Educational Qualifikationsbedarfe (ESR) Management Grundlagen Strategic Vision und Verteidigung Budgetierung Haushaltsmanagement Verantwortung, Controlling und Auditing Acquisition and Program Management Wirtschaftlichkeit, Effizienz und Effektivität Kostenmanagement und Analyse Strategische Resources Management Innovation und Kreativität Strategie und Politik Und Energie-Schwerpunkt. Der Absolvent wird die grundlegenden Konzepte verstehen und vertraut sein mit den grundlegenden funktionalen Bereichen der Energie innerhalb des Department of the Navy (DON) und dem Department of Defense (DOD). Der Absolvent wird in der Lage sein, die Kalkulation für Energieeffizienz Technologien und Protokolle verstehen und vergleichen Energieerzeugungssysteme und ihre Kostenvorteile interpretieren Risiko und Belohnung im Hinblick auf die Energieversorgungssicherheit und Energiemanagement zusammenfassen Energieverbrauch und Logistik in Kriegsführung Operationen zeigen, Verständnis der Energieerwerbspolitik, Strategie und Budgetierung und Kenntnisse über Energiequellen einschließlich Alternativen zu Erdöl und deren Kostenvorteile. (N8N82) und (N45) Informationsmanagement Curriculum Das Informationszeitalter hat eine Revolution in den Mitteln hervorgebracht, in denen wir Geschäfte und Krieg führen. Neue Technologien haben die traditionellen Ansichten des Marktes, des Supply Chain Managements und der Logistik verändert. Da die Reichweite und Komplexität der Computeranwendungen gewachsen ist, hat sich die Notwendigkeit, diese Ressourcen zu verwalten und auszunutzen, erhöht. Dieses Curriculum bietet sowohl die technischen Fähigkeiten als auch die Geschäftsidee, mit einer sich ständig weiterentwickelnden digitalen Welt umzugehen. James (Chris) Statler, CDR, USN-Code GB, Ingersoll Hall, Room 201 (831) 656-3953, DSN 756-3953 Code, Glasgow West, Raum GW-3012 (831) 656-2778, DSN 756-2778 Logistics Information Technology - Curriculum 870 der Diplom-Logistik Informationstechnologie werden die Kenntnisse Fähigkeiten und Kompetenzen zu haben: 1) verwalten Sie den Erwerb von Information Systems 2) zum verwalten von Informationssystemen und Infrastruktur-Support über Wasser und an Land 3) Lösen Information Systems Engineering und Management-Probleme individuell und in Teams 4) effektiv zu verwalten und in der heutigen sich ständig verändernden digitalen Welt 5) Entwicklung und Umsetzung wirksamer Strategien und Maßnahmen, um die Vorteile der technologischen Möglichkeiten und Risiken zu mindern 6) Assimilate neue Technologien und verwandeln Organisationen, Prozesse und Strategien auf dem Markt zu konkurrieren führen oder Auf dem Schlachtfeld. Diese Anforderungen an die allgemeine Ausbildung werden durch die folgenden pädagogischen Qualifikationsanforderungen unterstützt. Kompetenz: Unsere Absolventen werden: In der Lage, effektiv zu verwalten Logistik Information Technology. Voraussetzungen für den Eintritt Ein Bakkalaureatsstudium mit überdurchschnittlichen Noten ist erforderlich. Der Abschluss von mindestens zwei Semestern der College-Algebra oder Trigonometrie gilt als die minimale mathematische Vorbereitung. Für die Eingabe ist ein APC von 345 erforderlich. International students should refer to the Admissions section for current TOEFL and entrance requirements. Requirements for the Master of Business Administration (MBA) degree are met en route to satisfying the Educational Skills Requirements. Completion of this curriculum qualifies a U. S. Navy officer as a Logistics - Information Technology subspecialist (subspecialty code 1309P). The 1309P code is applicable only to Supply Corps Officers (310031053107). Typical Subspecialty Jobs Project Program Manager, Hardware Systems Command Business Systems Center, Project Officer Business Manager, PEO CIO, Acquisition Office Naval Supply Systems Command Typical Course of Study: Curriculum 870 NW3230 required for USN and USMC students completing JPME take all four Naval War College classes. Students may elect to complete a thesis. International students take American Life and Institutions (IT1500) and Communication Skills for International Officers (IT1600) in quarters 1 and 2. Educational Skills Requirements for Logistics Information Technology - Curriculum 870 Subspecialty 1309P Management Fundamentals. The graduate will have the ability to apply state-of-the-art concepts, tools, and methodologies from public management and business to manage DoNDoD organizations. This ability will be developed in course work that includes economic, statistical. mathematical, organizational, and managerial theories as well as long-range strategic planning techniques. Information Systems Technology: The officer will have a thorough knowledge of information systems management to include: 1) computer system components 2) computer networks: network architectures, protocols and standards 3) database management systems: database technologies, object-oriented databases, data warehouses, OLAP, technical and administrative issues involved in the design, implementation and maintenance of database management systems. Decision Support and Knowledge Management Systems: The student will have a thorough knowledge of problem identification, formulation, and application of systems to support decision making. The student will understand the purpose of executive information systems, group decision support systems, and contingency management systems and their potential impacts on public organizations and missions. The student will also be familiar with knowledge collection technologies designed to capture, categorize, store, retrieve and present knowledge. Computer Security: The student will gain fundamental knowledge of the methods for ensuring integrity, confidentiality, authentication, and availability of computer resources, distributed databases, and networks. Information Systems Analysis and Management: The officer will have a thorough knowledge of the following concepts to effectively manage the application of information systems to organizational goals: 1) Managerial Concepts: decision-making theory, microeconomics, marketing, operations analysis, statistics, financial management, organizational development, and research methodologies 2) Evaluation of Information Systems: cost-performance (effectiveness) analysis selection, evaluation, acquisition, installation and effective utilization of information systems hardware and software risk assessment 3) Systems Analysis and Design: information systems feasibility, life cycle management, system requirements determination, system performance evaluation, conversion and maintenance of legacy systems, post-implementation evaluation 4) Management of Information Systems: metrics evaluation, monitoring, capacity planning, human resource management, budgeting and financial control of computer centers, design of effective organization structure, understanding architectural constraints, control and security (INFOSEC) policies, and training requirements for both the user and support staff 5) Adapting to Technological, Organizational, and Economic Changes: Evaluation of potential impacts of new technology on information systems and organizational strategy. Military Applications: The officer must be able to combine analytical methods and technical expertise with operational experience for effective military applications to include: 1) DoD Decision-Making Process on Information Systems: DoD, DoN, OMB, and congressional decision making on information systems matters 2) Information Technology Acquisition Management: Acquisition policies and procedures of the DoD, including: statutory framework, acquisition planning, contracting, and the planning, programming, and budgeting system 3) Joint Professional Military Education (JPME) Level 1. Independent Research: The graduate will demonstrate the ability to conduct independent research analysis and proficiency in communicating the results in writing and orally by means of a field application study. The research in information technology and its management will include problem formulation, decision criteria specification, decision modeling, data collection and experimentation, analysis, and evaluation. Defense Management Curricula The Defense Management Curricula serve U. S. and international officers. The overriding objective of the curricula is to provide students with the analytical skills and critical thinking ability to solve problems and make decisions they confront in both operational and staff jobs. Students may design their own concentrations to meet their organizations unique staffing and operational needs. International officers in the Resource Planning and Management for International Defense curriculum blend courses from the Graduate School of Business and Public Policy and the National Security Affairs Department into an integrated Defense Resource program of study. James (Chris) Statler, CDR, USN Code GB, Ingersoll Hall, Room 201 (831) 656-3953, DSN 756-3953 Defense Business Management - Curriculum 809 Code GBSu, Ingersoll Hall, Room 209 (831) 656-2768, DSN 756-2768 This interdisciplinary curriculum integrates within the defense context coursework in accounting, economics, mathematics, communications, management theory, and operationssystems analysis. As a result, students develop the analytical, critical thinking, and problem-solving skills not only to understand and critically assess the processes by which management in a defense organization is accomplished, but also to manage and allocate wisely defense resources, evaluate written research, and analyze products of others throughout their careers. In addition, this curriculum permits students to design their own concentration. Students work with their Academic Associate to determine the concentration areas and courses that meet their sponsoring agency needs. Students are free to choose among any of the specific management areas available. For example, a student may elect to specialize in the relevant portion of a functional area, such as financial management, logistics, human resources and organization management, acquisition, or manpower and personnel analysis. Or, the student may choose to follow a general management program, which would include an overall balance of courses from many functional areas. Requirements for Entry A baccalaureate degree with above-average grades is required. Completion of at least two semesters of college algebra or trigonometry is considered to be the minimum mathematical preparation. An APC of 345 is required for entry. International students should refer to the Admissions section for current TOEFL and entrance requirements. January and July Requirements for the Master of Business Administration degree are met en route to satisfying the Educational Skills Requirements. Determined in consultation with the Academic Associate. Typical Course of Study: Curriculum 809 Students may elect to complete a thesis. Educational Skills Requirements (ESR) Defense Business Management - Curriculum 809 Management Fundamentals. The graduate will have the ability to apply quantitative techniques, accounting, economics, finance, organization theory, information technology, and other state-of-the-art management techniques and concepts to military management problems. Also, the graduate will know basic management theory and practice, embracing leadership, ethics, written and oral communication, organization design, team building, human resource management, conflict resolution, quality assurance, cost-benefit analysis, risk analysis, stakeholder analysis, and planning within military organizations, as well as military sub-units and activities. This ensures internal and external constituencies are considered in resource management. Strategic Vision and Defense Budgeting: The graduate will understand the roles of the executive and legislative branches in strategic planning, setting federal fiscal policy, allocating resources to national defense, budget formulation, budget negotiation, budget justification, and budget execution strategies, including the principles of Federal Appropriations Law. In addition, the graduate will have knowledge of all aspects of the federal, Defense, and Navy budget cycles including the Planning, Programming, Budgeting, and Execution System with emphasis on budget formulation and execution. Funds Management: In support of approved programs, the graduate will be able to manage appropriated, revolving, and non-appropriated funds in compliance with regulations of the Comptroller of the Navy and the federal government. Also, the graduate will be able to develop and review financial reports, analyze budget execution against operating and financial plans, develop alternate plans based on analyses of an activitys financial performance, and prepare recommendations or make decisions regarding the reallocation or reprogramming of funds. The guidelines of the Defense Finance and Accounting System and the Federal Accounting Standards Advisory Board are relevant. Accountability, Control, and Auditing. The graduate will be able to acquire and analyze financial data and communicate the results to a diverse audience, including maintaining an integrated financial information system and appropriate internal controls to ensure timely, accurate, and consistent financial information. In accordance with the auditing standards of the U. S. Government Accountability Office, the Defense and Navy audit organizations, and the professional standards of the American Institute of Certified Public Accountants, the graduate will learn to apply audit techniques that enforce sound internal accounting and administrative controls, safeguard defense assets, and assure the completeness and integrity of financial reports. Acquisition and Program Management. The graduate will understand the purpose and concepts, fundamentals and philosophies of the defense systems acquisition process, and the practical application of program management methods within this process. This includes systems acquisition management the systems acquisition life cycle user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. This satisfies the Defense Acquisition University education equivalency requirements for defense acquisition professionals as specified in Congress Defense Acquisition Workforce Improvement Act (DAWIA) Economy, Efficiency, and Effectiveness: The graduate will have the skills for solving complex and unstructured management problems in which alternatives must be identified, evaluated, and selected in accordance with economical procurement of resources, efficient utilization of resources, and effective accomplishment of overall Defense and Navy goals and objectives. This includes costbenefit analysis, systems analysis, cost estimation, value engineering, business process reengineering, and application of relevant OMB and Defense regulations. Cost Management and Analysis. The graduate will be able to design, implement, and evaluate different costing systems encountered within Defense and Navy organizations and activities, as well as those found in private sector organizations conducting business with the federal government. In addition to private sector cost management policies and practices, the graduate will understand the application of Defense unit costing guidelines to functional business areas, and the Office of Management and Budgets Cost Accounting Standards for major suppliers of goods and services to the federal government. Strategic Resource Management. The graduate will have knowledge of strategic vision and strategic core competency concepts for setting long-range goals and objectives designing programs to achieve objectives assigning individual responsibility for resource management, actions, and decision making measuring performance reporting results and evaluating and rewarding performance. This includes assessing customer needs and customer satisfaction, making recommendations, and implementing improvements in the effective delivery of goods and services to customers or users. Innovation and Creativity: The graduate will demonstrate innovation and creativity in developing solutions to complex financial, budget, and program management issues that increase program effectiveness and customer satisfaction, while controlling the efficient utilization of financial, physical, and human resources. This involves the ability to identify problems and potential concerns, providing leadership, and teaming with others in the decision-making process, and obtaining support for recommended decisions or courses of action. Strategy and Policy. Officers develop a graduate-level ability to think strategically, critically analyze past military campaigns, and apply historical lessons to future joint and combined operations, in order to discern the relationship between a nations policies and goals and the ways military power may be used to achieve them. Fulfilled by completing the first of the Naval War College series leading to Service Intermediate-level Professional Military Education (PME) and Phase I Joint PME credit. Defense Systems Management-International - Curriculum 818 James Hitt, CAPT, USN Code GB, Ingersoll Hall, Room 232 (831) 656-2470, DSN 756-2470 This curriculum is designed for international students. It provides international officers with the core MBA interdisciplinary techniques of quantitative problem-solving methods, management theory, management science, economic analysis, and financial management. These skills enable the officers to manage and allocate defense resources, evaluate written research, and analyze products of others throughout their careers. The curriculum will further provide the officers with the specific functional skills required for effective leadership and defense resources management. This curriculum permits students the opportunity to design their own concentration. Concentration areas and courses are determined after consultation with the Academic Associate. The 818 program allows students to design a program of course work specific to management effectiveness in the host countrys military system. The student may elect to specialize in the relevant portion of a functional area, such as financial management, logistics, human resources and organization management, or manpower and personnel analysis. Or, the student may choose to follow a general management program, which would include an overall balance of courses from many functional areas. International students are free to choose any of the specific management curricula available. Requirements for Entry A baccalaureate degree with above-average grades is required. Completion of at least two semesters of college algebra or trigonometry is considered to be the minimum mathematical preparation. An APC of 345 is required for entry. International students should refer to the Admissions section for current TOEFL and entrance requirements. January and July Requirements for the Master of Business Administration (MBA) degree are met en route to satisfying the Educational Skills Requirements. Determined in consultation with the Academic Associate. Typical Course of Study Resource Planning and Management - International - Curriculum 820 James Hitt, CAPT, USN Code GB, Ingersoll Hall, Room 232 (831) 656-2470, DSN 756-2470 The Resource Planning and Management for International Defense curriculum is an interdisciplinary program designed exclusively for officers and civilian employees in defense agencies of other countries. The program focuses on economic analysis, the management of financial, material, and human resources, domestic and international political institutions, civil-military relations, and the role of international law. The curriculum includes a combination of existing courses within the Graduate School of Business and Public Policy and the Department of National Security Affairs, and courses especially designed for this program. In the majority of courses, international students will study and learn with U. S. students from several other management and national security affairs curricula. Requirements for Entry A baccalaureate degree with above-average grades is required. Completion of at least two semesters of college algebra or trigonometry is considered to be the minimum mathematical preparation. An APC of 345 is required for entry. International students should refer to the Admissions section for current TOEFL and entrance requirements. January and July Requirements for the Master of Business Administration (MBA) degree are met en route to satisfying the Educational Skills Requirements. Typical Course of Study: Curriculum 820 Master of Science in Management Programs James (Chris) Statler, CDR, USN Code GB, Ingersoll Hall, Room 201 (831) 656-3953, DSN 756-3953 To prepare graduates for public service in management and leadership roles in the Defense establishments of the United States or allied nations. The program prepares graduates to manage in complex organizations and to conduct rigorous analyses of organizational problems, policies, and operations. To accomplish these goals, the program places particular emphasis on developing students quantitative and analytical skills and their ability to model complex phenomena. The Master of Science in Management degree requires: Completion of a minimum of 48 credit hours of graduate-level courses, at least 12 hours of which are at the 4000 level. Completion or validation of the Management Fundamentals program, which consists of a total of 32 quarter-hours of 2000 and 3000 level courses, including a minimum of the following hours by discipline: Accounting and Financial Management Completion of an approved sequence of courses in the students area of concentration. Completion of an acceptable thesis. Approval of the candidates program by the Dean, GSBPP. MSM Management Fundamentals Educational Skill Requirement: The graduate will have knowledge and ability to apply concepts and methodologies from the fields of accounting, financial management, economics, organization, management, strategy, and quantitative methods in developing policies for leading and managing DoNDoD programs and organizations. Core Competencies: Our graduates will be: 1. Effective defense managers. 2. Effective participants in DoD policy processes. 3. Effective problem solvers 4. Responsible public servants. 5. Able to interact effectively with a diverse defense work force. 6. Effective overseers of industry participation in defense management Defense Systems Analysis - Curriculum 817 Donald E. Summers, M. S. Code GBDs, Ingersoll Hall, Room 337 (831) 656-3632, DSN 756-3632 This curriculum provides officers with the fundamental interdisciplinary techniques of quantitative problem-solving methods, behavioral and management science, economic analysis, and financial management. The curriculum educates students to evaluate others research and analysis and to develop in them sound management and leadership skills. This curriculum is an interdisciplinary program that integrates mathematics, accounting, economics, behavioral science, management theory, operationssystems analysis, and a subspecialty into an understanding of the process by which the defense mission is accomplished. Competency: Our graduates will be: Able to analyze complex military problems. Requirements for Entry A baccalaureate degree with above-average grades is required. Completion of at least two semesters of college algebra or trigonometry is considered to be the minimum mathematical preparation. An APC of 345 is required for entry. International students should refer to the Admissions section for current TOEFL and entrance requirements. January and July Requirements for the Master of Science in Management (MSM) degree are met en route to satisfying the Educational Skills Requirements. U. S. Marine Corps officers completing this curriculum fulfill the requirements for MOS 8852. Programs and Resources, Headquarters Marine Corps Typical Course of Study: Curriculum 817 Curriculum Elective Course Vvariable. May be 3000 or 4000 level course. Educational Skills Requirements (ESR) Defense Systems Analysis - Curriculum 817 Management Fundamentals. The graduate will have the ability to apply quantitative techniques, accounting, economics, finance, organization theory, information technology, and other state-of-the-art management techniques and concepts to military management problems. Also, the graduate will know basic management theory and practice, embracing leadership, ethics, written and oral communication, organization design, team building, human resource management, conflict resolution, quality assurance, cost-benefit analysis, risk analysis, stakeholder analysis, and planning within military organizations, as well as military sub-units and activities. This ensures internal and external constituencies are considered in resource management. Strategic Vision and Defense Budgeting: The graduate will understand the roles of the executive and legislative branches in strategic planning, setting federal fiscal policy, allocating resources to national defense, budget formulation, budget negotiation, budget justification, and budget execution strategies, including the principles of Federal Appropriations Law. In addition, the graduate will have knowledge of all aspects of the federal, Defense, and Navy budget cycles including the Planning, Programming, Budgeting, and Execution System with emphasis on budget formulation and execution. Modeling and Analysis: The graduate will be well-versed in applications of probability and statistics to the modeling, simulation, and analysis of military decision problems. The graduate will have gained knowledge in all aspects of analytical studies, including reviewing, critiquing, highlighting critical assumptions, recognizing strengths and weakness of applied analytical methodologies, and evaluating study recommendations. In addition, the graduate will be able to design and conduct analytical studies. This includes formulating problems, using the analytical process to define study requirements, applying appropriate analytical methodologies, and presenting the results effectively both orally and in writing. Acquisition and Program Management. The graduate will understand the purpose and concepts, fundamentals and philosophies of the defense systems acquisition process, and the practical application of program management methods within this process. This includes systems acquisition management the systems acquisition life cycle user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. This satisfies the Defense Acquisition University education equivalency requirements for defense acquisition professionals as specified in Congress Defense Acquisition Workforce Improvement Act (DAWIA) Economy, Efficiency, and Effectiveness: The graduate will have the skills for solving complex and unstructured management problems in which alternatives must be identified, evaluated, and selected in accordance with economical procurement of resources, efficient utilization of resources, and effective accomplishment of overall Defense and Navy goals and objectives. This includes costbenefit analysis, systems analysis, cost estimation, value engineering, business process reengineering, and application of relevant OMB and Defense regulations. Cost Management and Analysis. The graduate will be able to design, implement, and evaluate different costing systems encountered within Defense and Navy organizations and activities, as well as those found in private sector organizations conducting business with the federal government. In addition to private sector cost management policies and practices, the graduate will understand the application of Defense unit costing guidelines to functional business areas, and the Office of Management and Budgets Cost Accounting Standards for major suppliers of goods and services to the federal government. Strategic Resource Management. The graduate will have knowledge of strategic vision and strategic core competency concepts for setting long-range goals and objectives designing programs to achieve objectives assigning individual responsibility for resource management, actions, and decision making measuring performance reporting results and evaluating and rewarding performance. This includes assessing customer needs and customer satisfaction, making recommendations, and implementing improvements in the effective delivery of goods and services to customers or users. Innovation and Creativity: The graduate will demonstrate innovation and creativity in developing solutions to complex financial, budget, and program management issues that increase program effectiveness and customer satisfaction, while controlling the efficient utilization of financial, physical, and human resources. This involves the ability to identify problems and potential concerns, providing leadership, and teaming with others in the decision-making process, and obtaining support for recommended decisions or courses of action. Strategy and Policy. Officers develop a graduate-level ability to think strategically, critically analyze past military campaigns, and apply historical lessons to future joint and combined operations, in order to discern the relationship between a nations policies and goals and the ways military power may be used to achieve them. Fulfilled by completing the first of the Naval War College series leading to Service Intermediate-level Professional Military Education (PME) and Phase I Joint PME credit. Curriculum Sponsor and ESR Approval Authority: Programs and Resources (PampR), HQ, USMC Manpower Systems Analysis - Curriculum 847 Ingersoll Hall, Room 204 (831) 656-2951, DSN 756-2951 The Manpower Systems Analysis Curriculum (MSA) leading to the MSM degree is designed for U. S. and international officers. Officers enrolled in the Manpower Systems Analysis curriculum at the Naval Postgraduate School undertake the challenge of an academic program designed to fill leadership and analytical roles in military manpower personnel, training, and education management. MSA subspecialists are responsible for developing and analyzing policies to ensure that the Navy and DoD are recruiting, training, utilizing and retaining personnel in the most efficient and effective ways possible. MSA is an analytical curriculum intended to develop skills necessary to perform and evaluate manpower analyses and manage the Navys Human Resource community of interest. As such, the curriculum emphasizes mathematical, statistical, and other quantitative and qualitative analysis methods. Successful completion of the curriculum yields an officer skilled in conducting manpower personnel, training, and education policy analysis. The areas covered in the MSA curriculum include an understanding of manpower, personnel, training, education policy development, managing diversity, compensation systems, enlistment supply and retention models, manpower training models, manpower requirements determination processes, career mix, enlistment and reenlistment incentives, training effectiveness measures, and hardwaremanpower trade-offs. Students gain familiarity with current models and methods of manpower analysis and economics as well as military manpower organizations, information systems and issues. The curriculum directly supports the Navy Human Resource Community of Interest. Competency: Our graduates will be: Able to analyze military manpower or personnel problems. Requirements for Entry A baccalaureate degree with above-average grades is required. Completion of at least two semesters of college algebra or trigonometry is considered to be the minimum mathematical preparation. Additional preparation in calculus and statistics is advisable. An APC of 345 is required for entry. International students should refer to the Admissions section for current TOEFL and entrance requirements. Prospective students electing MSA as a curriculum must be adequately prepared by their undergraduate course work and comfortably oriented to a quantitatively and analytically rigorous graduate curriculum. Requirements for the Master of Science in Management (MSM) degree are met en route to satisfying the Educational Skills Requirements. Completion of this curriculum qualifies an officer as a Manpower Systems Analysis Subspecialist, subspecialty code 3130P. U. S. Marine Corps officers completing this curriculum fulfill the requirements for MOS 8840. OPNAV, N-1, Chief of Naval Personnel and Subject Matter Expert, OPNAV, N14, Director of Strategic Planning and Analysis Military Personnel Plans and Policy and Headquarters - United States Marine Corps (Manpower amp Reserve Affairs) Typical Subspecialty Jobs Military Personnel Policy and Career Progression (N13) Joint Manpower Management Branch, JCS (J-1) Manpower Resources Branch, Director Total Force ProgrammingManpower (N12) Manpower and Training Analyst, DCNO (Resources, Warfare Requirements and Assessment (N801D) Manpower Plans, COMCDRPACCOMCDRLANT (N1) Naval Manpower Analysis Center (NAVMAC) Bureau of Medicine and Surgery, BUMED Marine Corps MCCDC and MampRA Headquarters - United States Marine Corps Manpower amp Reserve Affairs (MampRA) Marine Corps Combat Development Command (MCCDC) Typical Course of Study: Curriculum 847 Strategy and War Educational Skills Requirements (ESR) Manpower Systems Analysis - Curriculum 847 Subspecialty Code 3130P Management Fundamentals - Organization and Management: The graduate will have the ability to apply contemporary management principles, organizational theory, and social science methodology to the development, implementation, and management of effective MPTampE policies and programs throughout DoNDoD. The graduate will have the ability to use and understand computer systems in problem solving and will have a basic understanding of management information systems and E-Business. Budgeting and Financial Controls: The graduate will have an understanding of basic financial management practices of DoNDoD and will be able to conduct cost benefit analyses and participate in the budgetary planning of commands andor DoN programs. The graduate will have an understanding of the Planning, Programming, Budgeting Execution System (PPBES) and the ability to analyze the impact of budgetary changes on DoNDoD manpower and personnel programs and policies. Automated Data Analysis: The graduate will possess the skills in data manipulation, statistics, and exploratory data analysis to be able to formulate and execute analyses of a wide variety of manpower, personnel, and training issues. The graduate will have proficiency in computing and interactively apply a variety of methods to large-scale DoN and DoD databases. The graduate will have a working understanding of the manpower information systems. Management Fundamentals - Analytical Techniques: The graduate will be able to apply mathematical, statistical, accounting, economic and other analytical techniques and concepts to day-to-day military management issues. The graduate will be able to gather and analyze qualitative data. The graduate will also be able to use these techniques and concepts as a participant in the long-range strategic planning efforts of the Navy and DoD. Advanced Quantitative and Qualitative Analysis: The graduate will have the ability to apply a wide range of advanced organizational, economics, statistical, and mathematical techniques and concepts to manpower and personnel policies and issues. These include the use of econometric techniques in the quantitative analysis of large-scale DoNDoD manpower and personnel databases, of qualitative techniques in the analysis of survey and personnel data, of manpower decision support systems, and of Markov models in the analysis of force structure and manpower planning, forecasting, and flow models. Manpower Systems Analysis Fundamental Concepts: The graduate will have an understanding of the fundamental concepts and basic functional areas of manpower, personnel, training, and education (MPTampE) within DoNDoD as listed below, as well as an understanding of the MPTampE systems and their interrelationships. Manpower. Requirements determination billet authorizations billet costs end strength planning and total force planning and programming. Personnel. Recruiting accession plans and policies officer and enlisted community management attrition retention compensation and readiness. Training. Applications of theories of learning instructional technologies the systems approach to training evaluation of training effectiveness and cost and the relationship between training and fleet readiness. Manpower Systems Policy Analysis: The graduate will have the ability to analyze critically the strengths and weaknesses of proposed manpower, personnel, and training policies and to suggest alternatives that recognize the potential impact on DoNDoD program planning, resources, and objectives. Joint Military Strategic Planning: The graduate will have an understanding of the development and execution of military strategy, the effects of technical developments on warfare, and the processes for formulating U. S. policy, the roles of military forces, joint planning, and current issues in the defense organization. This understanding will include expertise on the combined use of active and reserve forces in joint warfare. Evaluation, Innovation, and Creativity: The graduate will demonstrate individual initiative and creativity in the application of the skills and knowledge gained from the Manpower Systems Analysis program. The graduate will select a manpower, personnel, training, or education policy or management issue of importance to DoNDoD, develop a plan to investigate the issue, analyze all of its aspects, suggest a solution as appropriate, and report the significant findings and recommendations in writing by means of a thesis. Curriculum Sponsor and ESR Approval Authority Chief of Naval Operations (N14) Executive Degree Programs James (Chris) Statler, CDR, USN Code GB, Ingersoll Hall, Room 201 (831) 656-3953, DSN 756-3953 Executive Master of Business Administration (for Military students) - Curriculum 805 Kenneth Doerr, Ph. D. Code GBHh, Ingersoll Hall, Room 313 (831) 656-3625, DSN 756-3625 William D. Hatch II, CDR, USN (Ret.) Code GBHh, Ingersoll Hall, Room 339 (831) 656-2463, DSN 756-2463 The Executive Master of Business Administration (EMBA) is a defense-focused general management program for more senior DoN officers (805) and senior DoN civilians (see 807 curriculum). The program design and coursework capitalizes on the current managerial and leadership experience of program participants. Specifically, the EMBA goals are to provide participants with A solid background in management fundamentals Focus on financial management and acquisition knowledge and abilities Analytical and critical thinking skills to make decisions under conditions of extreme uncertainty Opportunities for interaction so that managers can learn from each other Projects and activities relevant for todays knowledge-driven, team-based environment The EMBA is a 24-month, part-time, distance learning degree program. Classes meet once a week, approximately 6-7 hours per day, depending on course units. Competencies: Our graduates will: 1. Develop a senior-level leadership mindset toward people, processes, and organizational systems. 2. Learn to think critically and analytically to make quality decisions under conditions of uncertainty. 3. Learn about defense-relevant public service values and implement decisions taken to promote those values. 4. Synthesize information from a wide range of areas to research or help guide research of a complex, defense-related problem. Requirements for Entry The program has the following admissions criteria: Undergraduate degree from an accredited four-year college or university APC of 245 (GPA gt 2.6) The 805 EMBA program entry dates are March and September (807 entry date is January). Completion of this program results in an Executive Master of Business Administration degree. Requirements for the degree are met by: Completing 39 hours of core EMBA courses, including Capstone Project courses, and 17 credit hours of an approved sequence of BPP electives, for a combined total of 56 credit hours The 17 hours of approved electives can be tailored to meet student sponsor needs and Remaining a student in quotgood academic standingquot as defined by NPS criteria. Completion of the EMBA degree program qualifies an officer for subspecialty code 3100P, Resource Management-Defense Focus. Educational Skill Requirements Approval Authority: N8N82 Typical Course of Study: Curriculum 805 Collaborative Problem Solving II Educational Skills Requirements (ESR) Executive MBA - Curriculum 805 Subspecialty Code 3100P Business Ethics and Moral Development: The graduate will understand the ethical challenges of the global Defense business environment facing senior Navy corporate business leaders and resource managers, and develop the critical thinking and analytical skills required to address complex issues. In addition, the students will develop a personal approach to achieve ethical outcomes in the decision making process. Complex Systems Thinking. The graduate will be able to diagnose complex Navy and DoD problems from a systems perspective and offer solutions that maintain system alignments. Managing and Leading Complex Change. The graduate will understand the managerial and leadership levers required to institute and manage complex change and the implementation strategies necessary to ensure change initiatives reach all organizational levels. Strategic Thinking. The graduate will have knowledge of senior-level decision-making processes under conditions of significant uncertainty within the unique context of DoD organizations. In addition, students will learn how to implement these decisions, evaluate their effectiveness, and determine steps to take if desired outcomes arent reached. Analysis for Efficiency and Effectiveness: The graduate will be able to use various statistical methods to solve complex and unstructured problems in which alternatives will be evaluated and selected based on cost and systems analysis factors. This includes the use of probability theory, decision models and decision analysis, decision trees, forecasting, and simulation to make decisions under conditions of uncertainty with competing objectives. Program Management Policies: The graduate will have an ability to execute Defense acquisition policies, strategies, plans and procedures an understanding of the policy-making roles of various federal agencies of the executive, legislative and judicial branches of the Government, particularly the Department of Defense (DoD), the General Accounting Office (GAO), congressional committees, the Office of Management and Budget (OMB) and an understanding of the strategies necessary to influence policy development and implementation. System Acquisition Process: The graduate will understand the theory of the systems acquisition process. This involves the major system life cycle process for requirements determination, research and development, funding and budgeting, procurement, systems engineering, test and evaluation, manufacturing and quality control, integrated logistics support, ownership and disposal the interrelationship between reliability, maintainability and logistics support as an element of system effectiveness in Defense systemequipment design and embedded weapon system software, particularly related to current policies and standards, software metrics, risk management, inspections, testing, integration, and post-deployment software support. Federal and Defense Budgeting. The graduate will understand the roles of the executive and legislative branches in setting FederalDefense fiscal policy, allocating resources to national defense, budget formulation, negotiation, and execution strategies. In addition, the graduate will have knowledge of all aspects of the Federal, Defense, and Navy budget cycles including the Planning, Programming, Budgeting and Execution (PPBE) process with emphasis on budget formulation and execution of the budget authority provided by Congress in response to DoD budget requests, including an evaluation of the expected benefits to be derived under funded programs. Defense Financial Management. The graduate will understand how appropriated, revolving, and non-appropriated funds are to be managed in compliance with regulations of the Comptroller of the Navy and the federal government. Also, the graduate will understand and be able to review financial reports, ask pointed questions about budget execution against operating and financial plans, assess the quality of alternate plans based on analyses of an activitys financial performance, and determine the quality of recommendations regarding the reallocation or reprogramming of funds. The graduate will be familiar with federal and private sector financial reporting systems, standards, and practices. Cost Management and Analysis: The graduate will be able to understand and evaluate different costing systems encountered within Defense and Navy organizations and activities as well as those found in private sector organizations conducting business with the federal government. In addition to private sector cost management policies and practices, the graduate will understand cost accounting standards applicable to Federal organizations and to private sector suppliers of goods and service to the federal government. Defense Economics. The graduate will be able to apply the fundamental tools of micro - and macroeconomic theory to Defense management and resource allocation decisions. Additionally, the student will understand markets and their interactions with Defense acquisition and contracting processes, the national security implications of globalization, and efficiency in Defense decision making. OperationsSupply Chain Management: The graduate will understand the management of manufacturing and service operations and how Defense managers can effectively design and control operational processes to achieve world-class performance in these types of operations. The student will also have a knowledge of the use of strategic purchasing initiatives to derive a competitive advantage from Defense procurement and sourcing strategies to achieve increased efficiency and enhanced performance in the global Defense and commercial supply chain management environments. Evaluation, Innovation, and Creativity: The graduate will demonstrate innovation and creativity in developing solutions to complex financial, budgetary, personnel, program management, or acquisition issues in response to the business need of a senior naval clientstakeholder. This involves the ability to identify and evaluate problems or opportunities, team with others to conduct in-depth analysis, and recommend courses of action for the client to better execute assigned Navy responsibilities. The solutions will be given to the client in a formal presentation and a technical report. Executive Master of Business Administration (for Civilian students) - Curriculum 807 Kenneth Doerr, Ph. D. Code GBHh, Ingersoll Hall, Room 313 (831) 656-3625, DSN 756-3625 William D. Hatch II, CDR, USN (Ret.) Code GBHh, Ingersoll Hall, Room 339 (831) 656-2463, DSN 756-2463 The Civilian Executive Master of Business Administration (EMBA) is a defense-focused general management program for more senior DoN civilians. The program design and coursework capitalizes on the current managerial and leadership experience of program participants. Specifically, the EMBA goals are to provide participants with A solid background in management fundamentals Focus on financial management and acquisition knowledge and abilities Analytical and critical thinking skills to make decisions under conditions of extreme uncertainty Opportunities for interaction so that managers can learn from each other Projects and activities relevant for todays knowledge-driven, team-based environment The Civilian EMBA is a 24-month, part-time, distance learning degree program. Classes meet once a week, approximately 6-8 hours per day, depending on course units. Competencies: Our graduates will: 1. Develop a senior-level leadership mindset toward people, processes, and organizational systems. 2. Learn to think critically and analytically to make quality decisions under conditions of uncertainty. 3. Learn about defense-relevant public service values and implement decisions taken to promote those values. 4. Synthesize information from a wide range of areas to research or help guide research of a complex, defense-related problem. Requirements for Entry The program has the following admissions criteria: GS-12 and above or equivalent Undergraduate degree from an accredited four-year college or university APC of 245 (GPA gt 2.6) The Civilian EMBA program entry date is January. Completion of this program results in an Executive Master of Business Administration degree. Requirements for the degree are met by: Completing 39 hours of core EMBA courses, including Capstone Project courses, and 17 credit hours of an approved sequence of BPP electives, for a combined total of 56 credit hours The 17 hours of approved electives can be tailored to meet student sponsor needs and Remaining a student in quotgood academic standingquot as defined by NPS criteria. Educational Skill Requirements Approval Authority: N8N82 Typical Course of Study: Curriculum 807 Collaborative Problem Solving II Educational Skills Requirements (ESR) Civilian Executive MBA - Curriculum 807 Business Ethics and Moral Development: The graduate will understand the ethical challenges of the global Defense business environment facing senior Navy corporate business leaders and resource managers, and develop the critical thinking and analytical skills required to address complex issues. In addition, the students will develop a personal approach to achieve ethical outcomes in the decision making process. Complex Systems Thinking. The graduate will be able to diagnose complex Navy and DoD problems from a systems perspective and offer solutions that maintain system alignments. Managing and Leading Complex Change. The graduate will understand the managerial and leadership levers required to institute and manage complex change and the implementation strategies necessary to ensure change initiatives reach all organizational levels. Strategic Thinking. The graduate will have knowledge of senior-level decision-making processes under conditions of significant uncertainty within the unique context of DoD organizations. In addition, students will learn how to implement these decisions, evaluate their effectiveness, and determine steps to take if desired outcomes arent reached. Analysis for Efficiency and Effectiveness: The graduate will be able to use various statistical methods to solve complex and unstructured problems in which alternatives will be evaluated and selected based on cost and systems analysis factors. This includes the use of probability theory, decision models and decision analysis, decision trees, forecasting, and simulation to make decisions under conditions of uncertainty with competing objectives. Program Management Policies: The graduate will have an ability to execute Defense acquisition policies, strategies, plans and procedures an understanding of the policy-making roles of various federal agencies of the executive, legislative and judicial branches of the Government, particularly the Department of Defense (DoD), the General Accounting Office (GAO), congressional committees, the Office of Management and Budget (OMB) and an understanding of the strategies necessary to influence policy development and implementation. System Acquisition Process: The graduate will understand the theory of the systems acquisition process. This involves the major system life cycle process for requirements determination, research and development, funding and budgeting, procurement, systems engineering, test and evaluation, manufacturing and quality control, integrated logistics support, ownership and disposal the interrelationship between reliability, maintainability and logistics support as an element of system effectiveness in Defense systemequipment design and embedded weapon system software, particularly related to current policies and standards, software metrics, risk management, inspections, testing, integration, and post-deployment software support. Federal and Defense Budgeting. The graduate will understand the roles of the executive and legislative branches in setting FederalDefense fiscal policy, allocating resources to national defense, budget formulation, negotiation, and execution strategies. In addition, the graduate will have knowledge of all aspects of the Federal, Defense, and Navy budget cycles including the Planning, Programming, Budgeting and Execution (PPBE) process with emphasis on budget formulation and execution of the budget authority provided by Congress in response to DoD budget requests, including an evaluation of the expected benefits to be derived under funded programs. Defense Financial Management. The graduate will understand how appropriated, revolving, and non-appropriated funds are to be managed in compliance with regulations of the Comptroller of the Navy and the federal government. Also, the graduate will understand and be able to review financial reports, ask pointed questions about budget execution against operating and financial plans, assess the quality of alternate plans based on analyses of an activitys financial performance, and determine the quality of recommendations regarding the reallocation or reprogramming of funds. The graduate will be familiar with federal and private sector financial reporting systems, standards, and practices. Cost Management and Analysis: The graduate will be able to understand and evaluate different costing systems encountered within Defense and Navy organizations and activities as well as those found in private sector organizations conducting business with the federal government. In addition to private sector cost management policies and practices, the graduate will understand cost accounting standards applicable to Federal organizations and to private sector suppliers of goods and service to the federal government. Defense Economics. The graduate will be able to apply the fundamental tools of micro - and macroeconomic theory to Defense management and resource allocation decisions. Additionally, the student will understand markets and their interactions with Defense acquisition and contracting processes, the national security implications of globalization, and efficiency in Defense decision making. OperationsSupply Chain Management: The graduate will understand the management of manufacturing and service operations and how Defense managers can effectively design and control operational processes to achieve world-class performance in these types of operations. The student will also have a knowledge of the use of strategic purchasing initiatives to derive a competitive advantage from Defense procurement and sourcing strategies to achieve increased efficiency and enhanced performance in the global Defense and commercial supply chain management environments. Evaluation, Innovation, and Creativity: The graduate will demonstrate innovation and creativity in developing solutions to complex financial, budgetary, personnel, program management, or acquisition issues in response to the business need of a senior naval clientstakeholder. This involves the ability to identify and evaluate problems or opportunities, team with others to conduct in-depth analysis, and recommend courses of action for the client to better execute assigned Navy responsibilities. The solutions will be given to the client in a formal presentation and a technical report. Executive Degree Programs James (Chris) Statler, CDR, USN Code GB, Ingersoll Hall, Room 201 (831) 656-3953, DSN 756-3953 Master of Science in Contract Management (DL) - Curriculum 835 Matthew Kremer, CDR, USN, M. S. Code GB, Ingersoll Hall, Room 203 (831) 656-6397, DSN 756-6397 Christina Hart, Ph. D. Code GB, Ingersoll Hall, Room 318 (831) 656-6269 DSN 756-6269 The Master of Science in Contract Management (MSCM) degree is designed to provide civilians in the Department of Defense (DoD) and other federal government agencies an advanced education in the concepts, methodologies and analytical techniques necessary for successful management of acquisition and contracting within complex organizations. The curriculum focuses on problem solving and decision making within the acquisition environment utilizing case studies, teaming exercises, hands-on applications, active participation, and other similar activities. Lecture and laboratory tasks require the application of critical thinking to problem solving within actual situations. The MSCM Program embodies an interdisciplinary approach to problem solving and analysis, including quantitative financial analysis, economics, and public and private sector operations. The curriculum is designed to provide civilians with the knowledge, skills, and abilities to manage and lead effectively in systems buying offices, field contracting offices, contract administration offices, and contracting policy offices. Competencies: Our graduates will be effective contract managers. Requirements for Entry Candidates for the program must have achieved the following: a baccalaureate degree with a minimum undergraduate quality point rating (QPR) of 2.20. January, April, July, October. (Dependent on cohort availability) Eight Distance-Learning Quarters Navy Department civilians may apply for the MSCM by submitting an online application, and adhere to your service or agency application process. For further information, contact the Academic Associate for this curriculum or the Program Officer. The Master of Science in Contract Management degree requires: Completion of a minimum of 48 credit hours of graduate-level courses, at least 12 that are at the 4000 level. (Credit hour requirement does not include 4 hours assigned for the Joint Applied Project.) Completion of an acceptable Joint Applied Project, with at least one advisor from the Graduate School of Business and Public Policy. Approval of the candidates program by the Dean, Graduate School of Business and Public Policy. Typical Course of Study: Curriculum 835 Joint Applied Project Educational Skills Requirements (ESR) Contract Management - Curriculum 835 Advanced Management Concepts. The graduate will have the ability to apply advanced management theory and techniques to problems in both the public and private sectors. This includes policy formulation and execution, strategic planning, resource allocation, federal fiscal policy, computer-based information and decision support systems, and complex managerial situations requiring comprehensive integrated approaches. The graduate will have the ability to apply state-of-the-art management concepts and practices to problem solving and decision-making responsibilities as middle and senior managers. Acquisition and Contracting Principles. The graduate will have an understanding of and will be able to apply the principles and fundamentals of acquisition and contracting within the federal government including knowledge of the acquisition laws and regulations, particularly the Federal Acquisition Regulation (FAR) and the Defense FAR Supplement (DFARS) the unique legal principles applied in government contract law and the Uniform Commercial Code and the application of sound business principles and practices to Defense contracting problems. Further, the graduate will be able to apply innovative and creative approaches not only to resolve difficult acquisition and contracting issues but to significantly influence the legal and regulatory structure within which acquisition decision making occurs. Finally, the graduate will have the ability to conceptualize, develop and execute strategic business alliances and relationships necessary to the successful acquisition of goods and services. Contracting Process. The graduate will understand the theory of and have the ability to manage the field contracting, system acquisition and contract administration processes. This involves a knowledge of the defense system life cycle processes, including requirements determination, funding, contracting, ownership, and disposal an ability to evaluate military requirements, specifications, and bids and proposals an ability to utilize the sealed bid, competitive proposals and simplified acquisition methodologies a comprehensive knowledge of all contract types and their application in Defense acquisition an ability to conduct cost and price analyses and an ability to negotiate various contracting actions including new procurement, contract changes and modifications, claims, equitable adjustment settlements, and noncompliance issues. Acquisition and Contracting Policy. The graduate will have an ability to formulate and execute acquisition policies, strategies, plans and procedures a knowledge of the legislative process and an ability to research and analyze acquisition legislation and a knowledge of the government organization for acquisition, including Congress, the General Accounting Office, the Office of Federal Procurement Policy, the federal and military contracting offices, the Boards of Contract Appeals, and the court system. Business Theory and Practices. The graduate will have an understanding of the business philosophy, concepts, practices and methodologies of the commercial industrial base (both domestic and global) and the ability to apply these to the federal government acquisition environment. Defense Financial Management and Budgeting. The graduate will have an ability to apply sound financial management theories, principles and practices to defense acquisition and contracting issues, including fiscal and monetary policy. Production and Quality Management. The graduate will have an understanding of principles and fundamentals of Production and Quality Management, with particular emphasis on the Procuring Contracting Officers and Administrative Contracting Officers roles and relationships with industry and the Government Program Manager. Analysis and Application. The graduate will demonstrate an ability to apply acquisition, contracting and management principles in dealing with the significant issues encountered in managing the contracting process in one of the following areas: (1) major weapon systems acquisition, (2) research and development, (3) field procurement, and (4) facilities contracting. Ethics and Standards of Conduct. The graduate will have an ability to manage and provide leadership in the ethical considerations of military acquisition, including the provisions of procurement integrity, and to appropriately apply Defense acquisition standards of conduct. Acquisition Work force. The graduate will satisfy all requirements of the Defense Acquisition Workforce Improvement Act (DAWIA) and mandatory contracting courses required by the Defense Acquisition University (DAU) at Level III. Analysis, Problem Solving and Critical Thinking. The graduate will demonstrate the ability to conduct independent research and analysis, and proficiency in presenting the results in writing and orally by means of a thesis and a command-oriented briefing appropriate to this curriculum. Master of Science in Program Management (MSPM) - Curriculum 836 Code GBNb, Ingersoll Hall, Room 206 (831) 656-3620, DSN 756-3620 Christina Hart, Ph. D. Code GB, Ingersoll Hall, Room 318 (831) 656-6269 DSN 756-6269 The Master of Science in Program Management (MSPM) degree is designed to provide primarily civilians (officers may participate with sufficient time on station to complete the program) in the Department of Defense (DoD), other federal agencies, and a limited number of DoD contractor personnel, an advanced education in the concepts, methodologies and analytical techniques necessary for successful management of programsprojects within complex organizations. The curriculum focuses on leadership, problem solving and decision making within the acquisition environment utilizing case studies, teaming exercises, hands-on applications, active participation and integrative exercises. Lecture and laboratory tasks require the application of critical thinking to problem solving within notional and actual situations. Student input includes civilians (officers) from all DoD services and other federal agencies. The curriculum is designed to provide graduates with the knowledge, skills and abilities to manage and lead effectively in the federal government acquisition environment. Competencies: Our graduates will: 1. Be effective managers of defense organizations. 2. Be effective participants in DoD policy making. 3. be leaders and program managers in the DoD acquisition system. Requirements for Entry Candidates for the program must have achieved the following: a baccalaureate degree with a minimum undergraduate quality point rating (QPR) of 2.20 full certification at Level II or higher in any discipline under the provisions of the Defense Acquisition Workforce Improvement Act (DAWIA) (or equivalent certification for non-DoD personnel). In addition to institutional funding support, students must also provide a command endorsement letter of support from their command or home organization. April and October (dependent on sufficient demand) Eight Distance-Learning Quarters The Master of Science in Program Management degree requires: Completion of a minimum of 48 credit hours of graduate-level courses, at least 12 which are at the 4000 level. Completion of an acceptable joint applied project, with at least one advisor from the Graduate School of Business and Public Policy. Approval of the candidates program by the Dean, Graduate School of Business and Public Policy. The Curriculum Sponsor is the Director, Acquisition Career Management (DACM) in the Office of the Assistant Secretary of the Army (Acquisition, Logistics and Technology). The curriculum satisfies the mandatory Level III Defense Acquisition University (DAU) in Program Management and provides numerous other DAU certifications satisfying requirements of the Defense Acquisition Workforce Improvement Act (DAWIA) and provides qualifying training and education for critical acquisition positions. (For those who have not already obtained certification in the Test amp Evaluation Systems Engineering and ManufacturingProduction, Quality Assurance career fields, this program achieves Level II in these career fields, as well as satisfying Intermediate Software Acquisition Management (SAM 201)). Typical Course of Study: Curriculum 836 Joint Applied Project Educational Skills Requirements (ESR) Program Management - Curriculum 836 Management Fundamentals. The graduate will understand the theory of and have an ability to apply accounting, economic, mathematical, statistical, managerial and other state-of-the-art management techniques and concepts to problem solving and decision-making responsibilities as Department of Defense managers. The graduate will have the ability to think creatively, addressing issues and problems in a dynamic, challenging environment. Advanced Leadership and Management Concepts. The graduate will have the ability to apply advanced leadership, management and operations research techniques to defense problems. This includes policy formulation and execution, strategic planning, defense resource allocation, project leadership, cost benefit and cost effectiveness analysis, federal fiscal policy, computer-based information and decision support systems, and complex managerial situations requiring comprehensive integrated leadership abilities. Program Leadership and Management Principles. The graduate will have an understanding of and will be able to apply the principles, concepts, and techniques of Program Leadership and Program Management to the acquisition of major defense weapon systems. This includes the principles of risk management and tradeoff decision analysis using Total Ownership Cost, schedule and performance dynamics from a total life cycle management perspective. Program Management Policies. The graduate will have an ability to formulate and execute Defense acquisition policies, strategies, plans and procedures an understanding of the policy-making roles of various federal agencies of the Executive, Legislative and Judicial branches of the Government, particularly the Department of Defense (DoD), the General Accounting Office (GAO), Congressional committees, the Office of Management and Budget (OMB) and an understanding of the strategies necessary to influence policy development and implementation. Systems Acquisition Process. The graduate will understand the theory of and have an ability to lead program teams and manage the systems acquisition process. This involves the system life cycle process for requirements determination, research and development, funding and budgeting, procurement, systems engineering, including systems of systems, test and evaluation, manufacturing and quality control, integrated logistics support, ownership and disposal the interrelationship between reliability, maintainability and logistics support as an element of system effectiveness in Defense systemequipment design and embedded weapon system software, particularly related to current policies and standards, software metrics, risk management, inspections, testing, integration, and post-deployment software support. Contract Management. The graduate will understand the role of the contracting process within the acquisition environment including financial, legal, statutory, technical and managerial constraints in the process. Business Theory and Practices. The graduate will have an understanding of the business and operating philosophies, concepts, practices and methodologies of the defense industry with regard to major weapon systems acquisition, particularly the application of sound business practices. Government and Industry Budgeting and Financial Management. The graduate will have an understanding of and an ability to apply the principles of government and private organizational financing including corporate financial structures, cost and financial accounting, capital budgeting techniques, financial analysis, and Defense financial management and budgeting processes to include the Planning, Programming, Budgeting Execution System (PPBES). Acquisition Workforce. The graduate will satisfy all requirements of the Defense Acquisition Workforce Improvement Act (DAWIA) and mandatory Program Management courses required by the Defense Acquisition University (DAU) at Levels I, II, and III. Ethics and Standards of Conduct. The graduate will have an ability to manage and provide leadership in the ethical considerations of defense acquisition, including the provisions of procurement integrity, and to appropriately apply defense acquisition standards of conduct. Analysis, Problem Solving and Critical Thinking. The graduate will demonstrate the ability to conduct research and analysis, and proficiency in presenting the results in writing and orally by means of an applied project and a command-oriented briefing appropriate to this curriculum. Curriculum Sponsor and ESR Approval Authority 836 U. S. Army ASAALT (DDACM) Non-Degree Professional Development Programs The Graduate School of Business and Public Policy also administers several non-degree professional development programs consisting of both graduate education and professional courses taught in residence or via distance learning modes. Below is a brief explanation of each program. Certificate in Stability, Security and Development in Complex Operations - Curriculum 210 Karen Guttieri, Ph. D. Quarters E Building 279 The purpose of the program is to provide a professional education program to the civil affairs community focusing on the relevant, requisite skills identified by the Department of Defense, as necessary for implementing Irregular Warfare, on a global scale. NPS faculty have studied post-911 shifts in operational environments and adaptations in the various CA doctrines, force structure, training and deployments. This program develops a conceptual framework for analyzing key civil affairs and psychological operations and provides graduate level education to participants in order to enhance their effectiveness as they plan and execute complex operations. The program aims to capture civil affairs and psychological operations operational and tactical innovations, and resulting lessons. Requirements for Entry A baccalaureate degree with above-average grades is desired. An academic profile code of 365 is required. DL: 15 Oct821124 Nov IR: 27 Nov821121 Dec DL: 14 Jan821123 Feb IR: 25 Feb821122 Mar DL: 1 Apr821111 May IR: 13 May821131 May DL: 24 Jun82113 Aug IR: 5 Aug821130 Aug Graduate Certificate Requirements Requirements for the Certificate in Stability, Security, and Development in Complex Operations are met by successful completion of all three courses. The Security, Stability and Development in Complex Operations (SSDCO) Certificate Program consists of three courses delivered in hybrid residence status. Phase one of the certificate involves distance learning over a three to four week period. Phase two entail four weeks of intensive in-residence coursework. Phase three of the certificate includes three to four weeks of distance learning to complete required coursework for course grade (as opposed to a passfail). The program content and projects challenges the student academically and addresses problems of interest to the DoD with specific emphasis on the challenges of civil-military relations and human dynamics. Advanced Acquisition Program (AAP) - Certificate in Program Management - Curriculum 211 Code GBDj, Ingersoll Hall, Room 336 (831) 656-2650, DSN 756-2650 The Advanced Acquisition Program (AAP) is a 12-month, part-time, distance learning graduate certificate program that can also earn graduate credit toward NPS masters degree programs. Designed for both the DoD acquisition workforce and other professionals working with system acquisition and program management processes, the Advanced Acquisition Program provides a flexible, on-site alternative for education and Defense Acquisition Workforce Improvement Act (DAWIA) Program Management Level III certification. The AAP provides Acquisition Professionals and those associated with the DoD acquisition process an education resource for achieving DAWIA Level III Certification in Program Management with no student travel. This program is funded by the students parent command, and is designed to accommodate professionals who are unable to travel away from the office for weeks of education. Schedules are coordinated with sponsoring commands, avoiding conflicts with major projects and deadlines The AAP is a three-phased graduate certificate program of seven courses delivered over four NPS academic quarters. While the three phases must be completed in sequence, there is no requirement to complete them in the normal one-year timeframe (four academic quarters). AAP is a graduate-level program of in-depth acquisition and program management education, earning successful students 19.5 graduate credit hours towards a masters degree. It also provides DoD students with up to 195 hours of Continuous Learning under the USD (ATampL) Continuous Learning Program (CLP), 31.5 Continuing Education Units (CEU), 6.33 Business Credits toward the requirement for 24 for the GS-1102 series. The combined courses are equivalent to Defense Acquisition Universitys ACQ101, ACQ201, PMT250 and PMT352. Requirements for Entry A baccalaureate degree with above-average grades is desired. At the beginning of any quarter throughout an academic year (Jan, Apr, Jul, Oct). Graduate Certificate Requirements Requirements for the graduate certificate in program management are met by successful completion of all seven courses. Graduate credit is obtained by maintenance of a 3.0 grade point average on a 4.0 scale. Should a graduate of the Advanced Acquisition Program matriculate into the Master of Business Administration degree program in the Systems Acquisition Management (816) curriculum, or the Master of Science in Program Management (836), graduate credit for AAP courses will be applied to the curricula as appropriate. U. S. Army Tank Automotive Command, Warren, MI U. S. Army Soldier Support Center, Natick, MA U. S. Navy Undersea Warfare Center, Newport, RI U. S. Navy Surface Warfare Center, Dahlgren, VA. The program is administered with a phased approach: Phase I is a full-quarter distance-learning course taught via VTC (6 hours in class per week) concentrating on Acquisition and Program Management breadth. Students who have completed ACQ101, 201, and PMT250 can omit this phase. Phase II is a series of five one-week courses (40 hours in class per week) taught on-site at the command. Phase III is a full-quarter, distance-learning course taught via VTC (4 hours of class per week) concentrating on Program Leadership through examination of case studies from actual Defense systems, IPT exercises, and application and written analysis of program management concepts. Required Courses: Curriculum 211 Acquisition Management Distance Learning Program (AMDLP) - Curriculum 212 Christina Hart, Ph. D. Code GB, Ingersoll Hall, Room 318 (831) 656-6269 DSN 756-6269 The Naval Postgraduate School offers acquisition management distance education graduate acquisition courses that satisfy certain Defense Acquisition University (DAU) mandatory training requirements and Defense Acquisition Workforce Improvement Act (DAWIA) requirements for 24 semester-hours of business subjects. These courses can also be taken for continuing education that can lead to a masters degree program. These courses are offered primarily by video tele-education (VTE) distance learning methods. Requirements for Entry Courses are offered to both military and federal civilians. Undergraduate degree is preferred. Courses must be sponsored in full by a federal organization. Organizations interested in sponsoring courses must have a standards-based H.320- compatible system with a dial-up network capability at 384KPS (3- ISDN lines). The NPS AMDLP program manager can help arrange cost sharing partnerships between various interested organizations. Contact the AMDLP program manager for more information and the latest price list. Available Program of Courses NPSDAU equivalent courses are listed in the below matrix. Advanced Principles of Defense Acquisition and Program Management DAU: ACQ101201, PMT250 Available: Every quarter Fundamental Principles of Defense Acquisition and Program Management Available: Every quarter Advanced Principles of Defense Acquisition and Program Management Available: Every quarter Fundamental Principles of Government Acquisition and Contracting DAU: CON90. 100, 121, 124 and 127 Management Functions and Decision-making Techniques for Best Value Competitively Negotiated Contracts Examination of the Federal Government Legal Structure for Contracts with Private Industry Concepts, Processes and Methods of Strategic Logistics Planning and Execution Principles and Concepts of Production and Quality Management in Defense Acquisition Management of Mission Critical Computer Resources In defense Software Acquisition Systems Engineering in the Defense Acquisition and Project Management Environment Management of Advanced Systems Engineering Available: Every Quarter Test and Evaluation of Defense Weapon Systems Army Cost Management Certificate (DL) - Curriculum 214 (Inactive) Teresa (Terry) Rea Code GB, Ingersoll Hall, Room 231A (831) 656-7962, DSN Program: This program is closed to new admissions. Previous catalog descriptions of this program are found in the Past Edition Archives at this link: nps. eduAcademicsAdmissionsRegistrarAcademicCatalog. Certificate in Civil Military Operations and the Rule of Law (Res amp DL) - Curriculum 215 Paula Philbin, Ph. D. Ingersoll Hall, Room 364B Well-functioning justice institutions and government bound by the rule of law are vital to security and development. America8217s interest in the rule of law abroad is expressed in the 2010 US National Security Strategy, calling for the US to quotimprove its capability to strengthen the security of states at risk of conflict and violence, quot including internal, external, and regional security, quotrespect for human rights and the rule of lawquot and quotadministrative and oversight capability of civilian security sector institutions, and the effectiveness of criminal justice. quot The 2010 Quadrennial Defense Review calls Civil Affairs quotthe vanguardquot of Defense Department support to US government agency assistance to partner nations in the rule of law. The goal of this certificate program is to provide Civil Affairs, Psychological Operations, and related rule of law practitioners with the knowledge and skills needed in order to provide effective support to rule of law missions in a variety of operational environments, from conflict prevention to post-conflict stabilization. The three courses comprising the program are integrated in order to educate students on the rule of law at all levels, including international conventions, national and regional rule of law systems, and local governance and traditional rule of law mechanisms. Civil Military Operations and the Rule of Law is a graduate certificate that complements the NPS program Stability, Security and Development in Complex Operations (SSDCO). These hybrid distributedin-residence program are particularly tailored to the needs of Reserve personnel. Requirements for Entry Applicants for the CMO and Rule of Law program must have an earned bachelors degree from a regionally accredited academic institution, and in the absence of a waiver, the NPS certificate in Stability, Security and Development in Complex Operations (SSDCO). While GSBPP will accept applications from virtually all undergraduate major fields, admissions decisions will primarily be based on adequate performance in social science and humanities classes. The program is sponsored by the United States Army Civil Affairs and Psychological Operations Command. We welcome related rule of law practitioners on a space-available basis. Graduate Certificate Requirements Requirements for the Certificate in Civil Military Operations and the Rule of Law are met by successful completion of all three courses. Distributed learning: Ap. 1 - May 11 In-residence: May 13-31 Place-holder. Do not remove. ltGB1000 - GB3510 Coursesgt GB1000 Quantitative Skills for Graduate Management Studies (0-3) WinterSummer This course is intended to help prepare students in the Graduate School of Business and Public Policy. The objective of the course is to reduce student8217s difficulties with quantitative tools in core courses, and allow them to focus on subsequent course materials. This is achieved through problem solving sessions that ensures the student has proficiency in basic pre-algebra, algebra, and graph-readingdrawing skills as demonstrated by weekly exams. GB2000 MBA Group Meetings (0-2) WinterSummer GB3010 Managing for Organizational Effectiveness(4-0) WinterSummer Organizations, including defense organizations, are complex, purposive, open systems. As open systems, they face challenges of external adaptation and effectiveness and of internal coherence and efficiency. Our purpose is to understand the structures and processes that make up organizations in order to appreciate how they succeed and why they falter or fail. Our focus is on organizational diagnosis, which requires us to apply relevant theories to evaluate organizational performance. To do this, we will examine topics that include: organizational structure, motivation and reward systems, organizational culture, power and conflict, effective teams, and the leadership characteristics involved in effectively managing todays organizations. Although these topics are relevant to all organizations, we will pay special attention to their application in the context of the DoD and military organizations. Prerequisite: Enrollment in GSBPP Degree Program. GB3012 Communication for Managers (3-0) WinterSummer This course provides DoD and international military officers and civilians with the communication strategies and skills to manage and lead in the dynamic DoD environment. Instruction focuses on assessing various communication models, making strategic media choices, writing effective informative documents, developing associates communication competencies through various feedback roles, and giving lucid briefings. Prerequisite: GB3010 Open to MBA students, or by consent of instructor. GB3014 Ethics for Public Managers (1-0) WinterSummer An introduction to problem analysis and moral reasoning in the context of business, commerce, and government service. Ethics is distinguished from routine requirements of legal compliance by emphasizing how classical forms of moral reasoning (such as utilitarianism, and the ethics of duty) can address and help resolve practical problems and case studies drawn from recent practice about which the law itself is largely silent. Free enterprise conceptions of profit-making are compared with government and public service conceptions of acquisition and contracting. Enrollment limited to 30 students per course section. Written assignments and final exam required. Five weeks of instruction (10 hours: 1-0). Prerequisite: none. GB3030 Marketing Management (3-0) FallSpring Focuses on managerial skills, tools and concepts required to produce a mutually satisfying exchange between consumersusers organizations and providers of goods, services and ideas. Emphasis on understanding the marketplace, individual parts of the marketing program (product, pricing, distribution and communication), and strategic formulation (orientation, target segmentation, positioning). GB3031 Acquisition Management for International Students (3-0) FallSpring This is the MBA core acquisition course for MBA international students in non-acquisition curricula. It introduces principles of public procurement management by examining acquisition policy issues, management strategies, contracting decisions, and contract management processes. Major international procurement models and systems will be introduced, including the US Federal Acquisition Regulation, Transparency Internationals Integrity Pacts, the UN Model Law on Procurement, the EU Public and Defense Procurement Directives, the World Bank Procurement and Integrity Guidelines, and the World Trade Organization Agreement on Government Procurement. Concepts, strategies and tools for planning, organizing, staffing, directing and controlling acquisition programs are examined. Acquisition topical areas include: anti-corruption measures, acquisition planning, the competition requirements, source selection, risk management, quality assurance, protests, transparency and publicity mechanisms, research and development, and contracting management. While the US defense acquisition system may be examined for comparative purposes, the major emphasis through case studies and readings is on international perspectives and issues. Another major emphasis of the course is on Foreign Military Sales (FMS) and the application of international procurement law concepts to the FMS process. Prerequisite: None. GB3040 Managerial Statistics (4-0) FallSpring GB3040 is an introduction to the science and art of converting data into information for managerial and policy analysis. This course focuses on the descriptive and inferential statistical concepts useful for conducting basic managerial and policy analysis. Topics include measurement scales, descriptive statistics for quantitative and qualitative data, basic probability concepts and distributions, sampling theory and sample design, sampling distributions, point and interval estimation, hypothesis testing, goodness-of-fit tests, contingency table tests, correlation analysis, and multiple regression analysis. Excel statistical tools will be utilized for data analysis and presentation. Follow-on courses in GSBPP will build on the statistical foundations in GB3040. Prerequisites: College algebra and knowledge of Excel. Open to MBA students, or by consent of instructor. GB3042 Operations Management (4-0) WinterSummer 8220Operations Management8221 is defined as the design, operation, and improvement of the operational systems that create and deliver an organization8217s primary products and services. Accordingly, this course is about the fundamentals of managing manufacturing and service operations and how DoD managers can effectively design, manage and control operational processes. The course design consists of two inter-linked modules -- (1) process analysis, and (2) process improvement and control. Within the two modules, the course addresses topics such as process description and analysis, capacity management, theory of constraints, inventory management, waiting line management (queuing models), supply chain management, enterprise resource planning, and Lean Six Sigma. Prerequisite: None. GB3050 Financial Reporting and Analysis (4-0) WinterSummer This course covers theory, concepts, and practices underlying financial Accounting and Financial Reporting. The conceptual structure underlying the reporting of economic events in the form of the balance sheet, the income statement, and the statement of cash flows is first presented. Accounting recognition and measurement issues surrounding revenues, expenses, assets, liabilities and equity are introduced and analyzed. Finally, different forms of financial analysis based on financial report information are addressed. Throughout the course, emphasis is placed on the manager or user perspective. Attention is given to the federal government financial reporting model and standards. Prerequisite: Enrollment in the GSBPP Degree Program. GB3051 Cost Management (3-0) FallSpring (DL) This course introduces students to cost management concepts and theories which are used by managers to make decisions on the allocation of financial, physical, and human resources to achieve strategic as well as short-term organizational goals and objectives and evaluate performance using financial and non-financial measures. The course is designed for those having a prior course in financial reporting and analysis or financial accounting. Cost management includes traditional tools and techniques such as cost behavior for decision making, activity costing, cost allocation, and standard costing. Prerequisite: GB3050. GB3070 Economics of The Global Defense Environment (4-0) WinterSummer (DL) This course develops the fundamental tools of microeconomics and macroeconomics, and applies them to defense management and resource allocation. The course centers on defense applications of economic theory. Topics covered include: defense and the macro economy markets and their interactions with defense acquisition and contracting national security implications of globalization and efficiency in defense decision making. Prerequisite: MA2XXX College algebra or equivalent. GB3510 Defense Financial Management Practice (3-0) FallSpring This course is designed for MBA students and presumes the student has a foundation including the PPBE system and Congressional Authorization and Appropriation processes. This course concentrates on financial management practices within DoD as distinct from policy and budgeting theory. The course covers the actors and activities and mechanics of building and defending budgets. It covers funding mechanisms for programs and activities, addressing the proper use and management of appropriated, reimbursable, and revolving funds. Basic principles of fiscal law are explored. It then addresses financial management and stewardship topics including budgetary accounting, management of cost drivers, the relationship between comptrollership and contracting, and internal controls. Contemporary financial management issues are discussed. Exercises and case studies are used to develop the students ability to apply financial management concepts to real life situations. Prerequisite: GB4053 or permission of the instructor. ltGB4014 - GB4490 Coursesgt GB4014 Strategic Management (4-0) FallSpring Strategic Management entails the establishment of an organizations direction and the implementation and evaluation of that direction in view of the organizations external environment and its internal capabilities. The principal aim of this course is the transfer and adaptation of the principles of business strategic management to the Department of Defense and other government agencies. In previous courses, students concentrated on the functional elements of management (e. g. accounting, finance, acquisition, logistics, contracting, etc.). This course addresses the challenges of setting direction and implementing strategies for the total system or whole organization. Cases and approaches from the public and private sectors enable students to develop the knowledge, skills, and abilities to strategically think, plan, and manage. Prerequisite: GB3010. GB3012 . GB4015 Management of Change (3-0) WinterSummer This course recognizes and describes the dilemmas inherent in any effort to change a human system. Emphasis is placed on strategies and technologies for planning, managing, and implementing change. The course emphasizes approaches to planning and managing change that reflect the complexity of organizations comprised of several interdependent systems--technology, structure, task, culture, and people. The course is application-oriented and intended to enhance skill development. Prerequisite: GB4014. GB4021 Strategic Management of IT (3-0) SpringFall The management of Information Technology (IT) within the government and corporate environments has become a function that is shifting from the traditional IT management structure to the General Manager. In todays environment, it is imperative to understand the importance of and unique issues related to technology. Network Centric Warfare has been deemed mission critical to the success of the military now and in the future. This course provides the student with a general understanding of the key components and underlying concepts related to the valuation of technology within organizations. Topics include e-business, e-government, strategic outsourcing, software make vs. buy decisions, business process, re-engineering with technology, and the impacts of technology on force transformation. The course is not intended to be focused on the technical aspects of technology, but rather on the impact of technology on the manner in which DoD organizations function. Prerequisite: GB3042 or onsent of instructor. GB4043 Business Modeling and Analysis (3-0) WinterSummer This course introduces mathematical modeling for a sound conceptual understanding of the decision-making process. This course familiarizes the students with applications, assumptions, and limitations of the quantitative methods in modeling. It focuses on the development of mathematical and spreadsheet models, the verification of those models, sensitivity analysis of the solutions generated from a model, and the implementation of those solutions. Some of the topics covered include linear programming, non-linear and integer programming, simulation, and forecasting. The process of modeling and particular modeling tools are applied to business problems in finance, acquisition, logistics and manpower planning. Prerequisite: GB3040 . GB4044 Defense-Focused Managerial Inquiry (3-0) FallSpring Fundamentally, this is a course in thinking critically and analytically. It is also a unique, practical opportunity for students to develop a research question, methodology, and proposal for their MBA project or masters thesis. Indeed, many students can expect to complete the initial stages of their MBA project or thesis by fulfilling the course requirement for a team-based research report. As Cooper and Schindler write: 8220Research is any organized inquiry carried out to provide information for solving problems. Business research is a systematic inquiry that provides information to guide business decisions. This includes reporting, descriptive, explanatory, and predictive studies. The managers of tomorrow will need to know more than any managers in history. Research will be a major contributor to that knowledge. Managers will find knowledge of research methods to be of value in many situations. They may need to conduct research either for themselves or for others. As buyers of research services, they will need to be able to judge research quality. Finally, they may become research specialists themselves.8221 Punch prefers to describe research as 8220organized common sense,8221 since it 8220supports the idea that good research is within the grasp of many people.8221 In this way, we can 8220simplify the more technical aspects of research methods, and enhance understanding, by showing the logic behind them.8221 This course similarly seeks to examine the logic of research methods--recognizing that these methods may differ across disciplines and subspecialties--rather than focus on detailed models or procedures that may hold little meaning for the militarys managers. It is not a course in rules or required steps rather, it is a course in understanding the principles, concepts, and range of techniques that define the craft of research. Prerequisite: None. GB4052 Managerial Finance (3-0) FallSpring This course provides an overview of the basic concepts and principles of financial management in the private sector and its implication on government contracting. It is designed to provide insights into the financial decision - making process encountered by commercial enterprises. The major emphasis is on financial environment, risk and return analysis, valuation models, cost of capital determination, optimal capital structure, and short-term and long-term financing. Prerequisite: GB3050 . GB4053 Defense Budget Policy and Financial Management Systems (4-0) WinterSummer This course analyzes the resource requirements process within the Department of Defense (DoD) and in the executive and legislative branches of the federal government. It begins with a summary of the current threat situation and potential changes to it. Once the threat is defined, the study of the resource allocation process to meet the threat begins. The course covers the resource planning and budgeting processes of the Department of the Navy, DoD and the federal government. It includes the politics of executive and congressional budgeting, and DoD budget and financial management processes and procedures including budget formulation and execution. It also includes analysis of the Planning, Programming, Budgeting Execution System (PPBES) used by DoD to plan, budget and implement national defense resource management policy and programs. Other areas included are budget process and fiscal policy reform and the dynamics of internal DoD competition for resources. Executive and congressional budget processes are assessed to indicate how national security policy is resourced and implemented through the budget process. Spending for national security policy is tracked from budget submission through resolution, authorization and appropriation. Budget formulation, negotiation, and execution strategies are evaluated to indicate the dynamics of executive-legislative competition over resource allocation priorities. Supplemental appropriation patterns and current year budget execution patterns and problems are also considered. Prerequisite: GB3010 and GB3070. or GB4070 . GB4070 Energy Economics (4-0) Spring This is an applied economics course in which microeconomic analysis will be applied to energy-related phenomena. The course begins with an introduction to basic microeconomic theories and tools, including the forces driving supply, demand, and market equilibrium. With these tools, the student will explore the fundamental issues surrounding the economics of energy production and use, and how government intervention, both at the domestic level and at the international level, influences energy markets. Specific attention is paid to the ways in which energy is similar and dissimilar to other goods and services that are traded in the economy. Throughout the course, emphasis will be placed on the practical application of economic theories and concepts to important public policy issues. The defense department is the largest consumer of energy in the federal government, and this course will equip students to be better stewards of energy resources. Prerequisites: None. GB4071 Economic Analysis and Defense Resource Allocation (4-0) FallSpring Develops the tools and techniques of economic efficiency to assist public sector decision makers in analyzing resource allocation in government activities. Focuses on developing the principles of cost-benefit analysis (CBA) and cost-effectiveness analysis (CEA). Stresses the application of CBA and CEA to specific investment projects, programs and policies in the federal government, especially in the Department of Defense. Prerequisites: GB3070 or GB4070 . GB4090 MBA Project (0-6) WinterSummer MBA Project. Prerequisite: Open to MBA students, or by consent of instructor. GB4410 Logistics Engineering (4-0) WinterSummer The concept of integrated logistics support in the design and maintenance of weapon systems. Operational requirements, reliability, system maintenance concept, functional analysis, life cycle costs, logistics support analysis, systems design, test and evaluation, production, sparerepair parts management are discussed. This course also covers topics in logistics information technology, inventory management culture and commercial-sector best practices for military. Case studies include logistics life-cycle cost, reliability and readiness analysis for major weapon systems. Prerequisite: GB3042 or equivalent. GB4430 Defense Transportation System (4-0) WinterSummer This course examines how the Defense Transportation System supports the DoD mission, including the responsibilities of USTRANSCOM and its Transportation Component Commands, CONUS transportation and strategic lift, as well as institutional constraints and other managerial issues. Prerequisite: None. GB4440 Simulation Modeling for Management Decision Making (4-0) WinterSummer Modeling and risk analysis for managerial decision making. Case studies of simulation modeling applications to weapon system acquisition, logistics, transportation, distribution, communications and production systems. Prerequisite: GB3040 or other introductory probability and statistics (may be taken concurrently). GB4450 Logistics Strategy (4-0) FallSpring DAU Equiv: LOG 304. This is the logistics capstone course. The course explores and analyzes the concepts, processes and methods of strategic planning and execution emphasizing aggressive proactive techniques to ensure maximum logistics influence on major weapon systems acquisition as well as optimum life cycle management of fielded systems. Cultural constraints of the current logistics environment and how to succeed in it is a significant focus of the course. The course examines and analyzes key opportunities for maximum logistics influence in requirements, development, contracting, test and evaluation, reliability, and maintainability as well as financial management and communications. The course features logistics management relevance to service roles and missions. The course employs lectures, guided discussions, case studies, role-playing, panel discussions, and lessons learned in the DoD acquisition environment. For the final examination project, the class is divided into teams and produces a comprehensive strategic plan for logistics for a fictitious major program. Prerequisite: GB3051 and GB4052 recommend GB3510 unless enrolled in the MBA Energy Program. GB4460 Logistics Risk Assessment and Control (4-0) FallSpring This course addresses the risk assessment and control issues that are inherent in most logistics decisions. Risk control topics include Safety Stock, Safety Capacity and Safety Lead Time, as well as Statistical Process Control. Risk assessment and valuation topics include Portfolio Selection, Real Options and Value-At-Risk. Monte Carlo Simulation will be used as a primary tool for assessing risk, and will be contrasted with Discounted Cash Flow approaches. Students should also develop an understanding of the theoretical underpinnings of risk assessment through a comparison of prescriptive versus descriptive (e. g. Prospect Theory) approaches to the study of risk judgments. Prerequisites: GB3040, and GB3042 or permission of instructor. GB4480 Supply Chain Management I (4-0) FallSpring This course is designed to provide a broad discussion about the various issues impacting the supply chain of organizations. A supply chain is a network of organizations that supply and transform materials, and distribute final products to customers. Supply chain management (SCM) is a broadly defined term for the analysis and improvement of flows of material, information, and money through this network of suppliers, manufacturers, distributors, and customers. The objective of SCM is to deliver the right product to the right customer at the right time. SCM emphasizes inventory-service level tradeoffs across the chain of players that together provide the product to a customer. Many companies andor divisions have added Supply Chain Analyst positions that frequently report to high-level managers. Ultimately, logistics and SCM activities are concerned with coordinating demand and supply. Common elements in that coordination are the management of materials (inventories), the location of materials (warehouses), and the movement of materials (transportation). As part of the coordination, an analyst must consider product and process designs as well as information flows between various players in the network. These elements will form the basis of this course. We will review some elements of basic theory and consider applications of the theory in cases that span operational and strategic concerns. Prerequisites: GB3042 or OA3501. GB4490 Special Topics in Supply Chain Networks (4-0) Fall This course focuses on conceptual understanding of the Supply Chain Networks for decision-making. The course builds the knowledge for identifying distribution and transportation networks and to optimize it using advanced analytical tools. To incorporate the bigger picture of network optimization problem, the course includes real applications in private sector as well as in military and non-governmental organizations. This is done with the analysis and discussion of articles of diverse applications such as (1) Ammunition requirement planning for the Canadian army (2) Elkem (a Norwegian company) redesigning its supply chain using optimization (3) SCM at the USCG repair and supply center (4) Location of disaster recovery centers in Florida County. ltGB4510 - GB4999 Coursesgt GB4510 Strategic Resource Management (4-0) WinterSummer The objective of this course is to integrate business analysis, financial analysis, and strategic analysis in solving complex management problems involving the allocation of scarce resources to achieve overall organization objectives. Resources here are not limited to financial resources but also include human and physical resources. The course will make use of a wide variety of management tools such as value chain analysis, competitive strategy, market positioning, supply chain management, activity analysis, target costing, cost of quality, and business process improvement techniques. Prerequisites: Completion of GB3051 and all MBA Core courses. GB4520 Internal Control amp Audit (3-0) FallSpring This course provides an introduction to the objectives of and activities related to internal control and audits, including design and evaluation of internal controls, auditing standards, audit reports, audit evidence, and audit tests. The course includes an overview of audits of financial reports and records and of government operations, with attention given to Government Auditing Standards. Prerequisite: GB3051. Management Accounting. GB4530 Management Control Systems (4-0) SpringFall Overview of internal controls processes. Study of the design, implementation, and evaluation of management planning and control systems in Navy and Defense organizations with comparisons to large, complex private sector organizations. Specific topics include the need for planning and control, strategic planning, the resource allocation process, organization of the management control function, measurement of inputs and outputs, budgeting, reporting, and performance evaluation. Prerequisite: GB3051 . GB4540 Conrad Seminar (2-2) WinterSummer This course provides DoD military officers with an awareness of real life implementation of the education they have received in the MBA (FM) curriculum. There are lectures on the Budgeting process Senior level guest speakers from the Department of the Navy and Department of Defense discuss current Financial Management issues with the students. International Students are welcomed to participate as an elective. The lab sessions task students with applying knowledge from class lecturesdiscussions. Examples of application include solving cases or analyzing actual outcomes from the budgeting process. The intent is to better prepare students for actual tasks they may expect in their first assignment. This course is graded pass fail. Prerequisite: GB3510. GB4550 Advanced Financial Reporting (4-0) WinterSummer This course explores both underlying theory and practical applications of financial reporting and analysis. The course builds on financial reporting foundations presented in an introductory course and on basic concepts covered in auditing, economics, and finance courses. The course first develops an understanding of alternative accounting measurements, and then examines how alternative accounting policies are selected in a dynamic financial reporting environment that includes owners creditors employees professional analysts portfolio managers and regulatory agencies. Finally, the course will determine how best to communicate financial performance and financial position to decision makers, users, and managers. Prerequisites: GB3051. GB4052. GB3510 . GB4560 Defense Financial Management (3-0) FallSpring This course focuses on the competencies required of a Defense Financial Manager. It examines the diverse concepts, theories, and practices addressed in numerous specialty courses and ties them together in the framework of Defense Financial Management. The areas of coverage include: the Government Resource Management Environment, the Defense Resource Management Environment, Personnel Management, Manpower Management, Management and Internal Controls, Fiscal Law, the Planning, Programming, Budgeting Execution System (PPBES), Cost and Economic Analysis, Business Management Process Improvement, Accounting, Finance, and Auditing. Prerequisite: None. GB4999 Elective (4-0) FallSpring Elective course to be selected by student with approval by academic associate. GE Courses (EMBA Program) Place-holder. Do not remove. ltGE3010 - GE3510 Coursesgt GE3010 Organizations As Systems and Structures (3-0) WinterSummer GE3010 Organizations As Systems and Structures (3-0) WinterSummer Open to EMBA DL students only. Defense organizations are purposive systems comprising tasks and technologies, vertical and lateral coordination structures and processes, reward systems, and individual motivation. This course prepares leaders to understand the organizational system components and their relationships: inputs (e. g. environment, history), design factors (i. e. people, task, structure, culture) and outputsoutcomes (e. g. productivity, satisfaction, growth). A primary focus is on the organizational level of analysis and includes such topics as environment, hierarchy and structural configuration, with special emphasis on the context and organization of DoD. Applications and cases address command and control, joint task forces and network centric operations with attention to organizational theory and design tradeoffs. Prerequisite: None. GE3011 Management of Teams (2-0) WinterSummer Open to EMBA DL students only. Teams are a building block of todays organizations. Teams are evident throughout DoD in such forms as operational squads, integrated product teams (IPTs), RampD innovation teams, and Joint Task Forces. The course examines the differences between groups and teams, between leader-managed and self-managed teams, between virtual and face-to-face teams, and between effective and ineffective teams. Analysis of effective teams include such issues as team dynamics, decision making, rewards, commitment, and the management of conflict (inter-personal, intra-team, and inter-team) in which power, influence and negotiation play central parts. Prerequisite: None. GE3042 Operations Management (4-0) As Required Open to EMBA students only. An overview of operations in military and commercial systems. The course has three sections: (1) Creating processes, including a survey of process types, capacity planning, and service system design (2) Controlling processes, including MRPERP systems and the role of information and (3) Coordinating processes, including inventory management, purchasing, and supply chain management. Prerequisite: GE3043. GE3050 Financial Reporting and Analysis (3-0) WinterSummer Open to EMBA DL students only. This course covers theory, concepts, and practices underlying Financial Accounting and Financial Reporting. The conceptual structure underlying the reporting of economic events in the form of the balance sheet, the income statement, and the statement of cash flows is first presented. Accounting recognition and measurement issues surrounding revenues, expenses, assets, liabilities and equity are introduced and analyzed. Finally, different forms of financial analysis based on financial report information are addressed. Throughout the course, emphasis is placed on the manager or user perspective. Attention is given to the federal government financial reporting model and standards. Prerequisite: None. GE3051 Cost Management (3-0) Spring Open to EMBA DL students only. This course introduces students to cost management concepts and theories which are used by managers to make decisions on the allocation of financial, physical, and human resources to achieve strategic as well as short-term organizational goals and objectives and evaluate performance using financial and non-financial measures. The course is designed for those having a prior course in financial reporting and analysis or financial accounting. Cost management includes traditional tools and techniques such as cost behavior for decision making, activity costing, cost allocation, and standard costing. Prerequisite: GE3050. GE3070 Economics for Defense Managers (3-0) As Required Open to EMBA DL students only. Develops the fundamental tools of microeconomics and macroeconomics, and applies them to defense management and resource allocation. Course centers on defense applications of economic theory. Topics covered include: defense and the macro economy markets and their interactions with defense acquisition and contracting national security implications of globalization and efficiency in defense decision making. Prerequisite: MA2XXX, College algebra. GE3109 Ethics and Moral Development (3-0) As Required Offered to EMBA students in their first quarter: The objective of this course is to provide newly-enrolled Executive MBA students with an introduction to the ethical challenges of the global Defense business environment facing Navy corporate business leaders and resource managers. Through the use of case analyses and discussion, the course will explore the application of ethical thinking to contemporary issues in the private and public sectors. The course goals include: 1) introduce ethical concepts which are relevant to the moral and ethical dilemmas inherent in business decisions 2) help students develop the critical thinking and analytical skills required to address complex issues 3) identify the range of ethical problems facing senior leaders in business and government and 4) encourage the students to develop a personal approach to achieve ethical outcomes in the corporate-level decision-making process. The students will use the managerial perspective and critical thinking skills developed in this course throughout the remainder of their studies to identify the ethical dimension in the process of formulating and implementing Navy policy and business strategies required to build and maintain the Fleet of the 21st Century. Prerequisite: None. GE3221 Principles of Acquisition and Program Management I (3-0) As Required Open to EMBA students only. This is the first of two courses which provides the student with an understanding of the underlying concepts, fundamentals and philosophies of the Department of Defense systems acquisition process and the practical application of program management methods within this process. The course examines management characteristics and competencies, control policies and techniques, systems analysis methods and functional area concerns. Techniques for interpersonal relationships will be examined in team exercise settings. Topics, from a program management perspective, include the evolution and current state of systems acquisition management, the system acquisition life cycle, requirements analysis, systems engineering, contract management, resource management, test and evaluation, user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. Case studies are used to analyze various acquisition issues. Defense Acquisition University (DAU) has granted MN 3221-MN3222, GE3221-GE3222 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, PMT 251, PMT 257, BCF 102 and BCF 103. PREREQUISITE: None. GE3222 Principles of Acquisition and Program Management II (3-0) As Required Open to EMBA students only. This is the second of two courses which provides the student with an understanding of the underlying concepts, fundamentals and philosophies of the Department of Defense systems acquisition process and the practical application of program management methods within this process. The course examines management characteristics and competencies, control policies and techniques, systems analysis methods and functional area concerns. Techniques for interpersonal relationships will be examined in team exercise settings. Topics, from a program management perspective, include the evolution and current state of systems acquisition management, the system acquisition life cycle, requirements analysis, systems engineering, contract management, resource management, test and evaluation, user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. Case studies are used to analyze various acquisition issues. Defense Acquisition University (DAU) has granted MN 3221-MN3222, GE3221-GE3222 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, PMT 251, PMT 257, BCF 102 and BCF 103. Prerequisite: GE3221 or consent of instructor. GE3510 Defense Financial Management Practice (3-0) As Required For EMBA students. This course is designed for MBA students and presumes the student has a foundation including the PPBE system and Congressional Authorization and Appropriation processes. This course concentrates on financial management practices within DoD as distinct from policy and budgeting theory. The course covers the actors and activities and mechanics of building and defending budgets. It covers funding mechanisms for programs and activities, addressing the proper use and management of appropriated, reimbursable, and revolving funds. Basic principles of fiscal law are explored. It then addresses financial management and stewardship topics including budgetary accounting, management of cost drivers, the relationship between comptrollership and contracting, and internal controls. Contemporary financial management issues are discussed. Exercises and case studies are used to develop the students ability to apply financial management concepts to real life situations. Prerequisite: None. ltGE4015 - GE4510 Coursesgt GE4016 Strategic Management (4-0) WinterSummer Strategic Management entails the establishment of an organizations direction and the implementation and evaluation of that direction in view of the organizations external environment and its internal capabilities. The principal aim of this course is the transfer and adaptation of the principles of business strategic management to the Department of Defense and other government agencies. In previous courses, students concentrated on the functional elements of management (e. g. accounting, finance, acquisition, logistics, contracting, etc.). This course addresses the challenges of setting direction and implementing strategies for the total system or whole organization. Cases and approaches from the public and private sectors enable students to develop the knowledge, skills, and abilities to strategically think, plan, and manage. PREREQUISITES: NONE. GE4043 Business Modeling and Analysis (3-0) As Required Open to EMBA students only. This course introduces mathematical modeling for a sound conceptual understanding of the decision-making process. This course familiarizes the students with applications, assumptions, and limitations of the quantitative methods in modeling. It focuses on the development of mathematical and spreadsheet models, the verification of those models, sensitivity analysis of the solutions generated from a model, and the implementation of those solutions. Some of the topics covered include linear programming, non-linear and integer programming, simulation, and forecasting. The process of modeling and particular modeling tools are applied to business problems in finance, acquisition, logistics and manpower planning. Prerequisites: None. GE4052 Managerial Finance (3-0) As Required Study of capital budgeting techniques. This course provides an overview of the basic concepts and principles of financial management in the private sector and its implication on government contracting. It is designed to provide insights into the financial decision-making process encountered by commercial enterprises. The major emphasis is on financial environment, risk and return analysis, valuation models, cost of capital determination, optimal capital structure, and short-term and long-term financing. Prerequisite: GE3050 . GE4053 DoD Mission and Resource Determination 4-0) As Required This course analyzes the resource requirements process within the Department of Defense (DoD) and in the executive and legislative branches of the U. S. federal government. It begins with a summary of the current threat situation and potential changes to it. Once the threat is defined, the study of the resource allocation process to meet the threat begins. The course covers the resource planning and budgeting processes of the Department of the Navy, DoD and the federal government. It includes the politics of executive and congressional budgeting, and DoD budget and financial management processes and procedures including budget formulation and execution. It also includes analysis of the Planning, Programming, Budgeting Execution System (PPBES) used by DoD to plan, budget and implement national defense resource management policy and programs. Other areas included are budget process and fiscal policy reform and the dynamics of internal DoD competition for resources. Executive and congressional budget processes are assessed to indicate how national security policy is resourced and implemented through the budget process. Spending for national security policy is tracked from budget submission through resolution, authorization and appropriation. Budget formulation, negotiation, and execution strategies are evaluated to indicate the dynamics of executive-legislative competition over resource allocation priorities. Supplemental appropriation patterns and current year budget execution patterns and problems are also considered. Prerequisite: None. GE4101 Collaborative Problem Solving I (3-3) FallSpring GE4101 is the first part of the capstone project which uses a collaborative approach to integrate the knowledge and skills gained in the EMBA program. Participants are introduced to an applied research framework designed to enable them to work from theory to identify a business problem to be solved for a command create a research design for data collection and analysis and form conclusions and recommendations. Prerequisite: Completion of the previous seven quarters of the EMBA program. GE4102 Collaborative Problem Solving II (3-3) FallSpring GE4102 is the second part of the capstone project which uses a collaborative approach to integrate the knowledge and skills gained in the EMBA program. Participants work in small teams to prepare a project proposal, a final report, and a presentation containing recommendations to solve one of the commands business problems. Prerequisite: Completion of the previous seven quarters of the EMBA program. GE4480 Defense Supply Chain Management (3-0) WinterSummer This course is designed to provide an introduction to supply chain management (SCM). A supply chain is a network of organizations that supply and transform materials, and distribute final products to customers. Supply chain management is a broadly defined term for the analysis and improvement of flows of material, information, and money through this network of suppliers, manufacturers, distributors, and customers. SCM also plays a vital role in the military operations. The objective of SCM is to deliver the right product to the right customer at the right time. SCM emphasizes inventory-service level tradeoffs across the chain of players that, together, provide the product to a customer. Logistics has traditionally focused on materials issues within and downstream from the factory while SCM looks at the entire network of players, both up and down stream, and perhaps has more of an emphasis on information flows through the network. Logistics has traditionally been considered a more tactical topic while SCM has risen to prominence in recent years for addressing strategic aspects of product distribution. Ultimately, logistics and SCM activities are concerned with coordinating demand and supply. Common elements in that coordination are the management of materials (inventories), the location of materials (warehouses), and the movement of materials (transportation). As part of the coordination, an analyst must consider product and process designs as well as information flows between various players in the networks. These elements form the basis of this course. The two main objectives of this course are to help students understand: (1) the fundamental concepts and techniques necessary for attaining a world class performance in supply chain management, and (2) how these concepts and techniques can be applied to design, plan and operate supply chains supporting military operations. Prerequisites: GE3042 or permission from instructor. GP Courses Place-holder. Do not remove. ltGP3100 - GP4800 Coursesgt GP3100 Global Change and International Governance (4-0) WinterSummer This course addresses principles that drive globalization and how and where the military and civilians address the civil dimension in pre-conflict, conflict, and post-conflict environments. Theories of regional economic development, location and trade are applied to the contemporary process known as quotglobalizationquot and used to decipher its effects on regional and national patterns of development, employment, income distribution, political institutions, and policymaking. Specific topics of discussion are: globalization and the production of risks, climate and environmental change, division of labor, power and governance, regional and international development, risks as drivers of change, financial and information flows, and capitalism and globalization. GP3110 Legitimacy, Law, and Society (4-0) FallWinterSpringSummer This course investigates the role of legitimacy in governance systems, including the rules, norms and social processes that shape and legitimate political order. We address the legality of war (jus ad bellum) in so far as it affects the legitimacy of political orders that follow it. The focus in this course is upon the rules that apply in the midst of war or occupation (jus in bello)and the processes of transition through interim to more durable regimes after conflict. We will consider the institutional and social context for governance, including the role of social movements and media in the development of legitimate political order under rule of law. The class will draw upon case studies of real-world scenarios. The discussion of legal issues in this course is part of a broader conversation on reconciliation and the rule of law. Significant actors in this space include the United Nations and other international regimes, civil society, national-level public officials, and the military. Students will learn about legal definitions, frameworks, and international assistance efforts. Prerequisites: none. GP3200 Security and Development (4-0) WinterSummer Complex security challenges including state failure, transnational terrorism, energy crisis and pandemics compel us to think about prevention and stability operations in new ways. The course seeks to develop analytic skills and empirical knowledge needed to assess requirements and capacities for stability, security and development, and to develop strategies for peace building. Students will gain expertise relevant to preventive engagement and counterinsurgency, and especially to civil-military operations such as humanitarian relief, peace and stability operations abroad and homeland security efforts at home. Specific areas of concentration are: stability in the global context, theories and strategies, implementation challenges, and practical applications. GP3210 Comparative Legal Systems (4-0) FallWinterSpringSummer Comparative law is the study of alternative legal systems. In the context of Civil Military Operations knowledge of the legal traditions of the host country is necessary to the process of helping to reestablish or support a culture of lawfulness. An understanding of host country legal traditions and resources contributes to the cultural competence of successful graduates and an ability to support rule of law systems that are perceived as fair and acceptable to the host country population. Today, the issues of how systems and institutions interact with legitimacy and perceptions are critical for Civil Affairs policy and work in the field. The Rule of Law certificate underscores this with the substantive contents in the two other courses. The Comparative Legal Systems course engages your knowledge and learning from those courses through the focused look at legal traditions on the books and in practice in different countries. To reinforce the link between theory and application, this course also introduces principles and precepts of dispute resolution and organizational design, to provide context for the analysis of comparative legal systems and recognition of challenges and opportunities Civil Affairs practitioners will face. This further content addresses the cultural competence of graduates and leverages their prior knowledge of organizational and institutional design 8211 emphasizing the importance of institutional and well as individual 8216capacity8217 to work within different legal system contexts. GP3300 Introduction to Analytic Methods (4-0) WinterSummer GP3300 focuses on the use of analytical decision making techniques in the support of stability operations. The first part of the course focuses on the framework for analytical decision-making and accurate costing of projects. The second part of the course discusses multi-objective decision-making. In the final part of the course, we will discuss risk and the economics of stability operations. GP3310 Public Order and Accountability (4-0) FallWinterSpringSummer This course surveys the role of and need for legal institutions to provide the physical security necessary for reconstructing society as well as rebuildingcreating state legitimacy. The concept of justice is central to this process, as is creating a robust and fair justice sector. Most practitioners have come to realize that it is impossible to address the problems arising from conflict without addressing the interrelationships between security, development and politics. We examine these with an eye to the practical applications for the Civil Affairs community. We will discuss the challenge of operationalizing legal concepts and norms, and introducing Rule of Law into countries that have no prior concept of the role of legal and security institutions as protectors of and servants to the people, and courts as neutral arbitrators of the law. The class will tackle the subjects of torture, truth and reconciliations structures, the Geneva Protocols, and war crimes, as well as the role of civilian policing in conflict zones. We will also tackle the issue of privatizing roles and functions in conflict areas, and the problems of corruption and organized crime. The class will draw upon case studies of real-world scenarios from Nuremberg, Abu Gharaf, Guantanamo, and South Africa. We will discuss the key actors involved in the Rule of law process: NGOs, the United Nations, the State Department, NATO, and regional organizations. GP4800 Directed Studies in Global Public Policy (V-V) FallWinterSpringSummer Format and content vary. Normally involves extensive assigned readings, individual discussions with the instructor, papers andor examinations. Prerequisite: consent of instructor. MN Courses Place-holder. Do not remove. ltMN0163 - MN3042 Coursesgt MN0163 Thesis Writing Workshop (0-1) Spring Guidelines for scientific writing for the thesis are given with examples and opportunities for practice. Prerequisite: Consent of instructor. MN0810 Thesis Research for Systems Management Students (0-8) FallWinterSpringSummer Every student conducting thesis research in Systems Management resident programs will enroll in this course. Prerequisite: None. MN0811 Thesis Research for Non-Resident Business amp Public Policy Students (0-4) FallWinterSpringSummer Every student conducting thesis research in the Distance Learning Contract Management (835) and Program Management (836) degree programs will enroll in this course. MN2039 Basic Quantitative Methods In Management (4-0) Fall This course introduces the mathematical basis required for advanced management and cost-benefit analysis. Math topics include algebra, graphs, differential calculus, including both single and multiple variable functions, and indefinite and definite integrals. Management concepts include cost-benefit and cost-effectiveness analysis, marginal analysis, unconstrained and constrained optimization, and welfare analysis. Prerequisite: College algebra or consent of instructor. MN2111 Navy Manpower, Personnel, and Training Systems I (2-0) Fall An introduction to the major issues, theory, and practice of the military MPTampE system. Graded on a PassFail basis only. Prerequisite: Consent of instructor. MN2112 Seminar In Manpower, Personnel, and Training Issues II (0-2) Summer Continuation of MN2111. Graded on a PassFail basis only. Prerequisite: Open to thesis students. MN3001 Economics for Acquisition Managers (3-0) FallWinterSpringSummer Develops the fundamental tools of microeconomics and macroeconomics and applies them to topics in the management and allocation of resources in defense acquisition management with particular emphasis on the applications of economic theory to defense decision making. Topics covered include defense and the macro economy markets and their effects on defense acquisition and contracting practices the economics of corporate strategy and efficiency in defense decision making. Prerequisite: None. MN3012 Communications Strategies for Effective Leadership (3-0) FallWinterSpringSummer This course provides DoD military officers and civilians with the communication strategies and skills to manage and lead in the dynamic DoD environment. Instruction focuses on assessing various communication models, making strategic media choices, writing effective informative documents, developing associates communication competencies through various feedback roles, and giving lucid briefings. Prerequisite: None. MN3040 Data Management and Statistics for Manpower Analysis (4-0) Fall MN3040 introduces students to basic concepts and procedures in descriptive and inferential statistics and prepares them for subsequent statistical courses in Multivariate Data Analysis (MN4110 and MN4111), Applied Manpower modeling (MN4761), and beyond. This course bridges the gap between theoretical concepts and applied work in statistics in the context of answering manpower related policy questions. Topics include methods for deriving, describing and summarizing single-variable statistics followed by measures to analyze the relationship between two or more variables. The course then introduces probability theory as a background for understanding inferential statistics. Finally, methods are presented for drawing inferences from research samples to populations, including hypothesis testing and confidence intervals. A significant portion of the course will also be devoted to data collection, data manipulation, and data analysis using the statistical program Stata and utilizing data sets from PRIDE, DMDC, and MEPCOM. MN3042 Operations Management (3-0) As Required This course provides an overview of operations in military and commercial systems. The course has three sections: (1) creating processes, including a survey of process types, capacity planning, and service system design (2) controlling processes, including MRPERP systems and the role of information and (3) coordinating processes, including inventory management, purchasing, and supply chain management. This course is the Distance Learning version of GB3042. Prerequisite: None. ltMN3101 - MN3172 Coursesgt MN3108 Leadership In Product Development (3-2) As Required This is a product development course providing a broad framework for the leadership of end-to-end product commercialization with a student hands-on design challenge, to give students perspective and appreciation for the critical success factors and inhibitors to successful commercialization of complex products and systems. The format includes lectures, guest speakers, case studies and a design challenge. Topics include product development strategy and leadership, the front-end process, product delivery, distribution and customer support. The Design Challenge is as a multi-disciplinary system design experience. Students work in teams to design, build, test and demonstrate a real product. The Design Challenge culminates with a prototype demonstration competition. Prerequisite: None. MN3111 Analysis of Human Resource Management (4-0) Spring A broad coverage of human behavior in the work situation, with key emphasis on the issues of work in the Navy Manpower Personnel and Training Environment. Topical areas covered include selection, placement, training development, and evaluation of personnel motivation, remuneration, morale, supervision, and working conditions in military organizations job design and organization development within complex military bureaucracies equipment design and man-machine interface, and the impact of technological programs within the military. Prerequisite: GB3010 . MN3117 Organizational Processes (4-0) As Required The purpose of this course is to provide the conceptual framework and skills needed to manage and lead organizations. The focus will be on three levels of skills needed to manage modern organizations: skills needed to manage individuals, skills needed to manage teams, and skills needed to manage the organization as a whole. It focuses on the organization of the future, identifies its characteristics, and explores the implications for living in, managing, and leading such an organization. The course also focuses on skills such as negotiating, cross-cultural communication, and teamwork. It examines the creation of the structures needed within the firm and the alliances, learning, and change practices needed to maintain global leadership. The course will use cases, experiential exercises, readings, discussions, and papers. Students have the opportunity to integrate conceptual material with their own experiences, beliefs, and actions. Prerequisite: None. MN3118 Negotiation and Consensus Building (4-0) Spring Security, Stability, Reconstruction and Transition (SSTR) environments bring together representatives from different nations and organizations. In order to accomplish the goals of interest, these varying representatives must develop awareness, appreciation, and ability to collaborate with each other. There is no formal organization that provides structures or standards to guide the collaboration of these individuals they must rely on informal mechanisms for collaborative post-conflict efforts. Because the goals and interests of the participating parties frequently are not in alignment, negotiation and consensus-building capabilities contribute importantly to success. Negotiation and consensus building challenges students to develop their skills in interpersonal and group dynamics (e. g. conflict management, communication, perspective taking, decision making, team building) at both the dyadic level and the group team level. The pedagogy of the course uses simulations, cases, and experiential exercises that include high levels of cultural, ethnic, organizational, and ideological diversity. Consensus building at both the dyadic and group levels is based on principles of self-organization and self-management, which are critical success factors in an environment such as SSTR where a hierarchic control system is not available as the mechanism of coordination among participants. Prerequisite: None. MN3121 Organizational Design for Special Operations (4-0) As Required Principles of organizational design are critically examined and applied to special operations missions and organizations. Focus is on the organizational level of analysis and includes such topics as organizational environments, key success factors, technology and information systems, configuration and structure, organizational learning, reward systems, and decision making. Case method is used to develop diagnostic skills and a systemic perspective. Prerequisite: Enrollment in the SOLIC curriculum or consent of instructor. MN3145 Marketing Management (4-0) Spring This course takes a general management approach to marketing, examining (1) marketing as a process that creates and sustains customer value and (2) the managers role in assuring that the firm delivers products that are successful in the marketplace. The curriculum will emphasize approaches to market research (the quotvoice of the customerquot), innovation, creating customer value in product development, product management, and general management of marketing activities. Topics include: market oriented strategic planning, the TQM marketing process, market research, segmentation, target markets, differentiation, product management, the marketing mix, customer satisfaction, and e-commerce. Case studies are used extensively. Prerequisite: None. MN3154 Financial Management in the Armed forces (3-0) WinterSummer This course is designed for non-MBA students and focuses on financial management policies and practices in the DoD. It begins with a foundation including the origin of the Defense budget from national strategic planning through the PPBE system and the submission of the Presidents Budget to Congress. The Congressional Authorization and Appropriation processes and the flow of funds to the activity level complete the foundation. The course next explores the funding mechanisms for programs and activities, addressing the proper use and management of appropriated, reimbursable and revolving funds. Basic principles of fiscal law are explored. The course concludes with financial management and stewardship topics including budgetary accounting, management of cost drivers, and internal controls. Contemporary financial management issues are discussed. Exercises and case studies are used to develop the students ability to apply financial management concepts to real life situations. Prerequisite: None. MN3155 Financial Management for Acquisition Managers (2-0) FallWinterSpringSummer This course is a study of financial management practices and issues associated with federal government acquisition programs. The course has emphasis on (1) the resource management process flow from initiation of a new acquisition program through execution of appropriated funds (procurement and research amp development accounts) for that program, (2) the congressional approval and review process unique to procurement, and (3) cost estimation, analysis and evaluation as tools for sound acquisition management decision making, and long-term investment analysis. Prerequisites: MN2155 and MN3331 or MN3221 or consent of instructor. MN3156 Financial and Managerial Accounting (4-0) As Required This course is designed as a first course in Business Financial Management for graduate students. The course covers a range of topics in financial accounting, managerial accounting and business finance. All topics covered share a common theme in that they are related to the creation and use of financial models and information. The course requires critical thinking and the ability to analyze and apply financial models and reasoning in the context of case studies. The course is divided into two broad areas: Financial Information and Financial Management. Within these areas, specific topics include: financial accounting, financial reports, financial analysis, capital structure, costing systems, performance measurement and control, and investment analysis. Prerequisites: Admission to graduate standing, college algebra, MN3108 and MN3117. MN3172 Resourcing National Security: Policy and Process (3-0) WinterSummer This course analyzes federal policy-making with emphasis on resource decision making for national defense. The roles of principal budget participants are examined in detail. Executive (especially DoD) and congressional budget processes are assessed to indicate how national security policy is implemented through resource allocation. Spending for national security policy is tracked from budget submission through resolution, authorization and appropriation. The politics of budgeting for national defense is evaluated to indicate the dynamics of executive-legislative competition over scarce federal resources. Graded Course. Prerequisite: None. ltMN3221 - MN3342 Coursesgt MN3221 Principles of Acquisition and Program Management I (3-0) Summer This is the first of two courses which provides the student with an understanding of the underlying concepts, fundamentals and philosophies of the Department of Defense systems acquisition process and the practical application of program management methods within this process. The course examines management characteristics and competencies, control policies and techniques, systems analysis methods and functional area concerns. Techniques for interpersonal relationships will be examined in team exercise settings. Topics, from a program management perspective, include the evolution and current state of systems acquisition management, the system acquisition life cycle, requirements analysis, systems engineering, contract management, resource management, test and evaluation, user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. Case studies are used to analyze various acquisition issues. Defense Acquisition University (DAU) has granted MN 3221-MN3222, GE3221-GE3222 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, PMT 251, PMT 257, BCF 102 and BCF 103. PREREQUISITE: None. MN3222 Principles of Acquisition and Program Management II (3-0) As Required This is the second of two courses which provides the student with an understanding of the underlying concepts, fundamentals and philosophies of the Department of Defense systems acquisition process and the practical application of program management methods within this process. The course examines management characteristics and competencies, control policies and techniques, systems analysis methods and functional area concerns. Techniques for interpersonal relationships will be examined in team exercise settings. Topics, from a program management perspective, include the evolution and current state of systems acquisition management, the system acquisition life cycle, requirements analysis, systems engineering, contract management, resource management, test and evaluation, user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. Case studies are used to analyze various acquisition issues. Defense Acquisition University (DAU) has granted MN 3221-MN3222, GE3221-GE3222 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, PMT 251, PMT 257, BCF 102 and BCF 103. Prerequisite: MN3221 or consent of instructor. MN3301 Acquisition of Defense Systems (4-0) FallSpring This course introduces the principles and concepts that underlie successful defense acquisition management. The course focuses on management of the acquisition process for defense systems from the development of an initial desired capability or need through design, development, production, fielding, sustainment, and disposal. Students gain an understanding of successful acquisition as an interdisciplinary activity through contributions and applications of principles from business, management, and technical disciplines. The course also emphasizes the statutory, regulatory, and policy environment of acquisition. Numerous case studies illustrate the application of concepts and principles in actual acquisition programs. Defense Acquisition University (DAU) has granted MN3301 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, BCF 102 and BCF 103. Prerequisite: None. MN3302 Advanced Program Management (3-0) As Required Course builds on the students experience in the acquisition workforce. Cases are used to examine each of the major disciplines in the acquisition process and bring each student to a current and common understanding of the acquisition environment, process, requirements and management approaches. Prerequisite: DAWIA Level II Certification. MN3303 Principles of Acquisition and Contract Management (4-0) WinterSummer This course is an introduction to the principles of government acquisition and contracting. It presents the fundamentals of the Federal Acquisition Regulation (FAR) and the DoD FAR Supplement the federal acquisition and contracting processes, including requirements determination, acquisition strategies, government contract law, ethics, contract types, contracting methods, and acquisitioncontract management techniques. Prerequisite: None. MN3304 Contract Pricing and Negotiations (5-2) WinterSummer This course involves the study and application of pricing theory and strategies, cost methods, cost and price analysis, cost principles, Cost Accounting Standards, and contract negotiations as used in the Federal Government. Students develop and sharpen negotiating skills by participating in practical negotiation exercises with corporations. Prerequisites: MN3303. MN3306 Enterprise Sourcing (4-0) Spring This course is a graduate-level seminar in category management and enterprise sourcing. The course will be taught through a combination of formal lecture, guided discussion, and case analysis. The primary goal of this course is to develop, structure, and execute sourcing, not as a functional activity, but rather as a strategic component of total supply chain management. The course emphasizes the concept that companies with world-class sourcing practices derive a competitive advantage in their industries from their procurement and sourcing strategies. The course develops the concept of competitive advantage through category management and enterprise sourcing as it relates to efficient and effective structure and management within the Department of Defense. The emphasis on world-class sourcing practices entails observation and analysis of commercial organizations and their sourcing practices. The student will investigate whether select commercial organizations sourcing practices are useful to the DoD and determine practical implementation for use in the DoD acquisition environment. Prerequisite: None. MN3307 Entrepreneurship in Enterprise Sourcing (3-0) Winter MN3307 is a graduate level seminar on the entrepreneurial concept and management and its application to enterprise sourcing. Entrepreneurial thinking is designed to exploit opportunities in uncertain environments. The primary goal for MN3307 is to explore and develop strategic and critical thinking in entrepreneurial concepts and management along with specific methods for utilizing these concepts and tools within world-class sourcing organizations. Students will critically examine how the entrepreneurial mindset is applied in progressive business ventures and how DoD and the government can effectively apply these concepts and management tools for effective and efficient category management and sourcing operations. The foundation of MN3307 is an analysis of the process by which the entrepreneurial mindset generates new ideas, researches the likelihood of success, and successfully implements the idea. The course will also investigate the critical role of entrepreneurial leadership and scanning the environment for opportunity, and capitalizing on opportunities to benefit DoD category management and enterprise sourcing organizations. The course will be taught through a combination of informal lecture, guided discussion, case study, and student presentations. Prerequisite: None. MN3309 Software Acquisition Management for Strategic and Tactical Systems (4-0) WinterSummer This course examines the fundamentals of major Congressional statutes, agency policies and regulations, and legal precedents which govern the Federal procurement process. The course contrasts the legal regimes of private and government contracting with strong emphasis on unique aspects of government contracts law, including: appropriations limitations the power to contract competitive and non-competitive methods of contract formation contract administration issues such as changes and terminations transparency and oversight and bid protests, size protests and disputes. The course prepares students to identify and choose among legal tools, strategies, and processes which should control their decision-making as contracting professionals. Prerequisites: MN3331 or MN3222 or MN3302. MN3312 Government Contracts Law (4-0) FallSpring This course examines the legal structure within which federal government contracts with private industry are formulated and executed. The course addresses the unique aspects of government contract law including such topics as agency authority, contract interpretation, disputes and remedies, Alternative Dispute Resolution (ADR), socio-economic laws, labor law, property, patent and data rights, conflicts of interest, protests, and ethics. Comparisons are made with the Uniform Commercial Code (UCC). Emphasis is on the use of Court and Board of Contract Appeals (BCA) cases. Prerequisites: MN3303 or MN3341. MN3315 Acquisition Management and Contract Administration (4-0) FallSpring This course focuses on the management functions and decision-making techniques involved in the award and administration of Best Value competitively negotiated contracts. The first phase of the course concentrates on the source selection phase of the acquisition process specific topics include acquisition planning, market research, source selection planning, proposal development, solicitation management, source selection evaluation, contract award, and contractor debriefings. The second phase of the course emphasizes the performance phase of the acquisition process specific topic areas include organizing for contract administration, transitioning to performance, quality management, subcontract management, financial management, performance monitoring, change management, and contract closeout. Emphasis is on the use of legal case studies and practical exercises. Prerequisites: MN3304 and MN3312. MN3318 Contingency Contracting (2-0) WinterSummer This course is a study of the principles of contingency contracting and the fundamental skills required to provide direct contracting support to joint tactical and operational forces participating in the full spectrum of armed conflict and military operations other than war, both domestic and overseas. Topics include: Types of Contingencies, Cross-Cultural Awareness, Contingency Contracting Officer Authority, Roles and Responsibilities, Anti-terrorism and Security, Planning, Contractual Methodologies and Instruments, Contract Administration, and EthicsStandards of Conduct. Prerequisite: None. MN3320 Contract Cost and Price Analysis (3-0) FallWinterSpringSummer This course involves the study and application of pricing theory and strategies, costing methods, cost and price analysis, cost principles, Cost Accounting Standards, and related genres in examining proposed and incurred costs in Federal contracts in both pre-award and post-award contexts. Prerequisite: MN3303 or similar introductory contracting principles course. May not require this for MSCM students with extensive field experience and existing CON Level I DAU certification or higher. MN3321 Federal Contract Negotiations (3-0) FallWinterSpringSummer This course involves the study and application of the art and science of developing and conducting comprehensive government contract negotiations. Emphasis is placed on cost and price analytical techniques in the formulation and presentation of a pre-negotiation business clearance, strategy and actual conduct of negotiations in a simulated business environment. Prerequisite: MN3320. MN3331 Principles of Acquisition and Program Management (5-1) FallWinterSpringSummer This course provides the student with an understanding of the underlying concepts, fundamentals and philosophies of the Department of Defense systems acquisition process and the practical application of program management methods within this process. The course examines management characteristics and competencies, control policies and techniques, systems analysis methods and functional area concerns. Techniques for interpersonal relationships will be examined in team exercise settings. Topics, from a program management perspective, include the evolution and current state of systems acquisition management, the system acquisition life cycle, requirements analysis, systems engineering, contract management, resource management, test and evaluation, user-producer acquisition management disciplines and activities and program planning, organizing, staffing, directing and controlling. Case studies are used to analyze various acquisition issues. Defense Acquisition University (DAU) has granted MN3331 equivalency for ACQ 101, ACQ 201, ACQ 202, ACQ 203, PMT 251, PMT 257, BCF 102 and BCF 103. Prerequisite: None. ltMN3352 - MN4354 Coursesgt MN3352 Cost Management (3-0) This course will explore the development and use of cost information by managers. Its focus will be on management applications and analyses rather than on bookkeeping techniques and methodologies. The course will examine accounting measurements and analyses that provide relevant information for management decision-making, operational control, and productivity improvement. These internally-oriented processes are fundamentally different from those used to comply with external financial accounting requirements. The primary objectives of the course are as follows: reinforce skills in reporting and analyzing managerial accounting information develop experience in analyzing this information from the perspective of its various users, especially management develop the ability to identify and communicate relevant managerial accounting information and develop an appreciation of the usefulness and limitations of managerial accounting information. Developed for Cost Management Certificate Program. Prerequisite: Department of Army approval for enrollment. MN3353 Operations Management (3-0) This course is about the fundamentals of managing manufacturing and service operations and about how DoD managers can effectively design and control operational processes. Helping students understand the concepts and techniques necessary for attaining a world-class performance in manufacturing and service operations is the main learning objective of this course. Analyzing and continuously improving enterprise-wide processes is critically important for achieving such a performance and hence the course will adopt a quotprocess managementquot viewpoint while addressing a variety of operational and strategic issues. The course begins by introducing the operations function and its quotmissionquot in terms of cost, quality, speed, service, and flexibility. Several exercises and cases are used here to illustrate the concepts fundamental to process analysis, including capacity, bottleneck, cycle time, and inventory, and their implications to cost management. The book by Goldratt, The Goal, is also discussed to provide a real-world context to the variety of issues addressed in the course, and to introduce the Theory of Constraints (TOC). At this point the course will cover the topics of capacity planning, inventory management, MRPERP and project management. The course will end with an introduction to supply chain management, a topic integrating a number of concepts covered earlier in the course. Developed for Cost Management Certificate Program. Prerequisite: MN3352. MN4354 Financial Analysis and Cost Management (3-0) Provides an understanding of management control, management control structures and processes and how they are designed to control costs while also organizing work processes and motivating employees to work productively. Course objectives are understanding of (i) management control principles and processes, (ii) the application of cost management principles and processes, (iii) defense management control process events and timing, (iv) cost control and accounting data independence, (v) application of case study method to study of management control and cost management, (vi) cost control dynamics in budget execution, (vii) management and cost control reform initiatives and (viii) contemporary defense cost and resource policy issues. Prerequisite: MN3353. Available: Per sponsor requirements. ltMN3361 - MN3611 Coursesgt MN3361 Software Acquisition Management (2-0) FallWinterSpringSummer Advanced Acquisition Program. This course concentrates on the management of software products and software intensive systems. It is intended to focus essential program management techniques on the software element to ensure successful and timely system development. The course provides the student with knowledge of software acquisition management control processes and tools. Current software acquisition articles and caselets are analyzed for application of program leadership, software development techniques, and management tools applied. Topic areas include: DoD software environment software acquisition strategies impediments to successful software intensive system development software oriented requirements development contracting for software, software discriminate proposals software test and evaluation management Post Deployment Software Support risk management and software costing and budgeting. Integrative exercises involving software managerial problem solving and decision making in the program management environment are used. Prerequisite: MN3331 or consent of instructor. MN3362 Acquisition Design Verification and System Assessment (2-0) FallWinterSpringSummer Advanced Acquisition Program. This course examines Developmental, Operational, and Joint Test amp Evaluation as viewed from the Program Managers perspective. The student will be able to distinguish the difference between the various testing types and the impact testing results will have on the decision makers thought process. Actual military and civilian test cases are used as examples for discussion purposes. Topics include the role of TampE in the Systems Engineering Process, TampE policy Structure and Oversight Mechanism, Requirements Generation, Modeling and Simulation, Alternative Acquisition Program TampE, Human systems Integration and Live Fire TampE. Integrative case studies involving managerial problem solving and decision making in the PMO environment are also used to provide application of concepts in both IPT teaming and multiple-role individual settings. Teamwork exercises are conducted to reinforce concepts and add real-world human dynamics. Upon completion, all exercises are evaluated with after-action reviews and assessments. Prerequisite: MN3331 or consent of instructor. MN3363 Acquisition Manufacturing and Quality Management (2-0) FallWinterSpringSummer For AAAP program students. This course provides the student with knowledge and application of integrated management control processes with regard to performance, cost, and schedule, while examining higher-level and real world defense systems. Issue-oriented topic areas likely to affect Program Management Office personnel include: acquisition reform acquisition strategy industrial base production and manufacturing quality management and risk management. Integrative case studies involving managerial problem solving and decision making in the PMO environment are also used to provide application of concepts in both IPT teaming and multiple-role individual settings. Teamwork exercises are conducted to reinforce concepts and add real-world human dynamics. Upon completion, all exercises are evaluated. Prerequisite: MN3331 or consent of instructor. MN3364 Business Financial and Contract Management (2-0) FallWinterSpringSummer Advanced Acquisition Program. The course builds on the students knowledge and experience in contracting, and contracting related fields, to address the more complex pre-award, award and post-award issues in the acquisition and contracting, and business and financial management arenas. Prerequisite: MN3331 or consent of instructor. MN3365 Acquisition Logistics amp Program Sustainment (2-0) FallWinterSpringSummer Advanced Acquisition Program. This course focuses on the logistics and sustainability planning for new major weapon systems in each phase of the DoD acquisition process. It links logistics and sustainability planning, in the early stages of system development, to the effects on the systems total ownership cost. The course describes sustainability planning and management through the Systems Engineering Process and supportability analyses techniques. The course addresses the following specific subject areas: Designing for Life Cycle Cost and Cost As an Independent Variable (CAIV) Logistics Supportability Elements Supportability analyses Logistics Open Systems Software Support Planning Supply Chain Management and Post-Production Support Planning. Prerequisite: MN3331 or consent of instructor. MN3384 Principles of Acquisition Production and Quality Management (4-1) FallSpring This course provides the student with an understanding of the principles and concepts of production and quality management in the DoD acquisition environment. Topics include production planning and control, quotleanquot production, and bottleneck analysis quality management systems, statistical process control, and six sigma cost estimating methods, activity based costing, and progress payments in support of production producibility environmental, safety and occupational health warranties specs and standards reform and the Defense industrial base. Prerequisite: MN3331 or MN3221 MN3222 or MN3302 or consent of instructor. MN3392 Systems and Project Management (4-0) Summer Management ensures progress toward objectives, proper deployment and conservation of human and financial resources, and achievement of cost and schedule targets. Topics include strategic project management, project and organizational learning, lean thinking, cost, schedule planning and control, structuring of performance measures and metrics, technical teaming and project management, information technology support, risk management, and process control. Course delivery consists of lectures, speakers, case studies, and experience sharing, and reinforces collaborative project-based learning and continuous improvement. Prerequisite: MN3108 . MN3420 Supply Chain Management (3-0) As Required This course is designed to provide an introduction to supply chain management (SCM). A supply chain is a network of organizations that supply and transform materials, and distribute final products to customers. Supply chain management is a broadly defined term for the analysis and improvement of flows of material, information, and money through this network of suppliers, manufacturers, distributors, and customers. The objective of SCM is to deliver the right product to the right customer at the right time. SCM emphasizes inventory-service level tradeoffs across the chain of players that, together, provide the product to a customer. Logistics has traditionally focused on materials issues within and downstream from the factory while SCM looks at the entire network of players, both up and down stream, and perhaps has more of an emphasis on information flows through the network. Logistics has traditionally been considered a more tactical topic while SCM has risen to prominence in recent years, attracting high-level attention. Ultimately, logistics and SCM activities are concerned with coordinating demand and supply. Common elements in that coordination are the management of materials (inventories), the location of materials (warehouses), and the movement of materials (transportation). As part of the coordination, an analyst must consider product and process designs as well as information flows between various players in the networks. These elements will form the basis of this course. This course is the Distance Learning version of GB4480. Prerequisites: MN3042, MN4043. MN3510 Defense Financial Management Practice (3-0) FallSpring This distance learning course is designed for MBA students and presumes the student has a foundation including the PPBE system and Congressional Authorization and Appropriation processes. This course concentrates on financial management practices within DoD as distinct from policy and budgeting theory. The course covers the actors and activities and mechanics of building and defending budgets. It covers funding mechanisms for programs and activities, addressing the proper use and management of appropriated, reimbursable, and revolving funds. Basic principles of fiscal law are explored. It then addresses financial management and stewardship topics including budgetary accounting, management of cost drivers, the relationship between comptrollership and contracting, and internal controls. Contemporary financial management issues are discussed. Exercises and case studies are used to develop the students ability to apply financial management concepts to real life situations. Prerequisite: None. MN3611 Introduction to Business Law (4-0) Fall The course will focus on the legal, ethical and practical aspects of business law to prepare students for their roles as leaders within the military and other government positions who necessarily interact with businesses. Key topics include the U. S. legal system, business organizations, agency, contracts, torts, real and intellectual property, and creditor-debtor relations. Class time is a combination of lecture and case-based discussion. Emphasis is placed on learning legal principles, analytical problem-solving based on those principles, and ethical decision making. Prerequisite: None. ltMN3760 - MN4091 Coursesgt MN3810 Fundamental Issues in Energy Technology Adoption (4-0) Winter This course is designed to cater to all NPS energy curric students who need to know something about how the great new technologies, ideas and practices they research and talk about in other classes might actually get adopted by some DoD entity, and how to get them adopted. It is also appropriate for any other NPS students who would like to learn about some of the basic issues in technology adoption, and dont mind learning it mainly through energy related MN3900 Readings In System Management (V-0) FallWinterSpringSummer An individualized program of readings and study in some area of the systems management, designed to meet the students special educational needs. Prerequisites: A background in the area of study and departmental approval graded on a PassFail basis only. MN4043 Business Modeling and Analysis (3-0) As Required This course introduces mathematical modeling for a sound conceptual understanding of the decision-making process. This course familiarizes the students with applications, assumptions, and limitations of the quantitative methods in modeling. It focuses on the development of mathematical and spreadsheet models, the verification of those models, sensitivity analysis of the solutions generated from a model, and the implementation of those solutions. Some of the topics covered include linear programming, non-linear and integer programming, simulation, and forecasting. The process of modeling and particular modeling tools are applied to business problems in finance, acquisition, logistics and manpower planning. This course is the Distance Learning version of GB4043. Prerequisites: None. MN4053 Defense Budget and Financial Management Policy (4-0) WinterSummer This distance learning course analyzes the resource requirements process within the Department of Defense (DoD) and in the executive and legislative branches of the federal government. It begins with a summary of the current threat situation and potential changes to it. Once the threat is defined, the study of the resource allocation process to meet the threat begins. The course covers the resource planning and budgeting processes of the Department of the Navy, DoD and the federal government. It includes the politics of executive and congressional budgeting, and DoD budget and financial management processes and procedures including budget formulation and execution. It also includes analysis of the Planning, Programming, Budgeting Execution System (PPBES) used by DoD to plan, budget and implement national defense resource management policy and programs. Other areas included are budget process and fiscal policy reform and the dynamics of internal DoD competition for resources. Executive and congressional budget processes are assessed to indicate how national security policy is resourced and implemented through the budget process. Spending for national security policy is tracked from budget submission through resolution, authorization and appropriation. Budget formulation, negotiation, and execution strategies are evaluated to indicate the dynamics of executive-legislative competition over resource allocation priorities. Supplemental appropriation patterns and current year budget execution patterns and problems are also considered. Prerequisite: None. MN4090 Joint Applied Project I (2-0) FallWinterSpringSummer Course reflects laboratory hours dedicated to presenting research techniques and independentteam efforts needed to conduct Joint Applied Project research and analysis and to produce the Professional Report. These laboratory hours will be used by students and student teams for interactions with their Joint Applied Project advisors, Academic Associate(s), editors, and thesis processors in producing high quality, disciplined research products for publication as appropriate. Prerequisite: None. ltMN4104 - MN4123 Coursesgt MN4105 Strategic Management (3-0) As Required Strategic Management entails the establishment of an organizations direction and the implementation and evaluation of that direction given the organizations external environment and its internal capabilities. The principal aim of this course is the transfer and adaptation of the principles of business strategic management to the Department of Defense and other federal agencies. In previous courses, students concentrate on the functional elements of management (e. g. accounting, finance, acquisition, logistics, contracting, etc.). This course addresses the challenges of setting direction and implementing strategies for the total system or whole organization. Cases and approaches from the public and private sectors enable students to develop the knowledge, skills, and abilities to strategically think, plan, and manage. Prerequisites: MN3012 . MN4106 Manpower Personnel Policy Analysis (4-0) Fall Study and analysis of military manpower personnel policy alternatives with emphasis on identifying the trade-offs involved, the dynamic impact of major policy decisions and the short-term and long-term consequences of decisions. Review, use and evaluation of tools to aid in selecting policy alternatives. Analysis of issues in the DoD and military services. Prerequisites: MN3760. MN4111. MN4110 Multivariate Manpower Data Analysis I (4-1) Winter An introduction to multivariate data analysis. This section will focus on the tools necessary to perform data analysis. The primary goal of this course is to introduce multiple linear regression models. The second goal involves making correct inferences and interpretations of the findings. Special topics include hypothesis testing, model specification issues, multicollinearity, dummy variables, and research methodology. Prerequisite: GB3040 or consent of instructor. MN4111 Multivariate Manpower Data Analysis II (4-1) Spring An introduction to the specialized multivariate techniques used for analysis of military manpower data. Topics include advanced linear estimation techniques, such as panel data analysis and two-stage models. In addition, nonlinear methods are introduced, such as binary choice models and survival analysis. The course also covers special techniques for policy evaluation and reduction of estimation bias due to omitted variables or sample selection. Students apply techniques to manpower databases. Prerequisite: MN4110, or consent of instructor. MN4114 Sociological and Psychological Perspectives on Military Service (4-0) Summer Exploration of the concepts, theories, and methods of military sociology and military psychology as applied historically and in the current setting. Study of the military as a social institution, focusing on the internal organization and practices of the armed forces as well as the relationship between the military and society. Review and evaluation of the psychological principles employed in a variety of military areas such as health care, selection and job classification, human factors, organizational systems, personnel security, and performance appraisal. Emphasis on representative cases in DoD and the armed forces. Prerequisite: GB3010 . MN4115 Foundations of Education and Learning in DoD Organizations (4-0) Fall Analysis of issues in DoD education, learning and training (ELT). Major course themes focus on understanding adult military ELT from a strategic systems perspective analyzing instructional program design, implementation, and technologies and applying methods of needs analysis and program evaluation. Examination of how DoD can become a learning organization to respond to the dynamic demands of both the organization and its military members. Guest speakers, military publications, student cases, and discussion based on the experience of the instructor and the students are utilized to maintain the necessary focus on current military applications. Prerequisite: GB3010 . MN4116 Society of Human Resource Management (0-3) FallSpring This course prepares students for taking the Human Resource Certification Institute (HRCI) certification examination. Prerequisite: Enrollment in the MSA curriculum and consent of instructor. MN4119 Navy Manpower Requirements Process (3-0) Summer An in-depth analysis of fleet and shore unit Manpower requirements and personnel documents. The course will cover the determination and validation of fleet requirements as they pertain to an operational units Required Operational Capabilities and Projected Operational Environment and the resulting Ship Manpower Document (SMD), Squadron Manpower Document (SQMD), and Fleet Manpower Document (FMD) and how the Shore Manpower Requirements Determination Process (SMRDP) links the Mission, Function and Task statement to the resulting Statement of Manpower Requirements (SMR). The course covers how fleet and shore manpower documents link with the Activity Manpower Document (AMD). The Personnel sub-process will be studied as it relates to the Enlisted Distribution and Verification Report (EDVR) in support of fleet readiness. Prerequisites: Enrollment in the MSA curriculum and consent of instructor. MN4123 Organizing and Planning In Complex Networks (4-0) Summer In 21st century operational and policy settings, people are expected to work in networks to get things done. Operating beyond the boundaries of any one organization in an inter-organizational domain, network members are called upon to join forces and work collaboratively with others. Network collaborations are difficult, however, because they challenge traditional management assumptions. Members must coordinate without hierarchy, lead without formal authority, and solve problems and make decisions without someone being quotin control:quot or quotin charge. quot This course provides the basic knowledge, skills, and abilities to enable students to work collectively in networks, especially those with members who come from different cultural, ethnic and national organizations. With the use of cases, experiential exercises, and simulations, students learn how to craft and execute collaborative strategies to improve network performance. Prerequisite: Consent of instructor. ltMN4125 - MN4157 Coursesgt MN4125 Managing Planned Change in Complex Organizations (4-0) Spring Examination of the approaches to planning and managing change efforts in complex social systems made up of the interdependent components of technology, structure, task, and people and of the role of the manager or staff specialist and the process of helping. Emphasis is placed on strategies and technologies for diagnosis and planning aimed at effective implementation. Course provides opportunities for practice using both simulations and actual organizational cases. Particular emphasis is placed on the DoD DoN organizations and the special problems they have in bringing about change. MN4130 Marine Manpower Management (3-0) Summer Upon completion of this course, the student will have an in-depth understanding of USMC Manpower Management and implementation of management policy techniques through analysis, procedures, organizational and administrative actions to better staff Headquarters Marine Corp management policy issues. USMC officers will gain insight into management actions that support budget requirement requests and the resource allocation efforts subsequent to budget approval. Each officer will develop an understanding of the relationship between the Table of Organization (TO), Troop List (TL) and the Authorized Strength Report (ASR). Each officer will complete an UNS report. Graded (3-0). Prerequisite: MN2111 or consent of instructor. MN4157 Seminar in Management Accounting I (3-0) FallSpring This course complements the financial management program by covering significant topics not otherwise included in the program to prepare students to obtain the Certified Management Accountant (CMA) andor Certified in Financial Management (CFM) designation. This course covers topics in business analysis, corporate financial management, management accounting and reporting, and strategic management. This course reviews, in more depth, topics covered in the introductory financial and cost management course. Specific topics addressed in the course may vary. Prerequisite: GB3050 and GB3051 . ltMN4304 - MN4379 Coursesgt MN4304 Defense Systems Contracting (2-0) WinterSummer This course is the study of the DoDs major systems contracting policies, processes, procedures, and practices. A review of major systems acquisition and program management is provided but the primary focus is on the contracting process used to acquire defense systems for the various services. The topics covered include: acquisition environment, acquisition strategy, source selection, incentive contracting, alpha contracting, multi-year procurement, and requirementcapability specifications. Prerequisites: MN3331 or MN3222 . MN4307 Program Management Policy and Control (4-0) FallWinterSpringSummer This course provides the student with knowledge and understanding of major systems management control processes and tools, application of program management control systems and the use of computer-based management information systems with strategic media choices so as to develop effective media campaigns, interact effectively with the print and broadcast news media, and handle press conferences and similar media events. Particular attention is focused on anticipating and handling crisis communication. Specifically, students will learn to organize crisis management teams, develop crisis management plans, and create communication plans to manage information and public perception. Case studies involving program management problem solving and decision making in the acquisition environment are used. Prerequisite: MN3331 or MN3392, MN3303, MN3155 (or GB4053 or MN3364), MN4470 (or GB4450 or MN3365), MN3384 (or MN3363), MN3309 (or MN3361), and MN4602 (or MN3362). MN4311 Contracting for Services (3-0) FallSpring This course studies the DoDs major services contracting policies, processes, procedures, and practices. Detailed and critical examination of current policies, issues, and practices in services contracting, to include performance based services contracting (PBSC), is accomplished through extensive case, policy, and report analysis requiring synthesis of concepts, processes and best practices. A review of major services acquisition and program management is provided but the primary focus is on the contracting process used to acquire major services for the DoD. Topics include: information technology services, base operating support services, environmental services, construction services, and contractor logistics support. Prerequisites: MN3331 and MN3303 or by permission of the instructor. MN4366 Program Management and Leadership (4-0) Summer This course provides the student with knowledge and understanding of major systems management control processes and tools, application of program management control systems and the use of computer-based management information systems with strategic media choices so as to develop effective media campaigns, interact effectively with the print and broadcast news media, and handle press conferences and similar media events. Particular attention is focused on anticipating and handling crisis communication. Specifically, students will learn to organize crisis management teams, develop crisis management plans, and create communication plans to manage information and public perception. Case studies involving program management problem solving and decision making in the acquisition environment are used. Prerequisites: MN3331 or MN3109MN3392, MN3303 (or MN3371), MN3155 (or GB4053 or MN3364), MN4470 (or GB4450 or MN3365), MN3384 (or MN3363), MN3309 (or MN3361), and MN4602 (or MN3362). MN4371 Acquisition and Contracting Policy (4-0) FallSpring This course uses case studies and current acquisition issues to analyze government and business acquisitioncontracting policies. Emphasis is on acquisition decision making and policy formulationexecution. Prerequisites: MN3304. MN3320 and MN3312 (or equivalent) MN4374 Capstone Seminar in Enterprise Sourcing (3-0) SummerWinter This course is a graduate-level seminar in category management and enterprise sourcing. The primary purpose and objective of MN4374 is to provide the student with an opportunity to review and analyze the concepts and disciplines of category management and enterprise sourcing, to demonstrate critical analysis and thinking skills in applying category management and enterprise sourcing techniques to make DoD and other federal agencies quotworld-classquot buying organizations. A second purpose is to investigate the specific topics, concepts and theories that are projected to be of high interest to DoD acquisition activities of the future. The course is designed to capitalize on the foundations provided by MN3306 and MN3307, although MN3306 is the only required prerequisite. Critical thinking and analytical skills are developed in designing and executing the most efficient and effective category management and enterprise sourcing organizations and associated business processes. Prerequisite: MN3306. MN4379 Operations Management (4-0) Winter This course introduces students to problems and analysis related to the design, planning, control, and improvement of manufacturing and service operations. It will extensively utilize case studies and analytical problem sets. Topics include operations strategy, process analysis, project analysis, materials management, production planning and scheduling, quality management, computer-aided manufacturing, capacity and facilities planning, and theory of constraints applied to product development. The course will equip students with the basic tools and techniques used in analyzing operations, as well as the strategic context for making operational decisions. Prerequisites: MN3108. MN3117. and OS3211. or consent of instructor. ltMN4414 - MN4999 Coursesgt MN4450 Logistics Strategy (3-0) As Required This is the logistics capstone course. The course is concerned with the linkage between strategic objectives and how to enable and support those objectives, and explores how fundamental aspects of logistics planning and execution provide input to and shape 8220big decisions.8221 It expands the understanding of logistics strategy as a concept within the area of operations, logistics and supply chain management. The course examines and critiques both established and emerging logistics practices in terms of costs and benefits, and it explores how to develop and advocate alternative logistics approaches to support current and future institutional goals while mitigating associated risks. Prerequisites: GB3051 and GB4052 recommend GB3510 unless enrolled in the MBA Energy Program. MN4470 Strategic Planning and Policy for The Logistic Manager (4-0) WinterSummer The course explores and analyzes the concepts, processes and methods of strategic logistics planning and execution, emphasizing proactive techniques to ensure maximum logistics influence on major weapon systems acquisition as well as optimum life cycle management of fielded systems. The course will examine and analyze key opportunities for maximum logistics influence in requirements development, contracting, test and evaluation, reliability and maintainability, as well as financial management and communications. The course will feature logistics management relevance to service roles and missions. The course will employ lectures, guided discussions, case studies, role-playing, panel discussions and lessons learned in the DoD acquisition environment. Upon successful completion of the course, the student will be awarded a DAWIA (Defense Acquisition Workforce Improvement Act) Level III certificate for Acquisition Logistics. Prerequisite: GB4410 or consent of instructor. MN4474 Organizational Analysis (3-1) As Required This course prepares leaders to analyze, understand, and influence organizations and organizational processes. The focus is on principles and techniques for diagnosing managerial problems and developing solutions. The course combines theoretical and practical knowledge to prepare students for situations that commonly arise and give them the tools to deal with unexpected or unusual situations. First, we build foundational understanding of how organizations work, viewing people, technologies, tasks, and structures as interrelated components of complex systems. Then we apply this understanding to real organizations. From a leadership perspective, we identify ways to improve an organizations efficiency and effectiveness, motivate subordinate and peer performance, manage organizational boundaries, and increase the likelihood that evidence-based decisions and actions will be taken. Students complete a course project analyzing the structures, processes, boundary-spanning activities, and environment of an organization. MN4474 is a distributed learning course that meets via online communications. Prerequisite: none. MN4602 Test and Evaluation Management (2-2) FallWinterSpringSummer Designed to cover Developmental, Operational and Joint Test and Evaluation, including planning concepts and procedures frequently used in test and evaluation programs. Taught from the perspective of the Program Manager, Test Project Officer and Test Engineer. Actual military cases are used for examples. Topics include the role of Test and Evaluation in Systems Engineering and Acquisition Management, DT and OT test planning, introduction to test design, conduct of tests, live fire testing, modeling and simulation, human systems integration (HIS), reporting of test results, range and resource issues, and lessons learned. Student teams will write a detailed test plan. Prerequisite: MN3302 . MN4760 Manpower Economics I ( 4-0 ) Winter An introduction to the theoretical aspects of labor economics. Concepts covered include the supply of labor, the demand for labor, wage determination, internal labor markets, human capital, earnings functions, turnover, compensation systems, and compensating wage differentials. Special readings are used that apply the principles to military manpower. Prerequisite: None. MN4761 Applied Manpower Analysis (4-0) Spring This course examines various Navy and DoD manpower issues and policies using different quantitative techniques. The manpower issues examined include predicting outcomes and analyzing policies related to recruiting, attrition, reenlistment, and other manpower outcomes. Students will further develop skills to properly scrutinize empirical studies and develop sound empirical analysis. Prerequisites: MN3760 and MN4110. Corequisite MN4111. MN4900 Readings in Management (V-0) FallWinterSpringSummer An individualized program of advanced readings and study in some area of Systems Management. Prerequisites: A background of advanced work in the area of study and departmental approval. Graded on a PassFail basis only. MN4970 Seminar in Systems Management (V-0) FallWinterSpringSummer Study of a variety of topics of general interest in the systems management, to be determined by the instructor. Prerequisites: A background in systems management and consent of instructor. MN4999 Elective (4-0) As Required Defense Resources Management Institute (DRMI)Energy Conservation Measures Conclusion 1. Energy is necessary for daily survival. Future development crucially depends on its long-term availability in increasing quantities from sources that are dependable, safe, and environmentally sound. At present, no single source or mix of sources is at hand to meet this future need. 2. Concern about a dependable future for energy is only natural since energy provides essential services for human life - heat for warmth, cooking, and manufacturing, or power for transport and mechanical work. At present, the energy to provide these services comes from fuels - oil, gas, coal, nuclear, wood, and other primary sources (solar, wind, or water power) - that are all useless until they are converted into the energy services needed, by machines or other kinds of end-use equipment, such as stoves, turbines, or motors. In many countries worldwide, a lot of primary energy is wasted because of the inefficient design or running of the equipment used to convert it into the services required though there is an encouraging growth in awareness of energy conservation and efficiency. 3. Todays primary sources of energy are mainly non-renewable: natural gas, oil, coal, peat, and conventional nuclear power. There are also renewable sources, including wood, plants, dung, falling water, geothermal sources, solar, tidal, wind, and wave energy, as well as human and animal muscle-power. Nuclear reactors that produce their own fuel (breeders) and eventually fusion reactors are also in this category. In theory, all the various energy sources can contribute to the future energy mix worldwide. But each has its own economic, health, and environmental costs, benefits, and risks - factors that interact strongly with other governmental and global priorities. Choices must be made, but in the certain knowledge that choosing an energy strategy inevitably means choosing an environmental strategy. 4. Patterns and changes of energy use today are already dictating patterns well into the next century. We approach this question from the standpoint of sustainability. The key elements of sustainability that have to be reconciled are: sufficient growth of energy supplies to meet human needs (which means accommodating a minimum of 3 per cent per capita income growth in developing countries) energy efficiency and conservation measures, such that waste of primary resources is minimized public health, recognizing the problems of risks to safety inherent in energy sources and protection of the biosphere and prevention of more localized forms of pollution. 5. The period ahead must be regarded as transitional from an era in which energy has been used in an unsustainable manner. A generally acceptable pathway to a safe and sustainable energy future has not yet been found. We do not believe that these dilemmas have yet been addressed by the international community with a sufficient sense of urgency and in a global perspective. 6. The growth or energy demand in response to industrialization, urbanization, and societal affluence has led to an extremely uneven global distribution of primary energy consumption. 1 The consumption of energy per person in industrial market economies, for example, is more than 80 times greater than in sub-Saharan Africa. (See Table 7-1.) And about a quarter of the worlds population consumes three-quarters of the worlds primary energy. kW per capita is kW yearsyear per capita. Population-weighted average energy consumption (kWcapita) for first three main categories is 0.654 and for industrial market and East European categories is 6.76. Source: Based on World Bank, World Development Report 1985 (New York: Oxford University Press, 1986). 7. In 1980, global energy consumption stood at around 10TW. 2 (See Box 7-1.) if per capita use remained at the same levels as today, by 2025 a global population of 6.2 billion 3 would need about 14TW (over 4TW in developing and over 9TW in industrial countries) - an increase of 40 per cent over 1980. But if energy consumption per head became uniform worldwide at current industrial country levels, by 2025 that same global population would require about 55TW. Box 7-1 Energy Units A variety of units are used to measure energy production and use in physical terms. This chapter user the kilowatt (kW) the Gigawatt (GW), which is equal to 1 million kW and the Terawatt (TW), which is equal to 1 billion kilowatts. One kilowatt - a thousand watts of energy - if emitted continuously for a year is lkW year. Consuming 1 kW yearyear is equivalent to the energy liberated by burning 1,050 kilogrammes - approximately 1 ton - of coal annually. Thus a TW year is equal to approximately 1 billion tons of coal. Throughout the chapter, TW yearsyear is written as TW. 8. Neither the low nor the high figure is likely to prove realistic, but they give a rough idea of the range within which energy futures could move, at least hypothetically. Many other scenarios can be generated in-between, some of which assume an improved energy base for the developing world. For instance, if the average energy consumption in the low - and middle-income economies trebled and doubled, respectively, and if consumption in the high-income oil-exporting and industrial market and non-market countries remained the same as today, then the two groups would be consuming about the same amounts of energy. The low - and middle-income categories would need 10.5TW and the three high categories would use 9.3TW - totalling 20TW globally, assuming that primary energy is used at the same levels of efficiency as today. 9. How practical are any of these scenarios Energy analysts have conducted many studies of global energy futures to the years 2020-2030. 4 Such studies do not provide forecasts of future energy needs, but they explore how various technical, economic, and environmental factors may interact with supply and demand. Two of these are reviewed in Box 7-2, though a much wider range of scenarios - from 5TW up to 63TW - are available. In general, the lower scenarios (14.4TW by 2030, 5 11.2TW by 2020. 6 and 5.2 by 2030 7 ) require an energy efficiency revolution. The higher scenarios (18.8TW by 2025. 8 24.7TW by 2020, 9 and 35.2 by 2030 10 ) aggravate the environmental pollution problems that we have experienced since the Second World War. Box 7-2 Two Indicative Energy Scenarios Case A: High Scenario By the year 2030, a 35TW future would involve producing 1.6 tines as much oil, 3.4 times as much natural gas, and nearly 5 times as much coal as in 1960. This increase in fossil fuel use implies bringing the equivalent of a new Alaska pipeline into production every one to two years. Nuclear capacity would have to be increased 30 times over 1960 levels - equivalent to installing a new nuclear power station generating 1-gigawatt of electricity every two to four days. This 35TW scenario is still well below the 55TW future that assumes todays levels of energy consumption per capita in industrial countries are achieved in all countries. Case B: Low Scenario Taking the 11.2TW scenario as a highly optimistic example of a strong conservation strategy. 2020 energy demand in developing and industrial countries is quoted as 7.3TW and 3.9TW respectively, as compared with 3.3TW and 7.0TW in 1980. This would mean a saving of 3.1TW in industrial countries by 2020 and an additional requirement of 4.0TW in developing countries. Even if developing countries were able to acquire the liberated primary resource, they would still be left with a shortfall of 0.9TW in primary supply. Such a deficit is likely to be much greater (possibly two to three times), given the extreme level of efficiency required for this scenario, which is unlikely to be realized by most governments. In 1980, the following breakdown of primary supply was quoted: oil, 4.2TW coal, 2.4 gas, 1.7 renewables, 1.7 and nuclear, 0.2. The question is - where will the shortfall in primary energy supply come from This rough calculation serves to illustrate that the postulated average growth of around 30 per cent per capita in primary consumption in developing countries will still require considerable amounts of primary supply even under extremely efficient energy usage regimes. Sources . The 35TW scenario was originated in Energy Systems Group of the International Institute for Applied Systems Analysis, Energy in a Finite World - A Global Systems Analysis . (Cambridge, Mass. Ballinger, 1981) all other calculations are from J. Goldemberg et al. An End-Use Oriented Global Energy Strategy, Annual Review of Energy, Vol. 10. 1985. 10. The economic implications of a high energy future are disturbing. A recent World Bank Study indicates that for the period 1960-95, a 4.1 per cent annual growth in energy consumption, approximately comparable to Case A in Box 7-2, would require an average annual investment of some 130 billion (in 1982 dollars) in developing countries alone. This would involve doubling the share of energy investment in terms of aggregate gross domestic product. 11 About half of this would have to come from foreign exchange and the rest from internal spending on energy in developing countries. 11. The environmental risks and uncertainties of a high energy future are also disturbing and give rise to several reservations. Four stand out: the serious probability of climate change generated by the greenhouse effect of gases emitted to the atmosphere, the most important of which is carbon dioxide (CO2) produced from the combustion of fossil fuels 12 urban-industrial air pollution caused by atmospheric pollutants from the combustion of fossil fuels 13 acidification of the environment from the same causes 14 and the risks of nuclear reactor accidents, the problems of waste disposal and dismantling of reactors after their service life is over, and the dangers of proliferation associated with the use of nuclear energy. Along with these, a major problem arises from the growing scarcity of fuelwood in developing countries. If trends continue, by the year 2000 around 2.4 billion people may be living in areas where wood is extremely scarce. 15 12. These reservations apply at even lower levels of energy use. A study that proposed energy consumption at only half the levels of Case A (Box 7-2) drew special attention to the risks of global warning from CO2. 16 The study indicated that a realistic fuel mix - a virtual quadrupling of coal and a doubling of gas use, along with 1.4 times as much oil - could cause significant global warming by the 2020s. No technology currently exists to remove CO2 emissions from fossil fuel combustion. The high coal use would also increase emissions of oxides of sulphur and nitrogen, much of which turns to acids in the atmosphere. Technologies to remove these latter emissions are now required in some countries in all new and even some old facilities, but they can increase investment costs by 15-25 per cent. 17 If countries are not prepared to incur these expenses, this path becomes even more infeasible, a limitation that applies much more to the higher energy futures that rely to a greater extent on fossil fuels. A near doubling of global primary energy consumption will be difficult without encountering severe economic, social, and environmental constraints. Energy is, put most simply, the fundamental unit of the physical world. As such, we cannot conceive of development without changes in the extent or the nature of energy flows. And because it is so fundamental, every one of those changes of flows has environmental implications. The implications of this are profound. It means that there is no such thing as a simple energy choice. They are all complex. And they all involve trade-offs. However, some of the choices and some of the trade-offs appear to be unequivocally better than others, in the sense that they offer more development and less environmental damage. David Brooks Friends of the Earth WCED Public Hearings Ottawa, 26-27 May 1986 13. This raises the desirability of a lower energy future, where GDP growth is not constrained but where investment effort is switched away from building more primary supply sources and put into the development and supply of highly efficient fuel-saving end-use equipment. In this way, the energy services needed by society could be supplied at much reduced levels of primary energy production. Case B in Box 7-2 allows for a 50 per cent fall in per capita primary energy consumption in industrial countries and a 30 per cent increase in developing countries. 18 By using the most energy-efficient technologies and processes now available in all sectors of the economy, annual global per capita GDP growth rates of around 3 per cent can be achieved. This growth is at least as great as that regarded in this report as a minimum for reasonable development. But this path would require huge structural changes to allow market penetration of efficient technologies, and it seems unlikely to be fully realizable by most governments during the next 40 years. 14. The crucial point about these lower, energy-efficient futures is not whether they are perfectly realisable in their proposed time frames. Fundamental political and institutional shifts are required to restructure investment potential in order to move along these lower, more energy-efficient paths. 15. The Commission believes that there is no other realistic option open to the world for the 21st century. The ideas behind these lower scenarios are not fanciful. Energy efficiency has already shown cost-effective results. In many industrial countries, the primary energy required to produce a unit of GDP has fallen by as much as a quarter or even a third over the last 13 years, much of it from implementing energy efficiency measures. 19 Properly managed, efficiency measures could allow industrial nations to stabilize their primary energy consumption by the turn of the century. They would also enable developing countries to achieve higher levels of growth with much reduced levels of investment, foreign debt, and environmental damage. But by the early decades of the 21st century they will not alleviate the ultimate need for substantial new energy supplies globally. 16. Many forecasts of recoverable oil reserves and resources suggest that oil production will level off by the early decades of the next century and then gradually fall during a period of reduced supplies and higher prices. Gas supplies should last over 200 years and coal about 3.000 years at present rates of use. These estimates persuade many analysts that the world should immediately embark on a vigorous oil conservation policy. 17. In terms of pollution risks, gas is by far the cleanest fuel, with oil next and coal a poor third. But they all pose three interrelated atmospheric pollution problems: global warming, 20 urban industrial air pollution, 21 and acidification of the environment. 22 Some of the wealthier industrial countries may possess the economic capacity to cope with such threats. Most developing countries do not. 18. These problems are becoming more widespread particularly in tropical and subtropical regions, but their economic, social, and political repercussions are as yet not fully appreciated by society. With the exception of CO2, air pollutants can be removed from fossil fuel combustion processes at costs usually below the costs of damage caused by pollution. 23 However, the risks of global warming make heavy future reliance upon fossil fuels problematic. 19. The burning of fossil fuels and, to a lesser extent, the loss of vegetative cover, particularly forests, through urban-industrial growth increase the accumulation of CO2 in the atmosphere. The pre-industrial concentration was about 280 parts of carbon dioxide per million parts of air by volume. This concentration reached 340 in 1980 and is expected to double to 560 between the middle and the end of the next century. 24 Other gases also play an important role in this greenhouse effect, whereby solar radiation is trapped near the ground, warming the globe and changing the climate. 20. After reviewing the latest evidence on the greenhouse effect in October 1985 at a meeting in Villach, Austria, organized by the WMO, UNEP, and ICSU, scientists from 29 industrialized and developing countries concluded that climate change must be considered a plausible and serious probability. They further concluded that: Many important economic and social decisions are being made today on. major water resource management activities such as irrigation and hydropower drought relief agricultural land use structural designs and coastal engineering projects and energy planning - all based on the assumption that past climatic data, without modification, are a reliable guide to the future. This is no longer a good assumption. 25 21. They estimated that if present trends continue, the combined concentration of CO2 and other greenhouse gases in the atmosphere would be equivalent to a doubling of CO2 from pre-industrial levels, possibly as early as the 2030s, and could lead to a rise in global mean temperatures greater than any in mans history. 26 Current modelling studies and experiments show a rise in globally averaged surface temperatures, for an effective CO2 doubling, of somewhere between 1.5C and 4.5C, With the warming becoming more pronounced at higher latitudes during winter than at the equator. 22. An important concern is that a global temperature rise of 1.5-4.5C, with perhaps a two to three times greater warming at the poles, would lead to a sea level rise of 25-140 centimetres. 27 A rise in the upper part of this range would inundate low-lying coastal cities and agricultural areas, and many countries could expect their economic, social, and political structures to be severely disrupted. It would also alow the atmospheric heat-engine, which is driven by the differences between equatorial and polar temperatures, thus influencing rainfall regimes. 28 Experts believe that crop and forest boundaries will move to higher latitudes the effects of warmer oceans on marine ecosystems or fisheries and food chains are also virtually unknown. 23. There is no way to prove that any of this will happen until it actually occurs. The key question is: How much certainty should governments require before agreeing to take action If they wait until significant climate change is demonstrated, it may be too late for any countermeasures to be effective against the inertia by then stored in this massive global system. The very long time lags involved in negotiating international agreement on complex issues involving all nations have led some experts to conclude that it is already late. 29 Given the complexities and uncertainties surrounding the issue, it is urgent that the process start now. A four track strategy is needed, combining: improved monitoring and assessment of the evolving phenomena increased research to improve knowledge about the origins, mechanisms, and effects of the phenomena the development of internationally agreed policies for the reduction of the causative gases and adoption of strategies needed to minimize damage and cope with the climate changes, and rising sea level. 24. No nation has either the political mandate or the economic power to combat climatic change alone. However, the Villach statement recommended such a four track strategy for climate change, to be promoted by governments and the scientific community through WMO, UNEP, and ICSU - backed by a global convention if necessary. 30 It is difficult to imagine an issue with more global impacts on human societies and the natural environment than the greenhouse effect. The signal is unclear but we may already be witnessing examples, if not actual greenhouse effects, in Africa. The ultimate potential impacts of a greenhouse warming could be catastrophic. It is our considered judgement that it is already very late to start the process of policy consideration. The process of heightening public awareness, of building support for national policies, and finally for developing multilateral efforts to slow the rate of emissions growth will take time to implement. The greenhouse issue is an opportunity as well as a challenge not surprisingly, it provides another important reason to implement sustainable development strategies. Irving Mintzer World Resources Institute WCED Public Hearing Oslo, 24-25 June 1985 25. While these strategies are being developed, more immediate policy measures can and should be adopted. The most urgent are those required to increase and extend the recent steady gains in energy efficiency and to shift the energy mix more towards renewables. Carbon dioxide output globally could be significantly reduced by energy efficiency measures without any reduction of the tempo of GDP growth. 31 These measures would also serve to abate other emissions and thus reduce acidification and urban-industrial air pollution. Gaseous fuels produce less carbon dioxide per unit of energy output than oil or coal and should be promoted, especially for cooking and other domestic uses. 26. Gases other than carbon dioxide are thought to be responsible for about one-third of present global warming, and it is estimated that they will cause about half the problem around 2030. 32 some of these, notably chlorofluorocarbons used as aerosols, refrigeration chemicals, and in the manufacture of plastics, may be more easily controlled than CO2. These, although not strictly energy-related, will have a decisive influence on policies for managing carbon dioxide emissions. 27. Apart from their climatic effect, chlorofluorocarbons are responsible to a large extent for damage to the earths stratospheric ozone. 33 The chemical industry should make every effort to find replacements, and governments should require the use of such replacements when found (as some nations have outlawed the use of these chemicals as aerosols). Governments should ratify the existing ozone convention and develop protocols for the limitation of chlorofluorocarbon emissions, and systematically monitor and report implementation. 28. A lot of policy development work is needed. This should proceed hand in hand with accelerated research to reduce remaining scientific uncertainties. Nations urgently need to formulate and agree upon management policies for all environmentally reactive chemicals released into the atmosphere by human activities, particularly those that can influence the radiation balance on earth. Governments should initiate discussions leading to a convention on this matter. 29. If a convention on chemical containment policies cannot be implemented rapidly, governments should develop contingency strategies and plans for adaptation to climatic change. In either case, WMO, UNEP, WHO, ICSU, and other relevant international and national bodies should be encouraged to coordinate and accelerate their programmes to develop a carefully integrated strategy of research, monitoring, and assessment of the likely impacts on climate, health, and environment of all environmentally reactive chemicals released into the atmosphere in significant quantities. 30. The past three decades of generally rapid growth worldwide have seen dramatic increases in fuel consumption for heating and cooling, automobile transport, industrial activities, and electricity generation. Concern over the effects of increasing air pollution in the late 1960s resulted in the development of curative measures, including air-quality criteria, standards, and add-on control technologies that can remove pollutants cost-effectively. All these greatly reduced emissions of some of the principal pollutants and cleaned air over many cities. Despite this, air pollution has today reached serious levels in the cities of several industrial and newly industrialized countries as well as in those of most developing countries, which in some cases are by now the worlds most polluted urban areas. 31. The fossil fuel emissions of principal concern in terms of urban pollution, whether from stationary or mobile sources, include sulphur dioxide, nitrogen oxides, carbon monoxide, various volatile organic compounds, fly ash, and other suspended particles. They can injure human health and the environment, bringing increased respiratory complaints, some potentially fatal. But these pollutants can be contained so as to protect human health and the environment and all governments should take steps to achieve acceptable levels of air quality. 32. Governments can establish and monitor air quality goals and objectives, allowable atmospheric loadings, and related emission criteria or standards, as some successfully do already. Regional organizations can support this effort. Multilateral and bilateral development assistance agencies and development banks should encourage governments to require that the most energy-efficient technology be used when industries and energy utilities plan to build new or extend existing facilities. 33. Measures taken by many industrialized countries in the 1970s to control urban and industrial air pollution (high chimney stacks, for example) greatly improved the quality of the air in the cities concerned. However, it quite unintentionally sent increasing amounts of pollution across national boundaries in Europe and North America, contributing to the acidification of distant environments and creating new pollution problems. This was manifest in growing damage to lakes, soils, and communities of plants and animals. 34 Failure to control automobile pollution in some regions has seriously contributed to the problem. 34. Thus atmospheric pollution, once perceived only as a local urban-industrial problem involving peoples health, is now also seen as a much more complex issue encompassing buildings, ecosystems, and maybe even public health over vast regions. During transport in the atmosphere, emissions of sulphur and nitrogen oxides and volatile hydrocarbons are transformed into sulphuric and nitric acids, ammonium salts, and ozone. They fall to the ground, sometimes many hundreds or thousands of kilometres from their origins, as dry particles or in rain, snow, frost, fog, and dew. Few studied of their socio-economic costs are available, but these demonstrate that they are quite large and suggest that they are growing rapidly. 35 They damage vegetation, contribute to land and water pollution, and corrode buildings, metallic structures and vehicles, causing billions of dollars in damage annually. 35. Damage first became evident in Scandinavia in the 1960s. Several thousand lakes in Europe, particularly in southern Scandinavia 36 . and several hundreds in North America 37 have registered a steady increase in acidity levels to the point where their natural fish populations have declined or died out. The same acids enter the soil and groundwater, increasing corrosion of drinking water piping in Scandinavia. 38 36. The circumstantial evidence indicating the need for action on the sources of acid precipitation is mounting with a speed that gives scientists and governments little time to assess it scientifically. Some of the greatest observed damage has been reported in Central Europe, which is currently receiving more than one gramme of sulphur on every square metre of ground each year, at least five times greater than natural background. 39 There was little evidence of tree damage in Europe in 1970. In 1962, the Federal Republic of Germany reported visible leaf damage in its forest plot samples nationwide, amounting in 1983 to 34 per cent, and rising in 1985 to BO per cent. 40 Sweden reported light to moderate damage in 30 per cent of its forests, and various reports from other countries in Eastern and Western Europe are extremely disquieting. So far an estimated 14 per cent of all European forestland is affected. 41 37. The evidence is not all in, but many reports show soils in parts of Europe becoming acid throughout the tree rooting layers, 42 particularly nutrient-poor soils such as those of Southern Sweden 43 The precise damage mechanisms are not known, but all theories include an air pollution component. Root damage 44 and leaf damage appear to interact - affecting the ability of the trees both to take up water from the soil and to retain it in the foliage, so that they become particularly vulnerable to dry spells and other stresses. Europe may be experiencing an immense change to irreversible acidification, the remedial costs of which could be beyond economic reach. 45 (See Box 7-3.) Although there are many options for reducing sulphur, nitrogen, and hydrocarbon emissions, no single pollutant control strategy is likely to be effective in dealing with forest decline. It will require a total integrated mix of strategies and technologies to improve air quality, tailored for each region. A forest in an ecosystem that exists under certain environmental conditions, and if you change the conditions, the system is going to change. It is a very difficult task for ecologists to foresee what changes are going to be because the systems are so enormously complex. The direct causes behind an individual tree dying can be far removed from the primary pressure that brought the whole system into equilibrium. One time it might be ozone, another time it may be SO2, a third time it may be aluminium poisoning. I can express myself by an analogy: If there is famine, there are relatively few people who die directly from starvation: they die from dysentery or various infectious diseases. And in such a situation, it is not of very much help to send medicine instead of food. That means that in this situation, it is necessary to address the primary pressures against the ecosystem. Alf Johnels Swedish Museum of Natural History WCED Public Hearing Oslo, 24-25 June 1985 38. Evidence of local air pollution and acidification in Japan and also in the newly industrialized countries of Asia, Africa, and Latin America is beginning to emerge. China and the Republic of Korea seem particularly vulnerable, as do Brazil, Colombia, Ecuador, and Venezuela. So little is known about the likely environmental loading of sulphur and nitrogen in these region and about the acid-neutralizing capacity of tropical lakes and forest soils that a comprehensive programme of investigation should be formulated without delay. 46 39. Where actual or potential threats from acidification exist, governments should map sensitive areas, assess forest damage annually and soil impoverishment every five years according to regionally agreed protocols, and publish the findings. They should support transboundary monitoring of pollution being carried out by agencies in their region and, where there is no such agency, create one or give the job to any suitable regional body. Governments in many regions could gain significantly from early agreement to prevent transboundary air pollution and the enormous damage to their economic base now being experienced in Europe and North America. Even though the exact causes of the damage are hard to prove, reduction strategies are certainly within reach and economic. They could be viewed as a cheap insurance policy compared with the vast amount of potential damage these strategies avoid. Box 7-3 The Damage and Control Costs of Air Pollution It is very difficult to quantify damage control costs, not least because cost figures are highly dependent on the control strategy assumed. However, in the eastern United States, it has been estimated that halving the remaining sulphur dioxide emissions from existing sources would cost 5 billion a year, increasing present electricity rates by 2-3 per cent. If nitrogen oxides are figured in, the additional costs might be as high as 6 billion a year. Materials corrosion damage alone is estimated to cost 7 billion annually in 17 states in the eastern United states. Estimates of the annual costs of securing a 55 to 65 per cent reduction in the remaining sulphur emissions in the countries of the European Economic Community between 1980 and 2000 range from 4.6 billion to 6.7 billion (1982 dollars) per year. Controls on stationary boilers to reduce nitrogen levels by only 10 per cent annually by the year 2000 range between 100,000 and 400,000 (1982 dollars). These figures translate into a one-time increase of about 6 per cent in the price of electrical power to the consumer. Studies place damage costs due to material and fish losses alone at 3 billion a year, while damage to crops, forests, and health are estimated to exceed 10 billion per year. Technologies for drastically reducing oxides of nitrogen and hydrocarbons from automobile exhaust gases are readily available and routinely used in North America and Japan, but not in Europe. Japanese laboratory studies indicate that air pollution and acid rain can reduce some wheat and rice crop production, perhaps by as much as 30 per cent. Sources . U. S. Congress, Office of Technology Assessment, Acid Rain and Transported Air Pollutants: Implications for Public Policy (Washington, DC: U. S. Government Printing Office, 1985) U. S. Environmental Protection Agency, Acid Deposition Assessment (Washington, DC: 1985) I. M. Torrens, Acid Rain and Air Pollution: A Problem of Industrialization, prepared for WCED, 1985 P. Mandelbaum, Acid Rain - Economic Assessment (New York: Plenum Press, 1985) M. Hashimoto, National Air quality Management Policy of Japan, prepared for WCED, 1985 OECD, The State of the Environment (Paris: 1985). 40. In the years following the Second World War, the nuclear knowledge that under military control had led to the production of atomic weapons was redeployed for peaceful energy purposes by civilian technologists. Several benefits were obvious at the time. 41. It was also realized that no energy source would ever be risk-free. There was the danger of nuclear war, the spread of atomic weapons, and nuclear terrorism. But intensive international cooperation and a number of negotiated agreements suggested that these dangers could be avoided. For instance, the Nonproliferation Treaty (NPT), drafted in its final form in 1969, included a promise by signatory governments possessing nuclear weapons and expertise to pursue and undertake nuclear disarmament ad also to assist the non-nuclear signatories in developing nuclear power, but strictly for peaceful purposes only. Other problems, such as radiation risks, reactor safety, and nuclear waste disposal were all acknowledged as very important but, with the right amount of effort, containable. 42. And now, after almost four decades of immense technological effort to support nuclear development, nuclear energy has become widely used. Some 30 governments produce from nuclear generators a total of about 15 per cent of all the electricity used globally. Yet it has not met earlier expectations that it would be the key to ensuring an unlimited supply of low-cost energy. However, during this period of practical experience with building and running nuclear reactors, the nature of the costs, risks and benefits have become much more evident and as such, the subject of sharp controversy. 43. The potential for the spread of nuclear weapons is one of the most serious threats to world peace. It is in the interest of all nations to prevent proliferation of nuclear weapons. All nations therefore should contribute to the development of a viable non-proliferation regime. The nuclear weapon states must deliver on their promise to reduce the number and ultimately eliminate nuclear weapons in their arsenals and the role those weapons play in their strategies. And the non-nuclear-weapon states must cooperate in providing credible assurances that they are not moving towards a nuclear weapon capability. The health risks for the development of peaceful uses of nuclear technology, including nuclear electricity, are very small when compared with the benefits from the use of nuclear radiation for medical diagnosis treatment. The safe application of nuclear radiation technology promises many benefits in environmental clean-up and in increasing world food supplies by eliminating spoilage. With a recent and very notable exception, the international cooperation that has marked the development of nuclear power technology provides an excellent model by which to address common environmental and ethical problems posed by the development of other technologies. Ian Wilson Vice-President, Canadian Nuclear Association WCED Public Hearing Ottawa, 26-27 May 1986 44. Most schemes for non-proliferation mandate an institutional separation between military and civilian uses of nuclear energy. But for countries with full access to the complete nuclear fuel cycle, no technical separation really exists. Not all states operate the necessary clear-cut administrative separation of civilian and military access. Cooperation is needed also among suppliers and buyers of civilian nuclear facilities and materials and the International Atomic Energy Agency, in order to provide credible safeguards against the diversion of civilian reactor programmes to military purposes, especially in countries that do not open all their nuclear programmes to IAEA inspection. Thus, there still remains a danger of the proliferation of nuclear weapons. 45. The costs of construction and the relative economics of electricity generating stations - whether powered by nuclear energy, coal, oil or gas - are conditioned by the following factors throughout the service life of a plant: the cost of borrowing money to finance plant construction, the impact of inflation the duration of the period of planning, licensing, and construction the cost of fuel and maintenance the costs of protective measures, to ensure safe operation and waste disposal costs (land, air, and water pollution containment) and the costs of dismantling at the end of service life. 46. All these factors vary widely depending on differing institutional, legal, and financial arrangements in different countries. Cost generalizations and comparisons are therefore unhelpful or misleading. However, costs associated with several of these factors have increased more rapidly for nuclear stations during the last 5-10 years, so that the earlier clear cost advantage of nuclear over the service life of the plant has been reduced or lost altogether. 47 Nations should therefore look very closely at cost comparisons to obtain the best value when choosing an energy path. 47. Very strict codes of safety practice are implemented in nuclear plants so that under officially approved operating conditions, the danger from radiation to reactor personnel and especially to the general public is negligible. However, an accident occurring in a reactor may in certain very rare canes be serious enough to cause an external release of radioactive substances. Depending upon the level of exposure, people are under a certain level of risk of becoming ill from various forms of cancer or from alteration or genetic material, which may result in hereditary defects. 48. Since 1928, the International Commission on Radiological Protection (ICRP) has issued recommendations on radiation dosage levels above which exposure is unacceptable. These have been developed for occupationally exposed workers and for the general public. The Nuclear Safety Standards (NUSS) codes of IAEA were developed in 1975 to reduce safety differences among member states. Neither system is in any way binding on governments, if an accident occurs, individual governments have the responsibility of deciding at what level of radioactive contamination pasture land, drinking water, milk, meat, eggs, vegetables, and fish, are to be banned for consumption by livestock or humans. 49. Different countries - even different local government authorities within a country - have different criteria. Some have none at all, ICRP and NUSS notwithstanding. States with more rigorous standards may destroy large amounts of food or may ban food imports from a neighbour states with more permissive criteria. This causes great hardship to farmers who may not receive any compensation for their losses. It may also cause trade problems and political tension between states. Both of these difficulties occurred following the Chernobyl disaster, when the need to develop at least regionally conformable contamination criteria and compensation arrangements was overwhelmingly demonstrated. 50. Nuclear safety returned to the newspaper headlines following the Three Mile Island (Harrisburg, United States) and the Chernobyl (USSR) accidents. Probabilistic estimates of the risks of component failure, leading to a radioactive release in Western style light water reactors wore made in 1975 by the U. S. Nuclear Regulatory Commission. 48 The most serious category of release through containment failure was placed at around 1 in 1,000,000 years of reactor operation. Post-accident analysis of both Harrisburg and Chernobyl - a completely different type of reactor - have shown that in both cases, human operator error was the main cause. They occurred after about 2,000 and 4,000 reactor-years respectively. 49 The frequencies of such occurrences are well nigh impossible to estimate probabilistically. However, available analyses indicate that although the risk of a radioactive release accident is small, it is by no means negligible for reactor operations at the present time. 51. The regional health and environment effects of an accident are largely predictable from radioactive fall-out studies following early atomic weapons testing in the atmosphere and have been confirmed in practice following the Chernobyl accident. What could not be confidently predicted before Chernobyl were the local effects of such an accident. A much clearer picture is now emerging as a result of the experiences there when a reactor exploded, following a series of infringements of the official safety regulations, on 26 April 1986, causing the worst reactor accident ever experienced. As a result, the whole district had to be managed on something like a war footing and efforts resembling a large military operation were needed to contain the damage. 52. Civil nuclear energy programmes worldwide have already generated many thousands of tons of spent fuel and high-level waste. Many governments have embarked on large-scale programmes to develop ways of isolating these from the biosphere for the many hundreds of thousands of years that they will remain hazardously radioactive. 53. But the problem of nuclear waste disposal remains unsolved. Nuclear waste technology has reached an advanced level of sophistication. 50 This technology has not however been fully tested or utilized and problems remain about disposal. There is particular concern about future recourse to ocean dumping and the disposal of contaminated waste in the territories of small or poor states that lack the capacity to impose strict safeguards. There should be a clear presumption that all countries that generate nuclear waste dispose of it within their own territories or under strictly monitored agreements between states. 54. During the last 25 years, a growing awareness of the difficulties outlined above has resulted in a wide range of reactions from technical experts, the public, and governments. Many experts still feel that so much can be learned from the problems experienced up to now. They argue that if the public climate allows then to solve the nuclear waste disposal and decommissioning issues and the cost of borrowing money remains reasonably below its 1980-82 peak, in the absence of viable new supply alternatives there is no reason why nuclear energy should not emerge as a strong runner in the 1990s. At the other extreme, many experts take the view that there are so many unsolved problems and too many risks for society to continue with a nuclear future. Public reactions also vary. Some countries have exhibited little public reaction, in others there appears to be a high level of anxiety that expresses itself in anti-nuclear results in public opinion polls or large anti-nuclear campaigns. Today the assessment of practical consequences can be based on practical experience. The consequences of Chernobyl has made Soviet specialists once again pose a question: Is not the development of nuclear energy on an industrial scale premature Will it not be fatal to our civilization, to the ecosystem of our planet On our planet so rich in all sorts of energy sources, this question can be discussed quite calmly. We have a real choice in this, both on a state and a governmental level, and also on the level of individuals and professionals. We must put all our efforts to improve the technology itself, to develop and elaborate strict standards and norms of quality, of safety of a technology. We must work for the creation of anti-accident centres and centres devoting themselves to compensating for the losses to the environment. The upgrading of the industrial level of safety and the solution of the problem of the relations between man and machine would be a lot more natural thing to do than concentrating the efforts on only one element of the energy structure in the world. This would benefit the whole of humanity. V. A. Legasov Member, Academy of Sciences of the USSR WCED Public Hearing Moscow, 8 Dec 1986 55. And so, whilst some states still remain nuclear-free, today nuclear reactors supply about 15 per cent of all the electricity generated. Total electricity production worldwide is in turn equivalent to around 15 per cent of global primary energy supply. Roughly one-quarter of all countries worldwide have reactors. In 1986, there were 366 working and a further 140 planned, 51 with 10 governments possessing about 90 per cent of all installed capacity (more than 5 GW (e)). Of these, there are 8 with a total capacity of more than 9 GW (e), 52 which provided the following percentages of electric power in 1985: France, 65 Sweden, 42 Federal Republic of Germany, 31 Japan, 23 United Kingdom, 19 United States, 16 Canada, 13 and USSR, 10. According to IAEA, in 1985 there were 55 research reactors worldwide, 33 of them in developing countries. 53 56. Nevertheless, there is little doubt that the difficulties referred to above have in one way or another contributed to a scaling back of future nuclear plans - in some countries, to a de facto nuclear pause. In Western Europe and North America, which today have almost 75 per cent of current world capacity, nuclear provides about one-third of the energy that was forecast for it 10 years ago. Apart from France, Japan, the USSR, and several other East European countries that have decided to continue with their nuclear programmes, ordering, construction, and licensing prospects for new reactors in many other countries look poor. In fact, between 1972 and 1986, earlier global projections of estimated capacity for the year 2000 have been revised downwards by a factor of nearly seven. Despite this, the growth of nuclear at around 15 per cent a year over the last 20 years is still impressive. 54 57. Following Chernobyl, there were significant changes in the nuclear stance of certain governments. Several - notably China, the Federal Republic of Germany, France, Japan, Poland, United Kingdom, United States, and the USSR - have maintained or reaffirmed their pro-nuclear policy. Others with a no nuclear or a phase-out policy (Australia, Austria, Denmark, Luxembourg, New Zealand, Norway, Sweden - and Ireland with an unofficial anti-nuclear position) have been joined by Greece and the Philippines. Meanwhile, Finland, Italy, the Netherlands, Switzerland, and Yugoslavia are re-investigating nuclear safety andor the anti-nuclear arguments, or have introduced legislation tying any further growth of nuclear energy and exportimport of nuclear reactor technology to a satisfactory solution of the problem of disposal of radioactive wastes. Several countries have been concerned enough to conduct referenda to test public opinion regarding nuclear power. 58. These national reactions indicate that as they continue to review and update all the available evidence, governments tend to take up three possible positions: remain non-nuclear and develop other sources of energy: regard their present nuclear power capacity as necessary during a finite period of transition, to safer alternative energy sources or adopt and develop nuclear energy with the conviction that the associated problems and risks can and must, be solved with a level of safety that is both nationally and internationally acceptable. The discussion in the Commission also reflected these tendencies, views, and positions. 59. But whichever policy is adopted, it is important that the vigorous promotion of energy-efficient practices in all energy sectors and large-scale programmes of research, development, and demonstration for the safe and environmentally benign use of all promising energy sources, especially renewables, be given the highest, priority. 60. Because of potential transboundary effects, it is essential that governments cooperate to develop internationally agreed codes of practice covering technical, economic, social (including health and environment aspects), and political components of nuclear energy. In particular, international agreement must be reached on the following specific items: full governmental ratification of the conventions on Early Notification of a Nuclear Accident (including the development of an appropriate surveillance and monitoring system) and on Assistance in the Case of a Nuclear Accident or Radiological Emergency as recently developed by IAEA emergency response training - for accident containment and for decontamination and long-term clean-up of affected sites, personnel, and ecosystems the transboundary movement of all radioactive materials - including fuels, spent fuels, and other wastes by land, sea, or air a code of practice on liability and compensation standards for operator training and international licensing codes of practice for reactor operation, including minimum safety standards the reporting of routine and accidental discharges from nuclear installations effective, internationally harmonized minimum radiological protection standards agreed site selection criteria as well as consultation and notification prior to the siting of all major civil nuclear - related installations standards for waste repositories standards for the decontamination and dismantling of time-expired nuclear reactors and problems posed by the development of nuclear powered shipping. 61. For many reasons, especially including the failure of the nuclear weapons states to agree on disarmament, the Nonproliferation Treaty has not proved to be a sufficient instrument to prevent the proliferation of nuclear weapons, which still remains a serious danger to world peace. We therefore recommend in the strongest terms the construction of an effective international regime covering all dimensions of the problem. Both nuclear weapons states and non nuclear weapons states, should undertake to accept safeguards in accordance with the statutes of IAEA. 62. Additionally, an international regulatory function is required, including inspection of reactors internationally. This should be quite separate from the role of IAEA in promoting nuclear energy. 63. The generation of nuclear power is only justifiable if there are solid solutions to the presently unsolved problems to which it gives rise. The highest priority must be accorded to research and development on environmentally sound and economically viable alternatives, as well as on means of increasing the safety of nuclear energy. 64. Seventy per cent of the people in developing countries use wood and, depending on availability, burn anywhere between an absolute minimum of about 350 kilogrammes to 2,900 kilogrammes of dry wood annually, with the average being around 700 kilogrammes per person. 55 Rural woodfuel supplies appear to be steadily collapsing in many developing countries, especially in Sub-Saharan Africa. 56 At the same time, the rapid growth of agriculture, the pace of migration to cities, and the growing numbers of people entering the money economy are placing unprecedented pressures on the biomass base 57 and increasing the demand for commercial fuels: from wood and charcoal to kerosene, liquid propane, gas, and electricity. To cope with this, many developing country governments have no option but to immediately organize their agriculture to produce large quantities of wood and other plant fuels. 65. Wood is being collected faster than it can regrow in many developing countries that still rely predominantly on biomass wood, charcoal, dung, and crop residues - for cooking, for heating their dwellings, and even for lighting. FAO estimates suggest that in 1900, around 1.3 billion people lived in wood-deficit areas. 58 If this population-driven overharvesting continues at present rates, by the year 2000 some 2.4 billion people may be living in areas where wood is acutely scarce or has to be obtained elsewhere. These figures reveal great human hardship. Precise data on supplies are unavailable because much of the wood is not commercially traded but collected by the users, principally women and children, but there is no doubt that millions are hard put to find substitute fuels, and their numbers are growing. 66. The fuelwood crisis and deforestation - although related are not the same problems. Wood fuels destined for urban and industrial consumers do tend to come from forests. But only a small proportion of that used by the rural poor comes from forests. Even in these cases, villagers rarely chop down trees most collect dead branches or cut them from trees. 59 67. When fuelwood is in short supply, people normally economize when it is no longer available, rural people are forced to burn such fuels as cow dung, crop stems and husks, and weeds. Often this does no harm, since waste products such as cotton stalks are used. But the burning of dung and certain crop residues may in some cases rob the soil of needed nutrients. Eventually extreme fuel shortages can reduce the number of cooked meals and shorten the cooking time, which increases malnourishment. 68. Many urban people rely on wood, and most of this is purchased. Recently, as the price of wood fuels has been rising, poor families have been obliged to spend increasing proportions of their income on wood. In Addis Ababa and Maputo, families may spend a third to half of their incomes this way. 60 Much work has been done over the past 10 years to develop fuel-efficient stoves, and some of these new models use 30-50 per cent less fuel. These, as well as aluminium cooking pots and pressure cookers that also use much less fuel, should be made more widely available in urban areas. Fuelwood and charcoal are, and will remain, the major sources of energy for the great majority of rural people in developing countries. The removal of trees in both semiarid and humid land in African countries is a result to a large extent of increasing 73. Renewable energy sources could in theory provide 10-13TW annually - equal to current global energy consumption. 63 Today they provide about 2TW annually, about 21 per cent of the energy consumed worldwide, of which 15 per cent is biomass and 6 per cent hydropower. However, most of the biomass is in the form of fuelwood and agricultural and animal wastes. As noted above, fuelwood can no longer be thought of as a renewable resource in many areas, because consumption rater have overtaken sustainable yields. 74. Although worldwide reliance on all these sources has been growing by more than 10 per cent a year since the late 1970s, it will be some time before they make up a substantial portion of the worlds energy budget. Renewable energy systems are still in a relatively primitive stage of development. But they offer the world potentially huge primary energy sources, sustainable in perpetuity and available in one form or another to every nation on Earth. But it, will require a substantial and sustained commitment to further research and development if their potential is to be realized. 75. Wood as a renewable energy source is usually thought of as naturally occurring trees and shrubs harvested for local domestic use. Wood, however, is becoming an important feedstock, specially grown for advanced energy conversion processes in developing as well as industrial countries for the product ion of process heat, electricity, and potentially for other fuels, such as combustible gases and liquids. 76. Hydropower, second to wood among the renewables, has been expanding at nearly 4 per cent annually. Although hundreds of thousands of megawatts of hydropower have been harnessed throughout the world, the remaining potential is huge. 64 In neighbouring developing countries, interstate cooperation in hydropower development could revolutionize supply potential especially in Africa. In the choice of resources to be utilized we should not stare at renewable resources of energy blindly, we should not blow it out of proportion, we should not promote it for the sake of the environment per se. Instead we should develop and utilize all resources available, renewable sources of energy included, as a long-term endeavour requiring a continuous and sustained effort that will not be subject to short-term economic fluctuations, in order that we, in Indonesia, will achieve a successful and orderly transition to a more diversified and balanced structure of energy supply and environmentally sound energy supply system, which is the ultimate goal of our policy. Speaker from the floor WCED Public Hearings Jakarta, 26 March 1985 77. Solar energy use is small globally, but it is beginning to assume an important place in the energy consumption patterns of some countries. Solar water and household heating is widespread in many parts of Australia, Greece, and the Middle East. A number of East European and developing countries have active solar energy programmes, and the United States and Japan support solar sales of several hundred million dollars a year. With constantly improving solar thermal and solar electric technologies, it is likely that their contribution will increase substantially. The cost of photovoltaic equipment has fallen from around 500-600 per peak watt to 5 and is approaching the 1-2 level where it can compete with conventional electricity production. 65 But even at 5 per peak watt, it still provides electricity to remote places more cheaply than building power lines. 78. Wind power has been used for centuries - mainly for pumping water. Recently its use has been growing rapidly in regions such as California and Scandinavia. In these cases the wind turbines are used to generate electricity for the local electricity grid. The costs of wind-generated electricity, which benefited initially from substantial tax incentives, have fallen dramatically in California in the last five years and may possibly be competitive with other power generated there within a decade. 66 Many countries have successful but small wind programmes, but the untapped potential is still high. 79. The fuel alcohol programme in Brazil produced about 10 billion litres of ethanol from sugar-cane in 1984 and replaced about 60 per cent of the gasoline that would have been required. 67 The cost has been estimated at 50-60 per barrel of gasoline replaced. When subsidies are removed, and a true exchange rate is used, this is competitive at 1981 oil prices. With present lower oil prices, the programme has become uneconomical. But it saves the nation hard currency, and it provides the additional benefits of rural development, employment generation, increased self-reliance, and reduced vulnerability to crises in the world oil markets. 80. The use of geothermal energy, from natural underground heat sources, has been increasing at more than 15 per cent per year in both industrial and developing countries. The experience gained during the past decades could provide the basis for a major expansion of geothermal-capacity. 68 By contrast, technologies for low-grade heat via heat pumps or from solar ponds and ocean thermal gradients are promising but still mostly at the research and development stage. 81. These energy sources are not without their health and environment risks. Although they range from rather trivial to very serious problems, public reactions to them are not necessarily in proportion to the damage sustained. For instance, some of the commonest difficulties with solar energy are, somewhat surprisingly, the injuries from roof falls during solar thermal maintenance and the nuisance of sun-glare off their glass surfaces. Or a modern wind turbine can be a significant noise nuisance to people living nearby. Yet, these apparently small problems often arouse very strong public reactions. 82. But these are still minor issues compared with the ecosystem destruction at hydropower sites or the uprooting of homesteads in the areas to be flooded, as well as the health risks from toxic gases generated by rotting submerged vegetation and soils, or from waterborne diseases such as schistosomiasis (snail fever). Hydrodams also act as an important barrier to fish migration and frequently to the movement of land animals. Perhaps the worst problem they pose is the danger of catastrophic rupture of the dam-wall and the sweeping away or flooding of human settlements downstream - about once a year somewhere in the world. This risk is small but not insignificant. 83. One of the most widespread chronic problems is the eye and lung irritation caused by woodsmoke in developing countries. When agricultural wastes are burned, pesticide residues inhaled from the dusts or smoke of the crop material can be a health problem. Modern biofuel liquids have their own special hazards. Apart from competing with food crops for good agricultural land, their production generates large quantities of organic waste effluent, which if not used as a fertilizer can cause serious water pollution. Such fuels, particularly methanol, may produce irritant or toxic combustion products. All these and many other problems, both large and small, will increase as renewable energy systems are developed. 84. Most renewable energy systems operate best at small to medium scales, ideally suited for rural and suburban applications. They are also generally labour-intensive, which should be an added benefit where there if surplus labour. They are less susceptible than fossil fuels to wild price fluctuations and foreign exchange costs. Most countries have some renewable resources, and their use can help nations move towards self-reliance. 85. The need for a steady transition to a broader and more sustainable mix of energy sources is beginning to become accepted. Renewable energy sources could contribute substantially to this, particularly with new and improved technologies, but their development will depend in the short run on the reduction or removal of certain economic and institutional constraints to their use. These are formidable in many countries. The high level of hidden subsidies for conventional fuels built into the legislative and energy programmes of most countries distorts choices against renewables in research and development, depletion allowances, tax write-offs, and direct support of consumer prices. Countries should undertake a full examination of all subsidies and other forms of support to various sources of energy and remove those that are not clearly justified. 86. Although the situation is changing rapidly in some jurisdictions, electrical utilities in most have a supply monopoly on generation that allows them to arrange pricing policies that discriminate against other, usually small, suppliers. 69 In some countries a relaxation of this control, requiring utilities to accept power generated by industry, small systems, and individuals, has created opportunities for the development of renewables. Beyond that, requiring utilities to adopt an end-use approach in planning, financing, developing, and marketing energy can open the door to a wide range of energy-saving measures as well as renewables. 87. Renewable energy sources require a much higher priority in national energy programmes. Research, development, and demonstration projects should command funding necessary to ensure their rapid development and demonstration. With a potential of 10TW or so, even if 3-4TW were realized, it would make a crucial difference to future primary supply, especially in developing countries, where the background conditions exist for the success of renewables. The technological challenges of renewables are minor compared with the challenge of creating the social and institutional frameworks that will ease these sources into energy supply systems. 88. The Commission believes that every effort should be made to develop the potential for renewable energy, which should form the foundation of the global energy structure during the 21st Century. A much more concerted effort must be mounted if this potential is to be realized. But a major programme of renewable energy development will involve large costs and high risks, particularly massive-scale solar and biomass industries. Developing countries lack the resources to finance all but a small fraction of this cost although they will be important users and possibly even exporters. Large-scale financial and technical assistance will therefore be required. 89. Given the above analysis, the Commission believes that energy efficiency should be the cutting edge of national energy policies for sustainable development. Impressive gains in energy efficiency have been made since the first oil price shock in the 1970s. During the past 13 years, many industrial countries saw the energy content of growth fall significantly as a result of increases in energy efficiency averaging 1.7 per cent annually between 1973 and 1983. 70 And this energy efficiency solution costs less, by savings made on the extra primary supplies required to run traditional equipment. 90. The cost-effectiveness of efficiency as the most environmentally benign source of energy is well established. The energy consumption per unit of output from the most efficient processes and technologies is one-third to less than one-half that of typically available equipment. 71 91. This is true of appliances for cooking, lighting and refrigeration, and space cooling and heating - needs that are growing rapidly in most countries and putting severe pressures on the available supply systems. It is also true of agricultural cultivation and irrigation systems, of the automobile, and of many industrial processes and equipment. 92. Given the large disproportion in per capita energy consumption between developed and developing countries in general, it is clear that the scope and need for energy saving is potentially much higher in industrial than in developing countries. Nonetheless, energy efficiency is important everywhere. The cement factory, automobile, or irrigation pump in a poor country is fundamentally no different from its equivalent in the rich world. In both, there is roughly the same scope for reducing the energy consumption or peak power demand of these devices without loss of output or welfare. But poor countries will gain much more from such reductions. 93. The woman who cooks in an earthen pot over an open fire uses perhaps eight times more energy than an affluent neighbour with a gas stove and aluminium pans. The poor who light their homes with a wick dipped in a jar of kerosene get one-fiftieth of the illumination of a 100-watt electric bulb, but use just as much energy. These examples illustrate the tragic paradox of poverty. For the poor, the shortage of money is a greater limitation than the shortage of energy. They are forced to use free fuels and inefficient equipment because they do not have the cash or savings to purchase energy-efficient fuels and end-use devices. Consequently, collectively they pay much more for a unit of delivered energy services. 94. In most cases, investments in improved end-use technologies save money over time through lowered energy-supply needs The costs of improving the end-use equipment is frequently much less than the cost of building more primary supply capacity. In Brazil, for example, it has been shown that for a discounted total investment of 4 billion in more efficient end-use technologies (such as more efficient refrigerators, street-lighting, or motors) it would be feasible to defer construction of 21 gigawatts of new electrical supply capacity, corresponding to a discounted capital savings for new supplies of 19 billion in the period 1986 to 2000. 72 We must change our attitude towards consumption goods in developed countries and we must create technological advances that will allow us to carry on economic development using less energy. We must ask ourselves can we solve the problems of underdevelopment without using or increasing the tremendous amount of energy used by these countries. The idea that developing countries use very little energy is an incorrect idea. We find that the poorest countries of all have a different problem their problem is inefficient use of energy. Medium countries such as Brazil use more efficient and modern sources of fuel. The great hope for these countries is that the future will be built not based on technologies of the past, but using advanced technology. This will allow them to leap forward in relation to countries that are already developed. Jose Goldemberg President, Companhia Energetica de Sao Paulo WCED Public Hearing Brasilia, 30 Oct 1985 95. There are many examples of successful energy efficiency programmes in industrial countries. The many methods used successfully to increase awareness include information campaigns in the media, technical press, and schools demonstrations of successful practices and technologies free energy audits energy labelling of appliances and training in energy-saving techniques. These should be quickly and widely extended. Industrialized countries account for such a large proportion of global energy consumption that even small gains in efficiency can have a substantial impact on conserving reserves and reducing the pollution load on the biosphere. It is particularly important that consumers, especially large commercial and industrial agencies, obtain professional audits of their energy use. This kind of energy book-keeping will readily identify those places in their consumption patterns where significant savings can be made. 96. Energy pricing policies play a critical role in stimulating efficiency. At present, they sometimes include subsidies and seldom reflect the real costs of producing or importing the energy, particularly when exchange rates are undervalued. Very rarely do they reflect the external damage costs to health, property, and the environment. Countries should evaluate all hidden and overt subsidies to see how far real energy costs can be passed on to the consumer. The true economic pricing of energy - with safeguards for the very poor - needs to be extended in all countries. Large numbers of countries both industrial and developing are already adopting such policies. 97. Developing countries face particular constraints in saving energy. Foreign exchange difficulties can make it hard to purchase efficient but costly energy conversion and end-use devices. Energy can often be saved cost-effectively by fine-tuning already functioning systems. 73 But governments and aid agencies may find it less attractive to fund such measures than to invest in new large-scale energy supply hardware that is perceived as a more tangible symbol of progress. 98. The manufacture, import, or sale of equipment conforming to mandatory minimal energy consumption or efficiency standards is one of the most powerful and effective tools in promoting energy efficiency and producing predictable savings. International cooperation may be required when such equipment is traded from nation to nation. Countries and appropriate regional organizations should introduce and extend increasingly strict efficiency standards for equipment and mandatory labelling of appliances. 99. Many energy efficiency measures cost nothing to implement. But where investments are needed, they are frequently a barrier to poor households and small-scale consumers, even when pay-back times are short. In these latter cases, special small loan or hire-purchase arrangements are helpful. Where investment costs are not insurmountable, there are many possible mechanisms for reducing or spreading the initial investment, such as loans with favourable repayment periods and invisible measures such as loans repaid by topping up the new, reduced energy bills to the pre-conservation levels. 100. Transport has a particularly important place in national energy and development planning. It is a major consumer of oil, accounting for 50-60 per cent of total petroleum use in most developing countries. 74 It is often a major source of local air pollution and regional acidification of the environment in industrial and developing countries. Vehicle markets will grow much more rapidly in developing countries, adding greatly to urban air pollution, which in many cities already exceeds international norms. Unless strong action is taken, air pollution could become a major factor limiting industrial development in many Third World cities. 101. In the absence of higher fuel prices, mandatory standards providing for a steady increase in fuel economy may be necessary. Either way, the potential for substantial future gains in fuel economy is enormous. If momentum can be maintained, the current average fuel consumption of approximately 10 litres per 100 kilometres in the fleet of vehicles in use in industrial countries could be cut in half by the turn of the century. 75 102. A key issue is how developing countries can rapidly improve the fuel economy of their vehicles when these are, on average, used for twice as long those as in industrial countries, cutting rates of renewal and improvement in half. Licensing and import agreements should be reviewed to ensure access to the best available fuel efficient designs and production processes. Another important fuel-saving strategy especially in the growing cities of developing countries is the organizing of carefully planned public transport systems. 103. Industry accounts for 40 60 pet cent of all energy consumed in industrial countries and 10-40 per cent in developing countries. (See Chapter 6 .) There has been significant improvement in the energy efficiency of production equipment, processes, and products. In developing countries, energy savings of as much as 20-30 per cent could be achieved by such skilful management of industrial development. 104. Agriculture worldwide is only a modest energy consumer, accounting for about 3.5 per cent of commercial energy use in the industrial countries and 4.5 per cent in developing countries as a whole. 76 A strategy to double food production in the Third World through increases in fertilizers, irrigation, and mechanization would add 140 million tons of oil equivalent to their agricultural energy use. This is only some 5 per cent of present world energy consumption and almost certainly a small part of the energy that could be saved in other sectors in the developing world through appropriate efficiency measures. 77 105. Buildings offer enormous scope for energy savings, and perhaps the most widely understood ways of increasing energy efficiency are in the home and workplace. Buildings in the tropics are now commonly designed to avoid as much direct solar heating as possible by having very narrow east - and west-facing walls, but with long sides facing north and south and protected from the overhead sun by recessed windows or wide sills. 106. An important method of heating buildings is by hot water produced during electricity production and piped around whole districts, providing both heat and hot water. This extremely efficient use of fossil fuels demands a coordination of energy supply with local physical planning, which few countries are institutionally equipped to handle. 78 Where it has been successful, there has usually been local authority involvement in or control of regional energy-services boards, such as in Scandinavia and the USSR. Given the development of these or similar institutional arrangements, the cogeneration of heat and electricity could revolutionize the energy efficiency of buildings worldwide. 107. There is general agreement that the efficiency gains achieved by some industrialized countries over the past 13 years were driven largely by higher energy prices, triggered by higher oil prices. Prior to the recent fall in oil prices, energy efficiency was growing at a rate of 2.0 per cent annually in some countries, having increased gradually year by year. 79 108. It is doubtful whether such steady improvements can be maintained and extended if energy prices are held below the level needed to encourage the design and adoption of more energy-efficient homes, industrial processes, and transportation vehicles. The level required will vary greatly within and between countries, depending on a wide range of factors. But whatever it is, it should be maintained. In volatile energy markets, the question is how. 109. Nations intervene in the market price of energy in a variety of ways. Domestic taxes (or subsidies) on electrical power rates, oil, gas and other fuels are most common. They vary greatly between and even within countries where different states, provinces, and sometimes even municipalities have the right to add their own tax. Although taxes on energy have seldom been levied to encourage the design and adoption of efficiency measures, they can have that result if they cause energy prices to rise beyond a certain level - a level that varies greatly among jurisdictions. 110. Some nations also maintain higher than market prices on energy through duties on imported electricity, fuel, and fuel products. Others have negotiated bilateral pricing arrangements with oil and gas producers in which they stabilize prices for a period of time. 111. In most countries, the price of oil eventually determines the price of alternative fuels. Extreme fluctuations in oil prices, such as the world has experienced recently, endanger programmes to encourage conservation. Many positive energy developments worldwide that made sense with oil above 25 per barrel, are harder to justify at lower prices. Investments in renewables, energy-efficient industrial processes, transport vehicles, and energy-services may be reduced. Most are needed to ease the transition to a safer and more sustainable energy future beyond this century. This goal requires a long, uninterrupted effort to succeed. 112. Given the importance of oil prices on international energy policy, the Commission recommends that new mechanisms for encouraging dialogue between consumers and producers be explored. 113. If the recent momentum behind annual gains in energy efficiency is to be maintained and extended, governments need to make it an explicit goal of their policies for energy pricing to consumers. Prices needed to encourage the adoption of energy-saving measures may be achieved by any of the above means or by other means. Although the Commission expresses no preference, conservation pricing requires that governments take a long-term view in weighing the costs and benefits of the various measures. They need to operate over extended periods, dampening wild fluctuations in the price of primary energy, which can impair progress towards energy conservation. 114. It is clear that a low energy path is the best way towards a sustainable future. But given efficient and productive uses of primary energy, this need not mean a shortage of essential energy services. Within the next 50 years, nations have the opportunity to produce the same levels of energy services with as little as half the primary supply currently consumed. This requires profound structural changes in socio-economic and institutional arrangements and is an important challenge to global society. 115. More importantly, it will buy the time needed to mount major programmes on sustainable forms of renewable energy, and so begin the transition to a safer, more sustainable energy era. The development of renewable sources will depend in part on a rational approach to energy pricing to secure a stable matrix for such progress. Both the routine practice of efficient energy use and the development of renewables will help take pressure off traditional fuels, which are most needed to enable developing countries to realize their growth potential worldwide. 116. Energy is not so much a single product as a mix of products and services, a mix upon which the welfare of individuals, the sustainable development of nations, and the life-supporting capabilities of the global ecosystem depend. In the past, this mix has been allowed to flow together haphazardly, the proportions dictated by short-term pressures on and short-term goals of governments, institutions, and companies. Energy is too important for its development to continue in such a random manner. A safe, environmentally sound, and economically viable energy pathway that will sustain human progress into the distant future is clearly imperative. It is also possible. 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