Guidance for the Development of

the Integrated Planning

and Budget System (IPBS)
Submission for FY 2013 - 2015
for Overseas Posts

Prepared by:
Office of Strategic Information, Research, and Planning
and
Office of the Chief Financial Officer
December 2011

Table of Contents
Directors Overview ........................................................................................................................ 1
2013-2015 IPBS Process Flowchart ................................................................................................. 4
IPBS Submission Requirements and Deliverables List .................................................................... 5
Instructions for Completing the IPBS Documents .......................................................................... 5
I.

Post Strategic Planning Exercise .......................................................................................... 5

II.

Budget Document .............................................................................................................. 11

III. Anticipated Trainee Request Table FY 2013-2014 ............................................................. 11

Links for your Reference

Administrative Management Control Survey (AMCS)
Anticipated Trainee Request Table
Comprehensive Agency Assessment
Comprehensive Agency Assessment Summary of the Six Strategies
Directors Cover Letter
FY 2012 IPBS Intranet Page
Idea Board: Peer Strategies for a Strong IPBS Submission 1
IPBS Pre-Guidance 2
Peace Corps FY 2009-2014 Strategic Plan and FY 2012-2014 Performance Plan
Performance and Accountability Report (PAR) FY 2011
Post Focus In/Train Up Road Map
Tips and Tools for Involving Staff in the IPBS Process

The Idea Board is a place for posts and HQ to share tips, tools, and strategies for developing a strong IPBS
submission. Posts are invited to browse and/or contribute to this idea exchange. Contributions will be accepted up
until March 1st and can be sent to mgallagher@peacecorps.gov for posting.

Contains a consolidated list of data sources helpful in preparing an IPBS submission.

Directors Overview
Since the first Volunteers heeded President Kennedys call to service 50 years ago, the Peace
Corps has been sharing Americas most valued resource with the world its people. Peace
Corps Volunteers represent the best that America has to offer, building cross-cultural
relationships as grassroots development workers across the globe. The Peace Corps remains
the archetype for volunteer service agencies and continues to be the largest service model of
its kind in the world.
FY 2011 has been a year of fiscal adaptation and programmatic progress for the agency. We
have made good progress in advancing the recommendations of the 2010 Comprehensive
Agency Assessment, which will substantially improve the impact and effectiveness of our
operations and the quality of our support to Volunteers. As a result, the organizational
infrastructure is in place to support a period of important quality enhancements in FY 2012.
Domestically, we are reorganizing key offices to better target agency efforts on sharing
Volunteer experiences and host country cultures with the American public. We are confident
that the Peace Corps is well positioned to deal with the challenging fiscal realities ahead and to
move forward with our planning for FY 2013 - 2015.
Our commitment to the health and safety of Peace Corps Volunteers is unwavering and
remains the single most important priority of the agency. With your tireless support, we have
instituted new measures to provide ever more effective and compassionate support to our
Volunteers. We continue to work with experts within and outside of government, as well as
current and returned Volunteers, to strengthen all safety and security operations, including the
development and rollout of enhanced safety and security training for staff and Volunteers and
the hiring of a nationally recognized Victim Advocate. We have also reinforced our procedures
to ensure that allegations by Peace Corps Volunteers of misconduct are handled appropriately
and confidentially.
Recently, I had the opportunity to witness President Obama codify many of these reforms
through his signing of the Kate Puzey Peace Corps Volunteer Protection Act of 2011. This new
law will help to ensure that all Peace Corps Volunteers serving worldwide continue to receive
the support and protection they deserve. Thanks to the new law, these and other reforms will
remain in place for future Volunteers.
Planning Guidance
This year, the agency faced the challenge of continuing to provide excellent direct support
services to 9,095 Volunteersa 40-year highwhile managing an almost $26 million cut in
appropriated budget at mid-year. We made difficult decisions that included staff reductions,
decreases in program size, curtailing or postponing planned systems initiatives, and delaying
the entrance dates for some applicants. While the budget realities remain challenging, we have
made significant progress and important investments in quality improvements over the past
year. Our resources must be targeted to support these enhancements, especially those
recommended in the Comprehensive Agency Assessment.
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At present, we plan for the FY 2013 Trainee Input (TI) to be lower than the FY 2012 TI of
approximately 3,500. For the purposes of this planning process, we will set TI at the 3,300 level
(this represents appropriated-funded Volunteers only) for FY 2013 to FY 2015. TI levels for the
agency as a whole are likely to remain steady during this timeframe. TI levels for specific posts
may vary according to overall regional plans (based on the Country Portfolio Review). If there is
a significant change in the outlook for our appropriation level, we will work with posts to adjust
their Trainee Requests accordingly.
A continued focus on strategic partnerships and inter-agency collaboration enhances our ability
to meet agency goals during this time of limited budgets. The Peace Corps will continue to
emphasize strategic partnering as a critical component of its development strategy and will
foster the development, implementation, and evaluation of these important partnerships.
Partnerships with host governments, international and local NGOs, and with the private sector
provide additional technical training and materials, and facilitate volunteer assignments to
reduce administrative costs. Agreements with other U.S. government agencies contribute to a
whole of government approach to global development and augment the Peace Corps'
developmental impact in key sectors through the provision of additional financial and technical
resources.
Advancing the Peace Corps New Strategic Vision as Outlined in the Comprehensive Agency
Assessment: Annual Performance Plan, Focus In/Train Up, and the Country Portfolio Review
The Comprehensive Agency Assessment, submitted to Congress in June 2010, sets forth the sixpoint strategic vision for our agency. By advancing the six strategies outlined in the
Assessment, we will make the Peace Corps a leader in the global effort to further human
progress and foster understanding and respect among people. Click here for a one-page
description of the strategic vision as outlined in the Comprehensive Agency Assessment.
This year, these six strategies and the recommendations of the Comprehensive Agency
Assessment were formally integrated into the Annual Performance Plan for FY 2012. This
Annual Performance Plan establishes 40 indicators and annual targets to drive agency
performance across all areas of operations. I am pleased to note that the Annual Performance
Plan now includes indicators related to improving the safety, security, and support of
Volunteers, aligns the Peace Corps with President Obamas Global Development Policy, and
emphasizes evidence-based performance management and monitoring and evaluation.
Through the hard work of both headquarters offices and the field, significant progress has
already been made to advance our six-point strategic vision. In particular, important advances
relating to the Focus In/Train Up strategy have been achieved, and the agency will continue to
target a limited number of highly effective, high-impact interventions. In coordination with
building stronger and more standardized core and technical training programs, we will enhance
the ability of each Volunteer to work with their community partners to address local needs.
Enhancements have also been made to the Country Portfolio Review process. A rigorous,
evidence-based approach has been developed, providing the Peace Corps with a solid
framework for guiding resource allocation decisions in one integrated process. In carrying out
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our new strategic vision, we will be utilizing the Country Portfolio Review to inform decisions
about the countries in which we operate.
During the FY 2013-2015 IPBS planning period, we will use the strategic vision outlined in the
Comprehensive Agency Assessment and our agencys Annual Performance Plan as our blueprint
to move the Peace Corps towards a more focused, innovative, and dynamic future.
Next Steps
I remain committed to ensuring a transparent and interactive IPBS submission process. As last
year, the IPBS submissions will be reviewed by the Regions and discussed with posts before
being presented to the Office of Global Operations and OCFO for clearance. These offices will
then present the cleared IPBS submissions to me for review and approval. The final approved
IPBS submissions will then be posted on the Peace Corps Intranet.
When preparing your submission, please make use of the IPBS pre-guidance distributed on
December 1. The pre-guidance provides posts with a consolidated set of tools and suggested
data sources we believe you will find useful.
A great deal of work lies ahead of us, and we look forward to your best thoughts on how to
position your post for success. As the Peace Corps concludes its celebrations commemorating
50 years of promoting world peace and friendship, we again look to the future, and to creating
a Peace Corps that remains vibrant for another 50 years. The budget realities will continue to
test our resolve, but our agency has a long history of rising to meet every challenge. Supported
by the hard work and dedication of our Volunteers and staff, the agency confidently begins its
next 50 years dedicated to remaining faithful to the ideals and vision of its founders while
addressing the dreams of future generations. We rededicate ourselves to a world of deeper
understanding, where every man, woman, and child has the opportunity to live up to his or her
potential.

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2013-2015 IPBS Process Flowchart

IPBS Process Initiated
1. IPBS Pre-guidance Issued
2. IPBS Guidance Issued
December 2011
Post Strategic Planning Period
1. Posts Complete the Following Deliverables:
Strategic Plan 2013-2015
Budget Impact Statement
Anticipated Trainee Request Table
December - February 2012
IPBS Submission and Review Process
1. Posts Submit Deliverables to CDU (by March 1st)
2. Regions Review Documents with Posts (by March 16th)
3. Posts Revise Documents as Necessary (by March 23rd)
4. Regions Prepare Summaries (by April 2nd)
March 2012
IPBS Approval Process
1. Regions Submit Summaries to Global Ops for Review (by April 2nd)
2. Regions Submit all Documents to OCFO (by April 9th)
3. Documents Cleared by Global Ops and OCFO (by April 16th)
4. Global Ops, Regions, and OCFO Present Final Cleared
IPBS Documents to the Director for Approval (by April 20th)
5. Global Ops, Regions, and OCFO Present Final Director-approved
IPBS Documents to Senior Management (by May 4th)
April-May 2012
Operating Plan and Budget Development
1. OCFO Issues FY 2013 Operating Planning Guidance and Marks to Regions (June 29th)
2. Regions Issue FY 2013 Operating Planning Guidance and Marks to Posts (July 6th)
3. Posts Prepare FY 2013 Operating Plans Based on Approved IPBS Plans and Marks (July 31st)
4. Global Ops, Regions, and OCFO Review and Clear FY2013 Operating Plans (August and September)
5. Cleared FY 2013 Operating Plans Presented to Director for Approval (September 18th 20th)
June-September 2012

Integrated Planning and Budget System (IPBS)

The IPBS is the Peace Corps primary program and resource management planning mechanism.
The IPBS is consistent with the planning process defined by the Government Performance and
Results Modernization Act of 2010 (GPRA MA). The main elements of GPRA MA are the
development of a four-year agency strategic plan, annual performance plans for each fiscal
year, and annual program performance reports. Together, these create a recurring cycle of
reporting, planning, and execution that is jointly managed by the Office of Strategic
Information, Research, and Planning (OSIRP) and the Office of the Chief Financial Officer
(OCFO). For additional background information, please refer to the Peace Corps Budget Process
and IPBS Manual Section.
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IPBS Submission Requirements and Deliverables List

Please submit all documents to your Country Desk Unit (CDU) by March 1, 2012.
The CDUs will create folders to store the records and provide the information to their
respective Regional Chief Administrative Officer and Budget Analyst.
I.

Strategic Plan Document

Deliverable: Post Strategic Plan, including the Focus In/Train Up Roadmap

II.

Budget Document
Deliverable: Post Budget Impact Statement

III.

Anticipated Trainee Request

Deliverable: Anticipated Trainee Request Table

Instructions for Completing the IPBS Documents

I.

Post Strategic Planning Exercise

The strategic plan submission is composed of seven sections. Please be concise and use
bullets where appropriate. Items A through D should not exceed 6 to 8 pages total.
A.
B.
C.
D.
E.
F.
G.

Country Analysis
Program Analysis
Post Management
Goals, Objectives, Indicators, and Targets
Peace Corps Response
Presidents Emergency Plan for AIDS Relief (PEPFAR)
Strategic Plan Summary

A. Country Analysis
Describe the development climate in your country, as well as any external factors that affect
your posts ability to operate at full potential. Please address the following:

Health, safety, and security issues that have a potential impact on Volunteers. Include
risk factors that have been identified in the most recent country-specific PCSSO report.
Where appropriate, reference the monthly epidemiological reports prepared by your
PCMO and/or the Health of the Volunteer Report and updates (available here).
Key findings from the 2011 Human Development Index (available here) and other
country-specific reports or indicators on development gaps, including any significant
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trends over time. If your country ranks 65 or above on the HDI, describe how your post
targets the populations most in need (as per the Peace Corps Act).
Host country commitment and support for the Peace Corps. Comment on the level of
financial and/or in-kind donations, 3 as well as engagement and active participation of
local partners at the community, district, or national levels.
Posts assessment of whether the country program should remain at its current level,
grow, be reduced in size, or phased-out over the next three to five years.

B. Program Analysis
In last years IPBS Guidance, as well as at the Focus In/Train Up sub-regional workshops, you
were asked to assess the progress of your current projects in light of the agencys Focus
In/Train Up strategy (#2 from the Comprehensive Agency Assessment: Focus on Key Sectors
and Train for Excellence). For this years IPBS submission, posts are asked to reflect on their
Focus In/Train Up progress to date and map out the necessary steps to fully align with the
agencys strategy.
Tools
In addition to the standard documents reviewed during the IPBS process, we recommend
using the following new documents to further guide your Focus In/Train Up strategy:

Focus In/Train Up Sector Guidance (Education, Community Economic Development,

Health, Youth, and Environment sector guidance will be available here beginning
January 6, 2012. Agriculture sector guidance will be available at the end of the third
quarter.)
Focus In/Train Up Project Worksheet for each project, which includes: a) specific Project
Focus In criteria (see below); and, b) guidelines for mapping a projects activities to the
training packages the agency is developing.

Keep in mind that a focused project:

supports host country priorities, complements a national or regional development plan,

and outlines the Peace Corps specific grassroots role in that plan
has a project framework that draws from only one or two Sector Schematics
is designed to maximize the skills of Volunteers with limited expertise and/or work
experience
has a significant number of Volunteers reporting against all project goals and objectives
is one in which Volunteers report confidence in accomplishing project activities

In-kind donations are increasingly viewed by Peace Corps as a critical indication of host country commitment and
level of engagement.

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has a 27-month training continuum and a single technical training track that meets the
needs of all Assignment Areas (AAs) in the project
is designed to maximize the impact of what Volunteers can contribute to host country
priorities
can be explained easily to others by post staff, Volunteers, and other stakeholders

Please also consult your regional Chief of Programming and Training and/or relevant OPATS
or OGHH Sector Specialist for assistance in focusing a project.
Deliverables
1) Within the text of your submission, provide a brief description of each current project
(maximum one paragraph). For each project, address how it meets the Project Focus In
criteria detailed above. If a project does not meet the above criteria, include an
explanation and justification. Indicate whether you propose that each project will be
increased or reduced in size or scope; redesigned; consolidated; or phased out during FY
2013-2015. Provide your rationale and whether you anticipate a need for additional
resources to implement proposed changes (aside from from the Sector Guidance and
Training Packages being developed for the Focus In/Train Up strategy). Be sure to
address any additional needs in the Budget Impact section. The Regions will review the
project descriptions and follow up with posts.
2) As an attachment to your IPBS submission, fill in the Post Focus In/Train Up Road Map
to document posts progress to date. The Regions, OPATS, and OGHH will review these
self-assessments to target appropriate future support and direction.
C. Post Management
Assess the current challenges and strengths of post operations, using all available input and
data, including the mandatory Administrative Management Control Survey (the AMCS
intranet page is available here). Identify the top 3 to 5 areas from the list below that are
most in need of attention at your post. Briefly describe why these areas are priorities for
your post and how you plan to address them. Please provide your responses in bulleted
statements here and address them in greater detail in the goals and objectives section.
1.
2.
3.
4.
5.
6.
7.
8.

Health, safety, security, and emergencies

Programming and project management
Volunteer training
Volunteer support
Personnel management and staff development
Program direction/leadership
Technology support; including post websites and knowledge management
Administrative and financial management; including office move or upgrades

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Third Goal
The Peace Corps is also asking all posts to address the following Third Goal question through
the IPBS. As noted in the Comprehensive Agency Assessment, with changes in technology,
this goal can now more easily be addressed by Volunteers still in active service.

In FY 2013-2015, how does post intend to elevate the Third Goal and engage Peace
Corps Volunteers in Third Goal activities including, but not limited to, the Coverdell
World Wise Schools Correspondence Match program?

D. Goals, Objectives, Indicators, and Targets

Based on your analysis in Sections A-C above, please develop a post strategic plan by listing
your 3 to 5 most important goals in priority order for the FY 2013-2015 period.
Each of your goal statements should be linked to one of the five Strategic Goals in the Peace
Corps FY 2009-2014 Strategic Plan. For each of your goals, please reference the Strategic
Goal that it supports. The five Strategic Goals outlined in the Strategic Plan are available
here. Additional information on the Peace Corps FY 2009-2014 Strategic Plan is available
here.
For each goal, please identify the supporting objectives, implementation timeframe, a set of
indicators for its achievement, and targets for each indicator. Please assign a person/s
responsible for monitoring and achieving each indicator. The indicators should be
quantifiable and aligned with the agency-level performance goals, especially for the postreported indicators detailed in the agencys Annual Performance Plan. Indicator data
sheets, which provide details on the indicators, targets, and results, are available in the
table here. If an objective requires collaboration with other Peace Corps offices, in
particular OCIO, please describe the mutual implementation framework and any
collaborative effort already underway.
E. Peace Corps Response
Peace Corps Response mobilizes Volunteers in short-term, high impact assignments to
address identified needs within an organization or a community. Response Volunteers can
work within an existing Peace Corps program area in order to support, supplement, or
enhance existing Peace Corps programming.
The Comprehensive Agency Assessment recommended Peace Corps Response as a vehicle
for countries to find more highly skilled Volunteers who can provide greater technical
excellence and sustained impact. The Peace Corps will announce a pilot in FY 2012 that will
open Peace Corps Response assignments to all Americans who have over ten years of
professional experience, in addition to the necessary language and technical skills required
for the assignment.

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Peace Corps Response has grown from fielding 78 Response Volunteers in 11 countries in FY
2009 to placing 235 Response Volunteers in 40 countries in FY 2011. The program
anticipates placing 280 Response Volunteers in 55 countries in FY 2012, and expects to
sustain these numbers throughout FY 2013.
The Peace Corps Response Handbook (available here) provides detailed guidance on
developing assignments, signing Memoranda of Understanding with partner organizations,
supporting and evaluating Peace Corps Response Volunteers, and facilitating Close of
Service procedures. Posts should keep in mind that Response Volunteers are a high value
asset for the agency and should make sure that they are used to complement high priority
programs. Peace Corps Response prioritizes requests for Volunteer positions that:

Provide technical expertise to existing projects at post in one or more of the six agency
sectors: Education, Health, Community Economic Development, Youth Development,
Environment, and Agriculture
Facilitate new country entries or re-entries and/or explore new geographic regions
within countries
Strengthen key strategic partnerships: CHF International, International Alliance for
Youth Sports, Population Services International, Millennium Challenge Corporation, Save
the Children, Center for Disease Control, USAID, World Food Programme, PEPFAR,
Department of State, Environmental Protection Agency, Food and Agriculture
Organization, and Special Olympics
Provide higher-skilled Volunteers to enhance PEPFAR-funded health and HIV/AIDS
projects
Address priority agency and regional Initiatives: Malaria Initiative, TEFL, and ECPA
(Energy and Climate Partnership of the Americas)
Assist with responding to humanitarian crises (post-conflict, post-disaster
reconstruction)
Contribute to priorities listed in the Peace Corps Act: Voluntary Service Programs,
Integration of Women into National Economics, and Integration of Disabled People

For additional information, the Peace Corps Response intranet page is available here.
Please address the following questions in your response to this section:

How does post intend to use Peace Corps Response in FY 2013?

If you have an existing Peace Corps Response program, does your post intend to
expand/decrease the Peace Corps Response program in FY 2013 or FY 2014?

Third-Year Extensions
Please Note: Posts are encouraged to work with their Regions to facilitate third-year incountry extensions for high-performing Volunteers. Given continued pressure on
appropriated funds, posts are encouraged to identify and fund third-year in-country
extension opportunities with PEPFAR funds where appropriate and available. Volunteers
seeking to work at another post should be advised that traditional transfer-extensions are
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not an agency priority at this time and should be encouraged to apply to Peace Corps
Response.
F. Presidents Emergency Plan for AIDS Relief (PEPFAR)
This section is intended to capture plans or opportunities for quality enhancements to
HIV/AIDS prevention and care programs that (1) are responsive to in-country conditions, (2)
optimize use of external funds in the face of current constraints on directly appropriated
funds, and (3) capitalize on the Peace Corps strategic advantage in responding to HIV.
This section is required for all countries that participated in FY 2012 field-driven
Country/Regional Operational Plan (COP/ROP) processes.
For this section of your IPBS Strategic Plan submission, please summarize your posts
current HIV program portfolio and initial plans for the next year by succinctly responding to
the questions below in two pages or less. Posts should note that while the Office of the
Global AIDS Coordinator (OGAC) is also under budgetary pressure, Global AIDS Coordinator
Ambassador Eric Goosby continues to be enthusiastic about expanded Peace Corps
participation in PEPFAR.

Briefly describe your current HIV activities (funded through PEPFAR [COP, ROP]) with a
focus on (a) how they respond to the HIV epidemic in country, and (b) how they align
with priorities emerging from the Country Portfolio Review and Focus In/Train Up.
Summarize broad opportunities for quality enhancements to HIV/AIDS programming at
post (PCV and/or HCN training, Volunteer Activities Support and Training (VAST) grants,
PEPFAR-funded PCVs, and third-year Volunteers).
Use the Anticipated Trainee Request Table to reflect potential PEPFAR-funded
Volunteers noting that they may be requested in multiple program sectors, as long as
a definitive focus on HIV/AIDS activities can be identified in their project plans in the
broader context of all TI. In your narrative response to this section, we ask that posts
that currently have PEPFAR-funded Volunteers quantify and briefly explain plans to
increase, decrease or sustain PEPFAR-funded TI.

The FY 2012 Implementation Plans, which were reviewed and approved in October 2011,
will be the basis for posts submission to the FY 2012 COP/ROP due to the USG Country
Team in March 2012. Pending final guidance from OGAC, it is anticipated that COP/ROP
posts will submit their FY 2013 Peace Corps PEPFAR Implementation Plan for Peace Corps
HQ review and approval concurrent with posts Operational Plan submission.
G. Strategic Plan Summary
Based on the analysis in sections A - C, please provide a one-page, stand-alone statement
that summarizes the country context and programmatic approach to be used to address the
development needs in your country over the next three years (FY 2013-2015).

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II.

Budget Document
The Budget Document submission consists of:
Budget Impact Statement
Posts should include a budget impact statement with their submissions. A budget impact
statement estimates generally what the dollar impact to the posts budget would be if
major changes (upward or downward) were made to a posts plans in FY 2013 and/or FY
2014. Please explicitly state whether the change affects FY 2013 only, FY 2014 only, or
both. Major changes could include (but are not limited to):

Substantial increases or decreases in TI and/or V-years (note that the budget office can
and will independently estimate these effects for items such as travel and living
allowances; your statement should reflect the effects of major changes such as
infrastructure)
Introduction/expansion or cancellation/reduction of major initiatives
Major changes in PST and/or IST

Note that given the current budget outlook for the agency, major upward changes are not
anticipated, although downward changes could be considered.
Straightforward budget impact statements may simply be a short narrative including the
dollar amount and a brief description of how the estimate was developed. More complex
statements should include a basic spreadsheet.
Note that a budget impact statement is neither an unfunded request (UFR) nor a request
for agency resources (RAR). It is simply a very general estimate that will assist the budget
office in establishing/modifying FY 2013 agency budget marks and the FY 2014 budget
submission to the Office of Management and Budget. Dollar amounts noted in budget
impact statements should never be assumed as granted to posts until UFRs are requested
later in the budget cycle and approved/combined into RARs by regions, and finally approved
by the director.
Please also note that this budget impact statement replaces the UFRs of last year and the
Enhancement/Reductions of years before that.
III.

Anticipated Trainee Request Table FY 2013-2014

The Anticipated Trainee Request submission consists of:
Anticipated Trainee Request Table (table is available here)
Post must submit a completed table along with their strategic plan to their CDU by March
1, 2012.
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Post will enter its Anticipated Trainee Requests for FY 2013 and FY 2014 in the Anticipated
Trainee Request Table. This two-year outlook will provide critical information for
marketing, recruiting, and resource allocation efforts.
From the information that posts provide in the Anticipated Trainee Request Table, OCFO
will produce Volunteer Year (V-Year) projections. The Trainee Request and V-Year
projection will help inform IPBS decisions and form the basis for the Peace Corps request to
OMB for FY 2014 in September 2012. The information is also used for reporting on V-Year
projections to OMB.
Instructions: Please complete the Anticipated Trainee Request Table for FY 2013 and
FY2014. First, post must select its country name in the top left yellow field, Post Name:
Second, post must enter its Anticipated Trainee Requests. The table is divided into requests
for:
1. Peace Corps Volunteers
2. PEPFAR-funded Peace Corps Volunteers
3. Peace Corps Response Volunteers
4. PEPFAR-funded Peace Corps Response Volunteers
In the green data input fields, please enter the number of Trainees requested in each
Program Sector, by appropriate month and funding source for FY 2013 and FY 2014. The
table will automatically populate the total number of Trainees Requested in the red output
fields. The data entered should tie into your Strategic Plan goals.
Please Note: Posts are no longer expected to complete their Anticipated Trainee Request
by Assignment Area number at this point in time. For the IPBS submission, posts will make
their anticipated trainee requests according to the six program sectors. During the QTRS
submission, you will be asked to request specific Assignment Areas, keeping in mind the
directive of Performance Plan Indicator 4.1.1.a, which aims to normalize trainee demand
with the available applicant supply.

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