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<br />" <br /> <br />however, and the requirements for evaluation will differ accordingly. <br />A useful framework for evaluation and implementation strategy formu- <br />lation is the Planning-Programming-Budgeting System (PPBS), which seeks <br />to tie planning with implementation more closely, a problem throughout <br />the public sector. Use of PPB Systems in urban governments has recently <br />become of heightened interest because of the need to improve the teturn <br />from public expenditures. A recent example of the use of PPBS was in <br />the City of New York under the Lindsay administration. In this context, <br />the intent was to use PPBS to ensure that ",. . decisions involving the <br />allocation of resources were to be made only after the review of explicit <br /> <br />statements of agency objectives, or at least crude analysis of alter- <br /> <br /> <br />native programs for meeting those objectives, and of detailed estimates <br /> <br /> <br />of the relative costs and benefits of those programs [21]. <br /> <br /> <br />Using PPBS as a framework, the following types of UDFC evaluation <br /> <br /> <br />problems are readily apparent: <br /> <br /> <br />1. Planning Stage <br /> <br /> <br />How to determine the merit of individual projects in <br /> <br /> <br />order to determine if and the conditions under which they <br /> <br /> <br />should be implemented. In some cases, projects which <br /> <br /> <br />passed evaluation in this stage would be shown on a <br /> <br /> <br />ma6t~ plan. This is sometimes called the pnog~ <br /> <br /> <br />evalu.a.tio It -6tudy [11]. <br /> <br /> <br />2. Programming Stage <br /> <br /> <br />How to rank competing UDFC projects to determine priori- <br /> <br /> <br />ties, optimum investment timing and desirable sequences <br /> <br /> <br />of implementation. These are sometimes called ~nt~- <br /> <br /> <br />pltog~ c.ompttJW.olt -6tucU.e6 [11]. <br /> <br />20 <br />