LETTER TO HONORABLE W. F. RABORN, JR. FROM CHARLES L. SCHULTZE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000100130013-5
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 18
• Document Creation Date: December 14, 2016
• Document Release Date: December 17, 2002
• Sequence Number: 13
• Publication Date: October 13, 1965
• Content Type: LETTER

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EXECUTIVE OFFICE OF THE PRESIDENT
BUREAU OF THE BUDGET
WASHINGTON, D.C. 20503
OCTi3; 5
On file OMB release instructions apply.
Honorable w. F. Raborn, Jr.
Director, Central Intelligence Agency
Washington, D.C. 20505
Dear Red:
I am enclosing Budget Bulletin No. 66-3, which spells out
guidelines for establishing a Planning-Programming-Budgeting
system in all the major agencies within the Executive Branch.
This system ties together program planning and budgeting in a
way which we have not done before.
As you know, on August 25th at a Cabinet meeting, the President
directed that this system be instituted throughout the Govern-
ment. He has expressed a keen interest in seeing it carried
through into the formulation of program plans and budget recom-
mendations for the 1968 budget. This system will permit a
much more orderly, careful, and concrete formulation of program
and budget recommendations. Most importantly, it is designed
to minimize the problem of short-time deadlines under which
summer budget previews and fall budget reviews have been carried
on.
I am convinced that the new system will prove extremely valu-
able to each agency head, as well as to the President, as an
instrument around which to organize in a systematic manner
program and budgetary decisions. But its successful inaugura-
tion and functioning depend crucially upon your own personal
involvement. If it is treated simply as a routine change in
instructions for preparing budgetary submissions, it will
never reach its potential. I urge you, therefore, to take a
personal interest in getting the system firmly established.
It is particularly important that the actions to be taken
under the attached Bulletin to get this system underway be
completed by the dates specified.
The first step, as the Bulletin specifies, is to inform the
Bureau of the Budget of the name of the official you have
designated to be responsible for the development of the system
within your agency. As soon as those names have been submitted
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for the various departments and establishments, I plan to
meet with those officials, and with others who will be in-
volved, to discuss in more detail the Planning-Programming-
Budgeting system.
You will note that the Bulletin refers to questions which
should serve as the starting point for the preparation of
in-depth analyses of programs or parts of programs. The
first list of questions for your agency will be transmitted
to you shortly. The analyses should result in "issue papers"
which are similar to those requested by the Bureau of the
Budget in connection with the last two budget previews.
However, we will now want to receive them over a longer
period during the year.
Sincerely,
Charles L. Schultze
Director
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EXECUTIVE OFFICE OF THE PRESIDENT
BUREAU OF THE BUDGET
WASHINGTON. D.C. 20503
BULLETIN 140. 66-3 October 12, 1965
TO THE HEADS OF EXECUTIVE DEPARTMENTS AND F "TABLISHMENTS .
SUBJECT: Planning-Programming-Budgeting
.1. DLose. The President has directed the introduction of an integrates
Planning-Programming-Budgeting system in the executive branch. This
Bulletin contains instructions for the establishment of such a system.
It will be followed by additional instructions, including more explicit
policy and procedural guidelines for use of the system in the annual
Budget Preview.
2. implication of instructions. This Bulletin applies in all respects'
to the agencies listed in Section A of Exhibit 1. The agencies' listed
in Section B. of that Exhibit are encouraged to apply the principles,
and procedures for the development and review of programs to the extent
practical. (In this Bulletin, the word "agency" is used to designate
departments and establishments; the word "bureau" is used to designate
principal subordinate units.)
3. Back, gz ound and need. A budget is a financial expression of a program
plan, Both formal instructions (such as those contained in-Bureau of
the Budget Circular No. A-11) and training materials-on budgeting
have stressed that setting goals, defining objectives, and developing
planned programs for achieving those objectives are important integral
parts of preparing and justifying a budget submission.
Under present practices, however, program review for decision making
has frequently been concentrated within too short' a period; objectives
of agency programs and activities have too often not been specified
with enough clarity and concreteness; accomplishments have not always
been specified concretely; alternatives have been insufficiently.pre-
sented'for consideration by top management;.in.a number of cases the
future year costs of present decisions have not been laid out systematically
enough; and formalized planning and systems analysis have had too little'
effect on budget decisions.
To help. remedy these shortc omings the planning'and budget-system in each
.agency-should be made to. provide more.effective information and analyses to
assist line-managers, the agency head, and the president in-judging
needs and in deciding on the use-of.resources and their allocation
among competing claims. The establishment of a Planning, Programming,
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and Budgeting System in accordance with this Bulletin will make needed
improvement possible.
While the improved system is intended for year-round use within each
agency, its results will be especially brought into focus in connection
with the spring Preview.. It should lead to more informed and coordinated
budget recommendations.
k. Basic concepts and demon.
a. The new Planning-Programming-Budgeting system is based on three
concepts:
(1) The existence in each agency of an Analytic capabil.ty which
carries out continuing in-depth analyses by permanent specialized staffs
of the agency's objectives and its various programs to meet these objec-
tives.
(2) The existence of a multi-year Planning and Programming pro-
cess which incorporates and uses an informattion'system'to present data
in meaningful categories essential to the making of major decisions by
agency heads and by the President.
(3) The existence of a Budgeting process which can take broad-
program decisions, translate them into more refined decisions in a
budget context,, and present the appropriate program and financial data
for Presidential and Congressional action.
b. Essential to the system are:
(1) An output-oriented (this term is used interchangeably
with mission-oriented or objectives-oriented) program structure (some-
times also'c alled a program format) which presents.data on all of the
operations and activities of the agency in-categories which reflect
the agency's end purposes or objectives. This is discussed in more
detail in paragraph 5, below.
(2) Analyses of possible alternative objectives of the agency
and of alternative programs for meeting these objectives. Many dif-
ferent techniques of analysis will be appropriate, but central should
be the carrying out of broad systems analyses in which alternative
programs will be compared with respect to both their costs and their
benefits.
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(3) Adherence to a time cycle within which well-considered
information and recommendations will be produced at the times. needed
for decision-making and for the development of the President's budget
and legislative program. An illustrative cycle which does this is,
described in paragraph.9.
(4+) Acceptance by line officials (from operating levels up to
the agency head), with appropriate staff support, of responsibility for
the establishment and effective use.of the system.
c. The products of the system will include:
(1) A comprehensive multi year Program and Financial Plan
systematically undated.
(2) Analyses, including Program 'Memoranda, prepared annually
and used in the budget Preview, Special Studies in depth from time to
time, and other information which will contribute to the annual budget
process e,
d. The overall system is designed to enable each agency to:
(1) I'iake available to top management more concrete and specific
data relevant to broad decisions;
(2) Spell out more concretely the objectives of Government pro-
(3) Analyze systematically and present for agency head and Presi-
dential review and decision possible alternative objectives and alterna-
tive programs to meet those objectives;
(ii).Evaluate thoroughly and compare the benefits and costs of
programs ;
(5) Produce total rather than partial cost estimates of programs;
(6) Present on a multi year basis the prospective costs and
accomplishments of programs;
(7) Review objectives and conduct program analyses on a con-
-tinuing, year-round basis, instead of on a crowded schedule to meet
budget deadlines.
e. The entire system must operate within the framework of overall
policy guidance -- from the President to the agency head, and from the
agency head to his central planning, programming, and budgeting staffs.
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4A
and to his line m,anaggers. Fiscal policy considerations and other
aspects of Presidential policy will be provided by the Bureau of the
.3ud; et in accordance with the President's program. i?ioaifications will
also have to be made from time to time to reflect changing external
conditions, Congressional action, and other factors.
The program structure.
a. An early and essential step for each agency is the determination
of a series of output-oriented categories which, together, cover the
.total work of the agency. These will serve as a basic framework for
the planning, programming, and budgeting processes (including work on
systems analysis, reporting, evaluation of accomplishments, and other
aspects of management) and for relating these processes to each other.
The following principles should guide the development of such output
categories.
(1) Program categories are groupings of agency programs (or
activities or operations) which serve the same broad objective (or mis-
sion) or which have generally similar objectives. Succinct captions or
headings describing the objective should be applied to each such group-
ing. Obviously, each program category will contain programs which are
ccanplementary or are close substitutes in relation to the objectives
to be attained. For example, a broad program objective is improvement
of higher education. This could be a program category, and as such would
contain Federal programs aiding undergraduate, graduate and.vocational
education, including construction of facilities, as well as such auxiliary
Federal activities as library support and relevant research programs. For
purposes of illustration and to aid understanding, Exhibit 2 shows some
program structures as they mi&ht be applied to two organizational units
within different agencies; the same approach, of course, applies to the
agency as a whole.
(2) gran subcategories are subdivisions which should be
established within each program category, combining agency programs (or
activities or operations) on the basis of narrower objectives contributing
directly.to the broad objectives for the program category as a whole.
Thus, in the example given above, improvement of engineering and science
and of language training could be two program subcategories within the
program category of improvement of higher education.
(3) Program elements are usually subdivisions of program sub-
categories and comprise the specific products (i.e., the goods and..ser-
vices) that contribute to the agency's objectives. Each program element
is an integrated activity which combines personnel, other services,
equipment and facilities. An example of a program element expressed
in terms of the objectives served would be the number of teachers to be
trained in using new mathematics.
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b. The program structure will not necessarily reflect organization
structure. It will be appropriate and desirable in many cases to have
the basic program categories cut across bureau lines to facilitate com-
parisons and suggest possible trade-offs among elements which are close
substitutes. It is also desirable to develop program formats which
facilitate comparisons across agency lines (e.g., in urban transporta-
tion and in recreation).
c. Basic research activities may not be and frequently are not
mission or output oriented. Whenever this is the cases such activities
should be identified as a separate.program category or subcategory as
appropriate. However, applied research and development is usually
associated with a specific program objective and should be included in
the same program category as the other activities related to that objective.
d. To facilitate top level review, the number of program categories
should be limited. For example, a Cabinet Department should have as
many as 15 program categories in only a rare and exceptional case..
e. Program categories and subcategories should not be restricted
by the present appropriation pattern or budget activity structure.
(Eventually, however, it may be necessary and desirable for the "Program
by Activity" portion of the schedules in the Budget Appendix to be
brought into line with the program structure developed according to this
Bulletin.)
6. T'ne Multi-y A; Program and Financial Plan.
a. The entire process is designed, to provide information essential
to the making of major decisions in a compact and logical form. A
principal product of the process will be a document, the Multi-Year
Program and Financial Plan of the agency,
b. Thus, the process is concerned with developing for agency head
review, and, after his official approval or modification, for Bureau
of the Budget and Presidential review (as summarized in Program Memo-
randa, per paragraph 7c) a translation of concretely specified agency
objectives into combinations of agency activities'and operations designed
to reach such objectives in each of the stated time periods.
a. The Program and Financial plan will:
(1) Be set forth on-the basis of.the program structure described
in paragraph 5. above.
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(2) Cover a period of years, usually five, although the number
will vary with the considerations pertinent to particular agencies; for
,example, a longer time span would be appropriate for timber production
and for large multiple-purpose water resource projects. The multi-year
feature is not to be compromised by the expiration of legislation at an
earlier date, since extension or renewal, with possible modification,
of the legislation should be reflected in the Plan.
(3) Include activities under contemplated or possible new legis-
lation as well as those presently authorized.
(4) Show the program levels which the agency head thinks will
be appropriate over the entire period covered by the multi-year plan.
(5) Express objectives and planned accomplishments, wherever
possible, in quantitative non-financial terms. For example, physical
description of program elements might include the additional capacity
(in terms of numbers to be accommodated) of recreational facilities to
be built in national forests, the number of youths to be trained in Job
Corps camps along with measures of the kinds and intensity of training,
the number of hours of Spanish language broadcasts of the Voice of
America, the number of children to receive pre-school training, and the
number of patients in Federally-supported mental hospitals. In some
programs, it may not be possible to obtain or develop adequate measures
in quantitative physical terms such as these but it is important to do
so wherever feasible. In any case, objectives and performance should
be described in as specific and concrete terms as possible.
(6) Where relevant, relate the physical description of Federal
programs to the entire universe to be served. For example, a poverty
program plan directed at aged poor should describe not only the numbers
receiving specific Federal benefits but might well show what proportion
of the entire aged poor population is being benefited.
(7) Associate financial data with the physical data to show the
cost of carrying out the activity described. Cost data should be expressed
in systems terms. That is, all costs -- such as capital outlay, research
and development, grants and subsidies, and current costs of operations
(including maintenance) -- which are associated with a program element
should be assigned to that element. These, component costs generally
can be derived from existing appropriation and accounting categories.
Where there are receipts, such as the collection of user charges or pro-
.ceeds from sales of commodities or other assets, an estimate of receipts
should also be included.
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(8) Translate the costs and receipts used for analytic purposes,
as described in the preceding subparagraph, into the financial terms
used in Federal budget preparation, presentation, and reporting.
d.. The Program and Financial Plan as approved by the agency head
will be submitted to the Bureau of the Budget. The Bureau of the Budget
will also be kept abreast of significant revisions and updatings .(see
subparagraphs e and f, immediately below).
e. The Program and Financial Plan, as approved or modified by the
agency head in conformity with guidance received from the Bureau of the
Budget and the President (usually following the annual spring Preview),
will form the basis for the agency's budget requests. Therefore, it
should not be changed.except in accordance with a procedure approved by
the agency head. Appropriate arrangements should be made for partici-
pation of the Budget Bureau in significant changes.
f. Provision will be made for a thorough reappraisal and updating
of the Program and Financial Plan annually. In this process, one year
is added on to the Plan. Other changes to the Plan are to be expected
from time to time and a procedure may be useful for making minor changes
to the Plan without requiring agency head approval.
7. Analysis. An analytic effort will be undertaken to examine deeply
program objectives and criteria of accomplishments. Whenever applicable
this effort will utilize systems analysis, operations research, and
other pertinent techniques. The analysis should raise important ques-
tions, compare the benefits and costs of alternative programs and explore
future needs in relationship to planned programs. The sources of
data used will be many, including most importantly, the Program and Financial
Plan, special studies done throughout the agency, and budget, accounting
and operating data. It is important to have continuity in the work of
staffs doing this work and to build expertise in them over a period of
years. As expertise is developed, more and more of the agency's activi-
ties can be subjected to these analytical techniques.
a. Special Studies on specific topics should be carried out in
response. to requests by the agency top management, the Budget Bureau, or
at the initiative of the analytic staff itself. Suggestions should
also be made by line operating managers. The special studies may involve
intensive examination of a narrow subject or broad review of a wide
field. The broad program studies envisioned here will often be. hampered
by a dearth of information and gaps in our knowledge which can be filled
only by project studies and other micro-econcmic studies. Nevertheless,
these broad studies should be assigned top priority in the agency's
analytic effort.
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be Questions should be posed by the analytic staffs to other
elements of the agency on program objectives, measures of performance,
costs and the like.
c., A broad Program Memorandum should be prepared annually on each
of the program categories of the agency. The Program Memorandum will
summarize the Program and Financial-Plan approved by the agency head
for that category and present a succinct evaluation and justification.
It should appraise the national needs to be met for several years in
the future (covering at least as many years as the Program and Financial
Plan), assess the adequacy, effectiveness, and efficiency of the pre-
viously approved Plan to meet those needs, and propose any necessary
modifications in the previously approved Plan, including new legislative
proposals. Thus, the Program Memorandum should:.
(1) Spell out the specific programs recommended by the agency
head for the multi-year time period being considered, show how these pro-
grams meet the needs of the American people in this area, show the total
costs of recommended programs, and show the specific ways in which they
differ from current programs and those of the past several years.
(2) Describe program objectives and expected concrete accom-
plishments and costs for several years into the future.
(3) Describe program objectives insofar as possible in quantitative
physical terms.
(4) Compare the effectiveness and the cost of alternative objec-
tives, of alternative types of programs designed to meet the same or com-
parable objectives, and of different levels within any given program
category. This comparison should identify past experience, the alterna-
tives which are believed worthy of consideration, earlier differing recom-
mendations, earlier cost and performance estimates, and the reasons for
change in these estimates.
(5) Make explicit the assurptions and criteria which support
recommended programs.
(6) Identify and analyze the main uncertainties in the assump-
tions and in estimated program effectiveness or costs, and show the
sensitivity of recommendations to these uncertainties.
d. In sum, the analytic effort will:
(1) help define major agency objectives and subobjectives.
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(2) Analyze and review criteria by which program performance is
measured and judged, and help to develop new, improved criteria.
(3) Compare alternative programs, both in terms of their.effec-
tiveness and their costs, old as well as new.
(1+) Develop reliable estimates of total systems costs of alterna-
tives over the relevant span of years.
(5). Analyze the validity of. cost data.
(6) Identify and analyze program uncertainties; test the sensi-
tivity of conclusions and recommendations against uncertain variables.
(7) Carry out systems analyses to aid in making program choices.
8. Relation of the system to the budget process,
a. Two products of the system will be utilized in the spring Budget
Preview: the Program Memoranda (which incorporate in summarized form
the relevant portions of the Program and Financial Plan) and Special
Studies.
b. All annual budget requests in the fall will be based on and
related to the first year of the current multi-year Program and Financial
Plan, subject to such modifications as may be required by changing cir-
cumstances since the Plan was last reviewed and approved by'the agency
head. Within this framework the detailed formulation and review of the
budget will take place.
c. The introduction of the Planning, Programming, and Budgeting'
system will not, by itself, require any changes in the form in which budget
appropriation requests are sent to Congress. Further, this Bulletin is
not to be interpreted to set forth changes in the format of annual
budget submissions to the Budget Bureau. Circular No. A-ll will be
revised as needed to provide guidance on such budget submissions.
d. Over the next few years agency operating budgets used to allocate
resources and control the day to day operations are to be brought into
consistency with the Program and Financial Plan. Performance reports
that show physical and financial accomplishments in relation to operating
budgets should also be related to the basic plan. .
e. The Planning9 Programming and Budgeting functions are closely
related and. there must be close coordination in the work of the various
staffs.
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9. An illustrative annual cycle. Program review is a year-round
process of reevaluating and updating program objectives, performance,
and costs. The annual cycle described below is presented for. purposes
of illustration and will be refined and changed over time. It is intended
to identify check-points to assure that essential steps are taken and
that current reviews, revisions and recommendations are given considera-
tion at appropriate times in the budget cycle. Insofar as this schedule
affects internal agency operations and does not affect Bureau of the
Budget scheduling, it may be modified by each agency-head to suit his
needs. The illustrative annual cycle shows in outline form how the'
system would work after it is established and operating for an agent ,,_
participating in the Preview.
January, Changes are made by the agency to the prior multi-year program
plan to conform to Presidential decisions as reflected in the budget sent to
the Congress.
March. By March bureaus or similar major organizational units within the
agency will submit to the agency. head their. current appraisals of approved
program objectives and multi-year plans and their proposals for (a) needed
modifications, including measures to meet new needs and to take account
of changing and expiring needs, and (b) extension of plans to cover an
added year (e.g., 19(2). The Director of the bureau of the Budget will
advise the agency head of any change in the overall policies and objectives
upon which the currently approved p lan.is based.
April. On the basis of instructions from the agency head following his
review of bureau submissions, bureaus develop specific program plans.
May. Analytic staffs complete Program Memoranda. Agency head reviews pro-
gram plans and approves Program Memoranda for submission to the Bureau of
the Budget. he may want to assign additional studies on the.basis of this
review.
May-June. The budget preview is conducted by the Bureau of the Budget.
The basic documents for this preview are the Program Memoranda prepared
by agencies which are to be submitted to the Bureau of the Budget by
May 1,'and Special Studies to be submitted over a period of several
months preceding this date. Presidential guidance will be obtained,
where necessary, on major policy.issues and on the fiscal outlook.
July-August. Appropriate changes to program plans are made on the basis
of the guidance .received ?and of congressional legislation and appropriations.
Budget estimates, including those for new legislative proposals, are de-
veloped on the basis of the first-year of.the currently approved program
plans (e.g., 1968).
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September. Budget estimates and agency legislative programs are submitted
to the Bureau of the Budget.
October-December. Budget Bureau reviews budget estimates, consults with
agencies, and makes its recommendations to the President. Presidential
decisions are transmitted to agencies, the budget.is prepared for sub-
mission to Congress, and the legislative program is prepared.
January. Changes are again made by the agency to the multi-year program
plan to conform to Presidential decisions as reflected in the budget sent
to the Congress.
10., Responsibility and staffing.
a. Personal responsibility for the Planning, Programming, and Budgeting
system rests with the head of each agency. Since planning, programming, and
budgeting are all essential elements of management, line managers at appro-
priate levels in the agency must also take responsibility for, and partici-
pate in, the system. Responsibility should be so fixed that the agency
head receives the recommendations of his principal managers (e.g., bureau
chiefs) on program plans as well as on the findings and recommendations
of centrally prepared analytical studies. Similarly, arrangements should
be made for obtaining original suggestions, recommendations, and views
from other echelons in a manner consistent with the assignment of responsi-
bility and authority.
b. Specialized staff assistance is also essential in all but the
smallest agencies. Such assistance will be especially useful in the prepara-
tion and review of Program and Financial Plans and in the preparation of the
appropriate analytical studies. Each agency will, therefore, establish an
adequate central staff or staffs for analysis, planning and programming.
Some bureaus and other subordinate organizations should also have their own
analytical planning and programming staffs.
c. No single form of organization is prescribed since agency circumstances
differ. Planning-Programming-Budgeting activities are functionally linked
but it is not essential that they be located in the same office so long
as they are well coordinated. however, it is important that the head of
the central analytic staff be directly responsible to the head of the
agency or his deputy.
11. Initial action under this. Bulletin. The head of each agency listed in
Exhibit 1 should see.that the following steps are taken by the dates in-
dicated. It is recognized that this is a tight schedule. nonetheless,
the President's interest in the prompt establishment of the new Program-
ming, Planning, and Budgeting system requires that each agency exert
every possible effort. to adhere to this schedule.
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a. Within 10 days after issuance of this Bulletin -- the agency head
should designate an official to be responsible for the development of the
Planning-Programming-Budgeting system for the entire agency and inform the
Bureau of the Budget of his choice.
b. By November 1, 1965 -- each agency head should have tentatively
decided, in cooation with the Bureau of the Budget, the broad.program
categories to be used initially in the system. Bureau of the Budget staff
are prepared to make suggestions on. these categories.
c. By December 31, 1965 -- agency instructions, procedures, or
regulations for the Planning; Programming-Budgeting system should-be issued,
and a copy forwarded to the Bureau of the Budget. If it is not possible to
have these in polished form by this date, they should be issued at least in
such form as will allow the agency to proceed without delay on the steps
necessary to produce the material required by May 1, 1966, with the more
complete and polished instructions or regulations issued as soon as feasible
but not later than March 31, 1966.
d. By February 1, 1966 -- each agency head should have approved the
basic program structure (including program categories, program subcategories,
program elements, and the nonfinancial units for measuring program objec-
tives and accomplishments in quantitative terms) to be used in the program
plan.
e. By April 1.-1966_-- a comprehensive, multi-year Program and
Financial Plan should be completed for consideration and review by the
agency head. The Program and Financial Plan, as approved by the agency
head, will be forwarded to the Bureau of the Budget#
f. By May 1, 1966 -- for the spring Preview, Program Memoranda
described above will be forwarded to the Bureau of the Budget. By this
date or earlier, Special Studies will also be forwarded. More specific
guidance and instructions will be provided by the Bureau of the Budget.
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BULLETIN NO. 66-3
A. AGisi4CIES TO BE COVERED BY THE PRL,'VI. W
Department of Agriculture
Department of Commerce
Department of Defense - separate submission for:
r-iilitary functions (including Civil Defense)
Corps of Engineers, Civil functions
DepartmLent of Health, Education, and Welfare
Department of housing and Urban Development
Department of Interior
Department of Justice
Department of Labor
Post Office Department
Department of State (excluding Agency for International Development)
Treasury Department
Agency for International Development
Atomic Energy Commission
Central Intelligence Agency
Federal Aviation Agency
General Services Administration
National Aeronautics and Space Administration
iational Science Foundation
Office of Economic Opportunity
.,Peace Corps
United States Information Agency
Veterans Administration
B. OTHER AGENCIES FOR WHICH A FORMAL
PLAiN1lITNG-PROGRAMMING-BUDGETING SYSTEM IS ENCOURAGED
Civil Aeronautics Board
Civil Service Commission
Export-Import Bank of Washington
Federal Communications Commission
Federal home Loan Bank Board
Federal Power Commission
Federal Trade Commission
Interstate Commerce Commission
National Capital Transportation-Agency
National Labor Relations Board
Railroad Retirement Board
Securities and Exchange Commission
Selective Service System
Small Business Administration
Smithsonian Institution
Tennessee Valley Authority
United States Arms Control and Disarmament Agency
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 Approved For Relgpe 2003/02/27: CIA-RDP80B01676R0P10 9p1. -52
BULLETIN NO. 66-3
PROGRAM CATEGORY kDAASPLLS
. Coast Guard
Present Appropriation Structure
General and Special' Funds:
Operating expenses
Acquisition, construction and improvements
Retired pay
Reserve training
Intrarovernmental Funds:
Coast Guard Supply Fund
Coast Guard Yard Fund
Present Activity Schedule
Vessel Operations
Aviation Operations
Shore Stations and Aids Operations
Repair and Supply Facilities
Training and Recruiting Facilities
Administration and Operational Control
Other Military Personnel Mrpense
Supporting Programs
Proposed Prcram Structure
Search and Rescue
Aids to Navigation
Law Enforcement
Military Readiness
Merchant Marine Safety
Oceanography and Other Operations
Supporting Services
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 Approved For Release 2003/02/27 : CIA-RDP80BOl676RO 0013fia1.3 2 (Cont' d)
- BULLETIN NO. 66-3
PROGRPM CATEGORY EXAMPLES
Forest Service
Present Apnronriation Structure
Forest protection and utilization
Cooperative range improvements
Forest roads and trails
Access roads
Acquisition of lands for national forests:
Superior National Forest
Special Acts
Cache National Forest
Wasatch National Forest
Assistance to States, tree planting
Expenses, brush disposal
Roads and trails for States
Other Forest Service permanent appropriations
Proposed Prg,ram Structure
Timber Production.
Outdoor Recreation
Natural Beauty
Wildlife
Water
Forage
Minerals and Mining
Research
Other
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 Approved For Release, 2003/02/27 : CIA-RDP80B01676R000100130013-5
EXECUTIVE MEMORANDUM
OFFICE OF THE DIRECTOR
EXECUTIVE MEMORANDUM No.152
DATE 18 October 1965
TO:
Deputy Director (Plans)
Deputy Director (Intelligence)
Deputy Director (Science & Technology
Deputy Director (Support)
GM#Kmot
Inspector General
General Counsel
Assistant Director for National Estima
D /DCI/NIPS
25X1
ACTION - D/BPAM
11 as above
1ER via Reading Board
1 - ExDir
This memorandum contains information for the addressees. Ad-
dressees may give this memorandum additional circulation within
their components as required. All copies should be destroyed, not
filed, upon completion of circulation. A master file will be kept in
the Executive Director's Office and will be available upon request.
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dewng,ediny end
(CLASSIFICATION) declosi fcotion