From FY1989 through FY2006, 33 appropriations, authorization, or farm disaster acts added approximately $55.4 billion in supplemental funding for U.S. Department of Agriculture (USDA) programs. The two most recent supplemental appropriations were provided in response to Hurricanes Katrina and Rita in the Gulf of Mexico and in preparation for a possible U.S. outbreak of avian influenza. Some FY1989, the vast majority of the total supplemental funding has been paid directly to farmers, primarily through two mechanisms: "market loss payments" and crop disaster payments. This report includes the total annual funding additions in the 33 acts providing economic and farm disaster assistance through USDA programs since FY1989.

Programs in Perspective is the Bonneville Power Administration's public involvement process (PIP) for engaging customers and other stakeholders in a regional dialog to set strategic direction and broad program plans for BPA effort. This planning leads into a biennial rate setting cycle and offers a more accessible and flexible opportunity for dialog on broad issues than is possible under the strict administrative procedures of ratemaking. The self-financed character of BPA has made this public process a necessary and valuable one to assure that those who pay BPA's rates have a clear understanding and a strong voice in the plans for use of the resulting revenues. During 1989, the previous PIP engaged the region in discussion of major strategic, issues focussing on major areas. In 1990, BPA seeks discussion of the directions and plans specifically for fiscal years 1992 and 1993. The steps taken for those years will lay the foundation for the years beyond. Thus, we have subtitled this year's process, Staying fit for the long run.'' We have consulted extensively with customers and others in the region in developing these plans. In dozens of program--specific meetings, BPA staff have talked and listened to what others think our plans ought …

Once the Federal Columbia River Power System provided all the power our customers needed and surplus energy, which we sold to others. However, we planned for the time when the surplus would disappear. With our customers, we developed centralized, region-wide conservation programs to conserve energy and build the knowledge and ability to save more energy when needed. We began to look at conservation as a resource, comparing it with supply-side alternatives. Much was accomplished. In Bonneville`s service area in the 1980s, our customers acquired 300 average megawatts (aMW) of conservation savings. How? By weatherizing about 240,000 homes, by making aluminum plants, other industrial plants and commercial buildings more efficient, and also by encouraging states to adopt energy-efficient building codes. Now, our energy surplus is gone. Our customers need energy, and in a hurry. While we plan how much energy will be needed, when and by which customers, we must concurrently accelerate our efforts to acquire resources. Our 1990 Resource Program launched a strategy to do just that, starting in 1991 and 1992, with continuing activities in 1993--1995. The goals and plans of the 1990 Resource Program are still being implemented.

Annual statistical report suggesting benchmarks for school budgeting based on financial, personnel, and taxing information submitted by local school districts to state agencies.